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Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
Like.comment.share.transforming engagement at the museum.bev dywan
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Like.comment.share.transforming engagement at the museum.bev dywan

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Using strategic foresight analysis to offer engagement strategies for the current museum

Using strategic foresight analysis to offer engagement strategies for the current museum

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  • Purpose:I wanted to look at framework for analyzing the museum and its movement into the future. In my research question I determined that the museum needed to stay relevant through the adoption of new forms of engagement. I looked at how museums can adapt for the future, through paying attention to and enhancing, social and technological engagement, and information dissemination. This may create social benefit for visitors, and society in general, which could further create relevance for the museum.My plan is to disseminate this to museums so that they may benefit from some of this overview and analysis, and hopefully gain some insights.
  • In looking into the ecosystem surrounding the museum, I found pressure points,and some inertia when it came to being able to respond.
  • In order to evaluate the state of the nation: 1.Literature review: research published in books, particularly focused on literature of the seminal writers in the field (Falk, Weil, Simon)2. Media review: Museums and the Web, Nina Simon, Center for Future of Museum- most current, state of the art-Finally 3. Expert interviews: Janet, Matthew, Xerxes, Bob, Kevin = on the ground reality , in-depth knowledge on gaps, areas of my curiousity____________________________________________________________________________________________________
  • Consensus: benefit to society, See the world and its cultures, physical proof, hear from experts, activate your own learning. Museum provides social benefit, maintain material culture in trust for us,Provides participation in our learning and awareness
  • Although we may think of museums as stand-alone, they are connected.Networks of inter-museum associations- CHIN, US Museums database, Asia-Europe Museum Network, ICOMThe benefits of information exchange is resident in accredited museums. Standards and ethicsmay be among the issues of international discoursebtwn museums. This established the museum field with a foundation & perception of depth and solidity.
  • Trust is important in a time when they are competitive in an environment of other information, and this key point came up for me as a foundational aspect of the museum , providing both an anchor and an albatross. Change comes slowly. The internet provides information, but we don’t know if it’s valid._______________________________________________
  • Although there are many aspects to the museum, I have chosen just 3 areas to focus on and to explore in the future of engagement because they are central to the experience and are vulnerable points for the museum.We go to the museum to see the objects, understand the significance and enlighten ourselves about other places and concepts. Objects are a large part of the function of the museum, they are given value when they are museum owned and more so when displayed. How they are spoken about is thus important.
  • The museum may augment our experience by providing a tour- with a live person, or an electronic substitute. This creates a different POV in which we can begin to probe areas of our curiousity and the museum also presents its POV
  • The edifice has tried to present a solid and serious manifestation of the museum’s brand, the social forum, society’s pride in culture.It has become somewhat a vanity project for many architects. they are a phenomenon designed to attract people by the merit of their statementThis lasts for about 6 months according to MT
  • To reflect on the rationale for the museum, there is a shift in how people interact with objects. We are no longer happy to be recipients, we want to be participants, or prosumers- making part of the experiences we encounter. The object has left the building.This was a point made by Matthew Teitlebaumthe term prosumers was coined In Wikinomics, the issue of the fact that.
  • There are signs of change in the tour also. Guerilla tours and apps created by outside forces has shown interest in this change.We have a shift for more interaction – the implication is reflected on the museum, eg the Banksy tour which takes you outside. The museum can now be anywhere.
  • The museum has strived to present itself outwardly as something of substance, and because of the notoriety and brand of quality of the museum.Protean building termed coined by Douglas Davis. Pompidou began a new treatment. BMW etc provide new options. This type of new tretment_____________________________________________________________________________________
  • Why must the museum change? Research pointed to several issues: Technology- the internet, mobile computing and the pervasiveness of information. The museum no longer holds the reins on the flow of information to the public. Economics – funding support may be weakening. Deficits, economic downturns; SROI in effect, intrinsic valueDiversity: changing demographics in ethnicities of culture, and aging baby boomers younger First Globals= demands (and volunteers?)_____________________________________________________________________________________________________
  • Research showed findings….perspective shift…more relevance
  • Findings: Looking at what makes relevance is found when people Looked at research and saw that this was a key finding for museums
  • Humour provides a way to let us feel better about the museum. As a strategy for engagementUseful- saw that some museums are using humour (# followers Sue has…?)Sue the Trex tweet from this week:Every NBA blog I read is predicting the Raptors to finish last in their division this season. (Tiny fist pump)
