Category: Institutional change

Museum collections and the “rhetoric gap”

There are a couple of questions that have started nagging at me when I look at museum websites, and particularly when I look at online collections. With the American Association of Museums annual meeting on in the States this week, it seemed like a good time to start asking them.

Are museum collections actually as important as we often say they are? I cannot count the number of times I have heard someone in a museum argue that the most important thing about the museum is its collection – and why wouldn’t they? Each museum’s collection is unique. It is here that museums can differentiate themselves. A local art museum can collect works of national and local importance, and use each to speak of its place in a community. A history museum can define its very purpose by those objects that it has acquired.

Even more than this, as Steven E. Weil points out in his excellent book Rethinking the Museum, the justification makes “a kind of strategic sense to stress what it is that is most distinctive about museums – that they acquire and care for collections.” (p29.) In doing so, museums craft out a niche for themselves.

In Managing Things – Crafting a Collections Policy from the AAM’s Museum News, John Simmons writes:

It is clear that what distinguishes the museum from other educational, scientific, and aesthetic organizations is its relationship with its collections. “Museums exist,” writes Morris Museum Director Steven H. Miller, “because of an assumption that physical objects have value.” In Museums, Objects and Collections, Susan M. Pearce writes, “The point of collections and museums . . . revolves around the possession of ‘real things’ and . . . essentially this is what gives museums their unique role.”

But when I look at the message I get from museums on the Internet, the collection rarely sits front and centre. Many institutions still don’t have their collections online, and although I realise there are often both financial and time constraints, this just reinforces my sense that the collection has fallen down the priority list.

When even a major collecting institution such as the Met – whom have clearly invested a lot of time, thought and money into their online collection, and who were just awarded MW2012 Best of the Web for Research/Online Collections – does not obviously feature their collection on the front page of their website except in the navigation bar, it does not reinforce the message that the collection is what is essential and unique to the museum.

I know that we don’t really know who or what online collections are for, but maybe the Internet exposes the fact that we don’t actually know why our collections would be valuable to anyone for reasons other than the ones we provide in our existing displays and scholarship.

As regular readers would know, I firmly believe the Internet is actually the perfect vehicle for making museum collections more useful and more valuable, by ensuring that the collection can be found, used and reconnected to the ever-deepening well of online information. We might be able to ensure that the ideas anchored by our collections are be able to be put to worthwhile use externally to the museum, as well as within it. We are only just beginning to imagine how and why the Internet will be useful for the production of new knowledge and new memories, but it seems to me that there is richness to be found here.

Still, we contradict ourselves when we speak of the importance of our collections, and then act as though our programming is the centre of our existence, as is often the case online. Certainly, programming is easier to quantify and market. Our audiences know what it means to look online for events and changing exhibitions. It’s something they understand. But it’s also something we understand and know how to talk to.

Weil continues (p.29.), writing (emphasis mine):

The difficulty is that somewhere along the line too many of us – and here I must include myself – have too frequently misapprehended what has been a strategy to be the truth. We have too often taken what is a necessary condition to the work of museums – the existence of carefully-acquired, well-documented and well-cared-for collections – and treated that necessary condition as though it were a sufficient condition. In developing justifications for the public support of museums, we too have forgotten that their ultimate importance must lie not in their ability to acquire and care for objects – important as that may be – but in their ability to take such objects and put them to some worthwhile use. In our failure to recognize this, we run the danger of trivializing both our institutions and ourselves.

It seems to me that the Internet is exposing the fact that the rhetoric about the importance of collections to museums is not necessarily matched by actions that support that narrative.

Obviously each individual institution is different. Some institutions do emphasize the importance of their collections on- and offline, while others no-doubt place greater emphasis on other things in their missions. Non-collecting institutions are surely exempt from this issue (are they the institutions most honest with themselves about the reasons for their existence?). But what does this say about us as a field, that our rhetoric does not necessarily match our actions. And if we are lying to ourselves, should we change our actions to match our words, and actually find ways to put the collection front-and-centre online, or do we alter the stories we tell ourselves?

What do you think? Is the Internet exposing an internal inconsistency between what we say and what we do in museums? And if so, is it our rhetoric that should change, or our actions?

Do museum staff have the right to be offline?

There have been a number of interesting and important discussions taking place around the ‘Net in the follow up to Museum and the Web, and hopefully over the coming week or two we’ll get to explore a few of them. One post that I keep coming back to, however, is Koven Smith’s Leave tech in the conversation, in which he writes:

Technology (or, as I’ve said before, the set of practices and materials we currently define as “technology”) is the lingua franca of the world in which we now live. Museums resist acknowledging this at their peril. Any moment in which a curator/educator/director/CFO/whomever is allowed to continue to be ignorant of how a given pervasive technology works is just pushing your institution’s adaptation further down that timeline. Any method of working in which ignorance is allowed to persist is one that is, frankly, suicidal for institutions that are trying to figure out what their place is in this new world.

Not long after reading Koven’s post, I came across a post by Kate Carruthers, meditating on organisational changes surrounding technology, in which she asks about workers and their right to be offline in the new technological environment. It is with this question in mind that I want to address Koven’s post.

If we accept Koven’s proposition that technology is the lingua franca of the world in which we now live, and that a failure to accept this and act accordingly is suicidal, two questions emerge. The first is about institutions and whether they have the right to be offline. For me, this seems pretty clear cut. Not every institution in the world needs to be, or even should be, online. Small, specialist (volunteer-run) museums with a limited and clearly defined local audience may gain little-to-nothing from being online. For some of these museums, the cost in resources to be online will be far more than the benefit of doing so… joining a project like the Museum Metadata Exchange might be enough to satisfy the urge to digitally document the museum’s collection. The choice not to be online might threaten the longevity of that institution, but in some cases that might be ok and even appropriate (do all museums have the right or need to live on indefinitely?).*

But what about the people who work within institutions? Do museum employees have a right to be offline? Can they refuse to participate in an institution’s online engagement? Should they be able to? In Carruther’s case, she was thinking through the implications of our 24×7 social media culture, but I wonder if the question doesn’t extend beyond this into issues of digital engagement more generally. Can a curator refuse to participate in blogging? Can someone who has chosen not to participate in social media in their personal life similarly opt-out at work? Conversely, can an institution force someone to start a social media account if they have chosen not to do so previously for personal reasons?

Vickie Riley, a commenter on Koven’s post, writes:

I don’t know how it works in other museums but in mine, the curator calls the shots. I don’t. For me to expect that he’s going to embrace what I do is a bit naive.

I genuinely don’t know what I think about this. On one hand, if (for instance) a museum educator’s job description did not explicitly indicate that they would need to hold or develop digital skills, then surely they are absolutely at liberty to refuse to do online work (maybe by passing it off to another staff member?). But equally, the context of museum work has changed and is changing. Failure to engage online can impact not only the individual and their own career prospects, but also the museum’s ability to innovate and stay relevant online, and therefore an individual’s refusal to take part in online engagement could have greater implications than simply the personal. So, do museum employees have the right to be offline?

In the comments of Koven’s post, he writes:

…a big part of the problem is that many museum position descriptions haven’t evolved with the times. There are exceptions to this, obviously, but I can’t think of many curatorial job postings that begin with “please send a resume and link to your personal blog.” I fear that until this changes, we continue to send the signal that it’s okay to not speak this language.

This seems to be at the crux of the issue. As noted in the 2010 NCM Horizon Report – Museum Edition, audience expectations of museums online are changing, particularly with regard to “online access to services and information.” In the musetech world, too, our expectations of other staff and the way they should be engaging are also changing. But these desires are not necessarily being reflected in institutional position descriptions. And if those job descriptions are not specifically asking for applicants to be digitally competent, is it fair for those of us working in museum technology to expect that they will take on such duties? Realistically, it’s probably not. But how do we move forward from this?

Do you think that museum staff whose job descriptions did not specifically call for digital skills should have the right to stay offline? Have digital competencies started to become a core requirement of jobs at your institution? Do you think they should be? For which positions?

*(nb, I wonder whether this becomes any less clear cut if the question is whether public institutions have the right to be offline?)