  • The Internet is important as a link to the museum. Engagement The BM websitegets about 1 m hits per year. But Wikipedia was getting 5x more for key artifacts.This is a model for institutions on how to deal with the internet revolution.  Costs them nothing, gains the institution respect and traction on the internet… no downside.Giving up control is the key issue.Engagement happens when:
  • Besides many new forms of museums (interactive like science centres, cause based like Holocaust, collectors’ interest like shoes etc)Topicality is a new form of engagement and has been found to engage a new community- Brooklyn Museum Hip Hop exhibit. This attracted a new audience and much criticism. This is one way museums are trying to engage with a new audience. It does not seem to have translated into new membership however.
  • Making the collection relevant and open to people through asking them to help is a key new condition of benefit (and fear) for museums. Crowd sourcing is a new technique for some museums to attract engagement, and to provide visitors with ways or interaction to have their questions realized. An issue with museums is to provide relevance, and to ask visitors what they know is a way to start.
  • Finding- some museums are opening up – accountable, more like the rest of our lives. creating accessibility and transparency, publishing research and offering a connection to people helps the museum to be approachable. So what? This is to shift the impenetrable fortress into something that is approachable.
  • Museums are trying to build new audiences. Some museums are starting to understand Game theory as a surprising new area of influence for many. McGonigal says: Optimizing brain- satisfying work; experience of being successful; spending time in a community with people you like, part of being something bigger. Engagement. Most successful games networked and collaborative. So what? To allow for the same understanding people have in other areas of their lives.__________________________________________________________
  • The business of the museum: in looking at many org charts – which few museums actually publish- notice that the org structure is fairly traditional, but if there is a shift it can allow for changes.The challenges seen earlier are resident, and the fluidity of the business model can adapt if the will is there. Museums have a good basis in their abilities in research. Shared vision from top down is key.Introducing social media and letting go can expand the influence of the museum, but the doors have to be opened internally and externally.
  • With the adoption of change to the openness of the museum, by adding in some aspects of social media and fluidity of problem solving from within the ranks of the museum, the network- ‘friends’- surround the structure, giving input.This is something to corral but if captured can create engagement that is relevant to the public.
  • In response to economic etc pressure…..As we saw with Brooklyn (Hip Hop) old fashioned model may exist that dictates attendance numbers(and memberships) as the benchmark for funding, but a new model that tracks web visits is important. To then use the linkages indicated through referrers, dwell times and specific pages visited, the museum may be able to create better accessibility in their website, their online collections, and their focus for exhibits and programs.__________________________________
  • Museums have the ability to be agents of change. They have material history and the stories related to that history. Material culture is a reflection of society and its influences, both technologically and culturally. If visitors are able to capture their interests, and link them to their lives and other points of interface, they may be able to use the facts, feelings and epiphanies they reach as motivators in their lives.To connect one place to another, one concept to another, and one person to another through social networks both physical and virtual, the museum becomes more valuable to us as individuals and as a community.Curation will play a key role in enabling this to happen. Curation may shift to the new way we are seeing people curate information, music, books and news articles. Chlnges- maybe engagement slides go into solutions
  • First Globals are exhibiting what Zogby has said- in Occupy. This is a worldwide issue. Museums are worldwide, with networks. Museums have great thinkers, material proof of history. Providing a space- physical or virtual- for conversations couldBenefit those concerned with our future.
  • Another less profound way of looking at the museum and its relevance to its community is to look at the culture of the community.The museum has traditionally presented objects and concepts in a formal way, sometimes with a lite touch, but very ‘heavy’.To provide links to objects that people are interested in in a more familiar manner- the People way- might engage on a less formidable presence.
  • Kids as connectors. Kids connect adults to eachother and experiences.
  • Protean – outreach outposts
  • Meta Connections can be facilitated through mobile. To give people a way to connect their visit to every time they are there, or in another museum, to give them a reference point for their interest and their lives. ‘me to you’, ‘them to us’ and ‘now to then’ through facilitated communication, using mobile or other electronic means a role the museum can aspire to. Recommender systems like Amazon- could guide people in their choices of galleries and locations within the museum- physical or electronic- to find.
  • The title of this MRP was Let me in: transforming engagement at the museum. Used some foresight strategies to review the pressures on museums- forces to deal with.Research dictated some embrace- inconsistent - Looked at how some museums are dealing with this now.Look at the social phenomenon that are dictating change for sustainability, realities and benefits of embracing changes are paramount in museums’ survival and relevance.Opportunities for museums lie in the ability to embrace elements of Web 2.0 Includes more openess, . Let go of authority where it can be let go of.Let the public in to benefit themselves and the museum. Let them make the connections that will create both an attachment and loyalty to the museum, but can also let the museum be agents of change and reflectors tof the reality of our culture.
  • Transcript