Documenting the digital strategy unconference session @ MW2012

Digital and strategy are two themes that keep emerging in all of my conversations around musetech issues at the moment, and with this morning’s great session on Digital Strategy as context, I proposed an unconference session on those questions. The basic parameters we wanted to explore were how do you act as an internal translator to others in your institution (ie advocacy and communication); how do we collaborate with internal/external stakeholders, and where does digital sit in your institution, and where should it sit?

I’m going to discuss this in more depth later, but for now I thought I’d do a very quick post that captures the documentation of the event.

The discussion on where those at MW2012 sit within their institution, and where they feel they should sit has also prompted a poll asking what department you are in. It would be great if you wanted to answer it over the next day or two before Keir Winesmith posts the results.

Thanks to all those who participated in the session, and to Erica Gangsei for being note-taker.

Museum technologists + organisational digital literacy

Just a quick post whilst sitting in the digital strategy session of MW2012. Is it the responsibility of musetech staff to help push the digital literacy of the broader institution? We often talk about the expectation that other staff in the organisation need to learn how digital works in order that they understand the value of digital, but is it our place to be teaching this? If not us, how will staff with existing low digital proficiency learn about how to negotiate the tech landscape? Do they even need to? If you want a curator to blog or participate on Twitter, digital proficiency is clearly important, but is it up to us to enable their movement into this space?

On curatorial voice and the web

Well, this is going to be an interesting week. Although I have only been in San Diego for Museums and the Web 2012 for about 24 hours now, I have already had more stimulating conversations than in recent months put together. Where time allows, I will shoot to capture a few of these emerging ideas as they come (although time to digest might be hard to come by until the conference ends).

So, first up. I’ve had a couple of parallel discussions with Dafydd James from the National Museum of Wales, and with Ed Rodley (finally, we meet!), about the importance of voice and pitch for different audiences, and it got me thinking of what we are asking of curators (amongst others) when we want them to blog/make public their research or make it open and accessible.

My PhD writing is very different from my blog writing. It is far more dry, academic and formal. The tone and the content are both different, because I am writing for a different audience. Similarly, my early misgivings about the Museums Association UK republishing Can a technologist get ahead in museums? was because the writing had been done for the context of museumgeek, and not for a broader and more general audience. In each case, I am tailoring my pitch to the people I expect to be reading my work.

Frequently curators, and other researchers, are used to writing for a very specific group of other researchers (ie research papers, formal publications). Much as we in the musetech community know each other and speak using particular terminology etc, so do they. This community of passion has a shared understanding of context, and a shared vocabulary, and can talk to the nuance and detail of an issue, because they all have a broad understanding of that issue.

However, when we ask curators to write for the web, we are asking them to write for a completely different audience – and an undefined one at that. The type of language to use, the expectation of existing knowledge – all that is gone. Instead, there is an expectation that the curator can instantly repitch their work, but without a particular focus. Of course, most curators are competent writers, and the change in voice might not prove a problem, but it does likely require additional work and different approach.

Even beyond this, however, by having to simplify their work into a pitch that can be more broadly understood, the nuance of the issue, too, is at risk of being lost, and that changes the nature of the discussion. Maybe some curators could even gently harbour a concern of actually eroding some of their professional standing and reputation by publishing work that is generalist, rather than specialised. (This point is entirely speculative, but it’s something to consider.)

This simplifying of content does already occur in the context of museum exhibition text, but because it is often limited by space, it is also expected to by short and simplistic. The expectation is already pre-set, and this writing exists in the clear context of the exhibition. The open nature of online research is different.

This also threatens the idea we often hear in musetech conversations that we simply need better workloads and content management systems. It’s not so simple as just ‘producing content’ and making that content available, because all content requires repurposing for audience.

When, in my last post, I spoke about breaking musetech conversations out of the bubble, my closing question was How can we as musetech professionals become better translators, and better speak the language that others in the field are using? The question is at least in part about pitch. How can we repitch our conversations so that they are meaningful outside our own bubble? It strikes me that when we argue for curators etc to engage online, we are expecting that they will do the same. But it’s a lot easier to talk to those who already understand your subject than those who don’t, and maybe that adds a layer of complexity.

What do you think? Do you think that this idea of reframing content adds complexity to the question of curatorial voice online? Or, if you are a curator, do you feel there is an expectation to publish different online than you would offline?

MW2012 + breaking musetech conversations out of the bubble

The other day, when following up on the responses to misconceptions about museum technologists, I happened upon on a 2009 post by Nina Simon regarding what she termed the ‘participatory ghetto’. She wrote (emphasis mine):

…In most museums, technologists are still seen as service providers, not experience developers. They live in well-defined (and self-protected) silos. There are stereotypes flying in many directions—that curators won’t give up authority, that technologists don’t respect traditional museum practice, that educators are too preachy, that marketers just want to get more live bodies in the door.

How are we going to bridge this divide? Many of the technologists I met at Museums and the Web never go to regional or national museum conferences. When I asked why, people said, “no one there understand what we’re doing,” or “it just reminds me of how far behind the rest of this field is.” I understand the desire to learn from and spend time with people in your part of the field, but I was surprised at the extent to which people had no interest in cross-industry discussions. I’m teaching a graduate course at University of Washington right now on social technology and museums. Four of my students were at Museums and the Web. None are attending AAM (the American Association of Museums). They don’t see it as relevant to their future careers. This worries me.

We need to do a lot more talking across the aisle, working hard to adapt our specialized vocabularies to a common discussion about institutional mission and change.

So after attending MW three years ago, Simon’s takeaway was that people in musetech had no interest in cross-industry discussions. This is precisely opposite the sentiment I’ve been picking up on lately, as right now this question seems to be at the heart of what many musetech people are interested in. How do we bridge the divide and communicate the value of what we do to the museum community more broadly?

In the comments on misconceptions about museum technologists, Bruce Wyman offered this thought:

Technologists need to leave their home turf and talk to other disciplines in their language and with their needs in mind. They need to show understand of the goals and how to improve those *specific* core needs not only through technology but also the overall program.

This could be an interesting unconference discussion for Museums and the Web 2012 (this week!). What can we – as individuals and a sector – do right now to start bridging the divide between musetech and the rest of the museum?

I’d really love to explore this idea whilst at the conference this week, so if you are at MW2012, come and find me. I am giving a demonstration on Saturday (although I am demonstrating a conceptual art piece, so there isn’t all that much to see… this means it’s a good opportunity to work through the ideas behind the project, and seeing where such conversations might lead.). Otherwise I am likely to be around where ever there is karaoke or good conversation.

How can we break museum technology conversations out of the bubble? How can we as musetech professionals become better translators, and better speak the language that others in the field are using?

I’d love your thoughts.

Extending the museum narrative

A very quick thought. A friend linked me to a post on Seth Godin’s marketing blog today, and although that post didn’t particularly resonate with me, another one did. In Extending the Narrative, Godin discusses the stories we tell ourselves about who we are.

The socialite walks into the ski shop and buys a $3000 ski jacket she’ll wear once. Why? Not because she’ll stay warmer in it more than a different jacket, but because that’s what someone like her does. It’s part of her story. In fact, it’s easier for her to buy the jacket than it is to change her story.

There might be lessons in this for the discussions we’ve been having lately in museum tech circles about building digital practices into museums at a strategic level… maybe most museums haven’t been building digital in at a strategic level because doing so would threaten their story (ie that museums are about their ‘stuff’). Digital potentially challenges museum authority. It raises questions about why museums do certain things, and those questions are not necessarily easy or comfortable to answer. It is easier to embrace digital at arms length than to really examine what it means at a foundational level for museums, because doing so potentially means changing the narrative of museums.

Godin continues:

It’s painful to even consider giving up the narrative we use to navigate our life. We vividly remember the last time we made an investment that didn’t match our self-story, or the last time we went to the ‘wrong’ restaurant or acted the ‘wrong’ way in a sales call. No, that’s too risky, especially now, in this economy.

So we play it safe and go back to our story.

The truth though, is that doing what you’ve been doing is going to get you what you’ve been getting. If the narrative is getting in the way, if the archetypes you’ve been modeling and the worldview you’ve been nursing no longer match the culture, the economy or your goals, something’s got to give.