    • 1. Presentation of MRPFor Master of Design:Strategic Foresight &InnovationOCAD UniversityToronto, December 2011Beverly Dywan
    • 2. What informed the research: reality check  Museums are facing economic, technological and societal pressures  This may affect their continued existence  Museums are mitigating this through innovative programs and other strategies  Key change: museums are moving into the virtual world with collections online  And letting go of authority is a concernLet Me In:Transforming Engagement at the Museum
    • 3. Methods  Literature review  Media review  Expert interviewsLet Me In:Transforming Engagement at the Museum
    • 4. What is a museum? Benefit to society: • diverse informal education • material culture • social & participatoryLet Me In:Transforming Engagement at the Museum
    • 5. What is a museum? NetworkLet Me In:Transforming Engagement at the Museum
    • 6. Museums are trustworthy “On the Internet, no one knows you’re a dog.”Let Me In:Transforming Engagement at the Museum
    • 7. The museum visit: objectsLet Me In: ObjectsTransforming Engagement at the Museum
    • 8. The museum visit: the tourLet Me In:Transforming Engagement at the Museum
    • 9. The museum visit: the building ROMLet Me In:Transforming Engagement at the Museum
    • 10. The museum visit: objects [prosumers]Let Me In:Transforming Engagement at the Museum
    • 11. The museum visitLet Me In:Transforming Engagement at the Museum
    • 12. The museum visit Building Centre Pompidou, ParisBMW Guggenheim Let Me In: Transforming Engagement at the Museum
    • 13. Why change? : Influencers $Let Me In:Transforming Engagement at the Museum
    • 14. Engagement happens when: Making meaning: Notice the symbolic swirls of paintLet Me In:Transforming Engagement at the Museum
    • 15. Making meaning: context This was Van Gogh’s last painting before he committed suicideLet Me In:Transforming Engagement at the Museum
    • 16. Engagement happens when: humourLet Me In:Transforming Engagement at the Museum
    • 17. Engagement happens when: Engagement from the Commons British Museum site Wikipedia articles about the British MuseumLet Me In:Transforming Engagement at the Museum
    • 18. Engagement happens when: TopicalityLet Me In:Transforming Engagement at the Museum
    • 19. Now happening: Crowd sourcing Case by Case steve.museumLet Me In:Transforming Engagement at the Museum
    • 20. Now happening: WebsitesLet Me In:Transforming Engagement at the Museum
    • 21. Now happening: GamesLet Me In:Transforming Engagement at the Museum
    • 22. Museum business: Current Organizational structureLet Me In:Transforming Engagement at the Museum
    • 23. Museum business: Influenced Organizational structureLet Me In:Transforming Engagement at the Museum
    • 24. Museum business: AnalyticsLet Me In:Transforming Engagement at the Museum
    • 25. Solutions: Meta ConnectionsLet Me In:Transforming Engagement at the Museum
    • 26. Solutions: Occupy conversationsLet Me In:Transforming Engagement at the Museum
    • 27. Solutions: The Cult of the celebrityLet Me In:Transforming Engagement at the Museum
    • 28. Solutions: Kid connectionLet Me In:Transforming Engagement at the Museum
    • 29. Solutions: Get out of townLet Me In:Transforming Engagement at the Museum
    • 30. Solutions: Meta linkingLet Me In:Transforming Engagement at the Museum
    • 31. Presentation of MRP Let me in: For Master of Design: Strategic Foresight & Innovation Transforming OCAD University Toronto, December 2011 Engagement at the Museum Beverly DywanLet Me In:Transforming Engagement at the Museum

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