It’s something to think about.

Concrete, clear & specific: Practical ideas for building digital practices into museums

The museum blogosphere has lately been enlivened with posts about risk, leadership and incorporating digital into core museum operations – all questions that relate to the problems of dealing with institutional change in museums in response to the changing social/technological environment.

Last week, I had coffee with Janet Carding, Director of the Royal Ontario Museum, and she too mentioned the widespread acknowledgement within the sector that this is a time of paradigmatic shift for museums. The theme of MCN2012 also reflects this. The Museum Unbound: Shifting Perspectives, Evolving Spaces, Disruptive Technologies “focuses on exploring how the quickening pace of technological innovation is expanding the very definition of what it means to be a museum”, and the discussions of the Program Committee certainly revolved around these issues.

As such, I’ve started thinking about the practical steps that institutions can take to build digital practices into core museum practice. This article – A call for leadership: Newspaper execs deserve the blame for not changing the culture (tweeted by Matt Heenan) – has some useful thoughts about the newspaper business that are applicable here. Obviously museums are different to newspapers, but the article by still has some instructive ideas (emphasis mine):

Changing a culture is not a top-down or bottom-up proposition: It’s a dance between leaders and their organizations… Leaders must examine their own actions carefully to determine what they reward and what they punish, what the day-to-day routines of their organization reflect, and how best to create an environment in which open and constant communication is a priority. They must develop concrete reward systems that encourage risk and help employees make digital duties as much a part of their routines as the traditional…

…One daily newspaper of less than 50,000 circulation we studied struggled with the change to a web-first organization because, though its leaders acknowledged the importance of the new medium, they did not reinforce that desire through their reward and accountability systems. Print revenue and circulation remained the benchmarks of success, not digital revenue or pageviews. As a result, newsroom staffers struggled to develop the kind of online content needed to expand the web audience…

…[M]any of the people executives dismissed as anti-change curmudgeons were often much more thoughtful and accepting of new digital strategies than expected when asked directly. While they had concerns about change, the root of their trouble was lacking clear, specific goals from on-high. Staffers hungered for specific direction on how to reprioritize their workloads, which had increased substantially as staffs shrunk and responsibilities increased.

The application of these lessons to museums seems straightforward. For digital work to be incorporated into core museum business, staff need clear goals and guidelines for doing so. Museum workers right across the institution – and not merely those working in web/technology focussed departments – need actionable and clear benchmarks for success that include creating digital and online content, pageviews or revenue. And once these benchmarks are set, staff then need guidance for reprioritising their normal workloads to account for the changes.

In Rob Stein’s great MW2012 paper Blow Up Your Digital Strategy: Changing the Conversation about Museums and Technology, he writes:

The key to building trust within the organization is beginning to build internal confidence among staff and to demonstrate the success of metrics that are important to the whole organization…

… If your museum’s strategic plan does not have clear metrics that help you know what success looks like, then a document that describes what they are and how they are measured would be much more useful to the museum than a technology strategy. If your strategic plan talks about reaching new audiences, how will you measure whether or not they are being reached? If the plan seeks to improve access to collections, then the ability to measure that access is crucial. Once those metrics are known and accepted by the staff, creating technology strategies that enhance those metrics is a much clearer task.  Rather than debating whether a particular effort was “worth it”, such metrics can clarify the discussion about how museum resources were spent. The impact of technology then becomes less about opinion and more about whether or not the museum’s goals were met.

He’s right. Having clear metrics is important for defining what success looks like. However, once those metrics are defined at a strategic level, staff right across the institution whose work could (should?) intersect with the digital world need to be given their own benchmarks for digital success, along with specific directions as to how to incorporate these new accountabilities with their already-existing work. Large-scale strategy is important, but so are the individual strategies that are built into it.

Has your museum developed any clear goals and guidelines to help staff incorporate digital work into their routines? Do staff (including curators, marketers, educators etc) across the institution have concrete, actionable and specific benchmarks for digital success, as well as guidance for how to reach those goals? If so, who has driven this process within the museum? And has it made a visible difference to the incorporation and acceptance of digital into core museum business?