Opening Museums

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This down to earth slide show is offered to boards of directors and staff who are undergoing massive museum change either through construction or institutional redirection.

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Opening Museums

  1. 1. CHANGING THE MUSEUM AND SURVIVING IT ADVICE TO DIRECTOR’S BOARD AND STAFF ELAINE HEUMANN GURIAN
  2. 2. INTRODUCTION <ul><li>This was written to help boards of directors and staff who are in the midst of museum construction and other fundamental changes understand, prepare and survive such changes. </li></ul><ul><li>Institutional Trauma; the Effect of Major Change on Museum Staff , Editor, American Association of Museums, Washington DC, 1995. </li></ul>ELAINE HEUMANN GURIAN
  3. 3. HAVE A MISSION & VALUES <ul><li>KEEP IT SHORT AND FOCUSED </li></ul><ul><li>MAKE SURE ALL CAN RECITE IT </li></ul><ul><li>MAKE SURE ALL KNOW IT APPLIES THE EACH OF THEM. THERE IS NO PICKING AN CHOOSING. </li></ul>ELAINE HEUMANN GURIAN
  4. 4. KEEP TRACK OF TIME <ul><li>PROJECT MANAGE EVERYTHING </li></ul><ul><li>HOLD PEOPLE ACCOUNTABLE FOR DEADLINES </li></ul><ul><li>CREATE SYSTEM FOR QUICK READJUSTMENT </li></ul><ul><li>CREATE AND EMPOWER DAY ONE TEAM </li></ul>ELAINE HEUMANN GURIAN
  5. 5. KEEP TRACK OF MONEY <ul><li>TRAIN EVERYONE TO CONTROL MONEY. </li></ul><ul><li>GIVE AS MANY STAFF AS POSSIBLE THEIR OWN MONEY TO CONTROL. </li></ul><ul><li>HOLD A CONTINGENCY BUDGET THAT ONLY THE MOST SENIOR STAFF CONTROL AND THEN AT MOST 2-3 PEOPLE. </li></ul><ul><li>CREATE SYSTEMS THAT REPORT ON BUDGET ON VERY SHORT TIMEFRAMES. </li></ul><ul><li>CUT PROJECTS TO FIT BUDGETS ALL THE TIME. </li></ul>ELAINE HEUMANN GURIAN
  6. 6. DONE IS GOOD <ul><li>DO NOT RELITIGATE ANYTHING. </li></ul><ul><li>FIX IT LATER </li></ul><ul><li>DO EVERYTHING YOU CAN THINK OF – IN AND OUT OF SEQUENCE </li></ul><ul><li>RECUT LARGE PROJECTS SO THAT THEY CAN GO FORWARD UNEVENLY </li></ul>ELAINE HEUMANN GURIAN
  7. 7. HAVE FUN, BE GOOFY <ul><li>UNEXPECTED HUMOR AND GOOFINESS IS MORE IMPORTANT THAN YOU THINK. </li></ul><ul><li>THIS IS ONLY A MUSEUM DONE BY HUMANS. WE ALL TAKE OURSELVES AND OUR RESPONSIBILITIES TOO SERIOUSLY. </li></ul>ELAINE HEUMANN GURIAN
  8. 8. TELL EVERYONE EVERYTHING <ul><li>GOOD AND BAD NEWS </li></ul><ul><li>HOLD REGULAR STAFF MEETINGS SHORT AND PUNCHY </li></ul><ul><li>MAKE THE UNDERGROUND THE ABOVE GROUND. </li></ul>ELAINE HEUMANN GURIAN
  9. 9. STOP DOING STUFF <ul><li>CUT, CUT, CUT. </li></ul><ul><li>WHAT IS NOT THERE – IS NOT THERE. </li></ul><ul><li>EVERYTHING TAKES LONGER THAN YOU THINK. </li></ul><ul><li>THINK CRITICAL MASS, NOT EVERYTHING. </li></ul>ELAINE HEUMANN GURIAN
  10. 10. EMPOWER STAFF <ul><li>LET STAFF MAKE DECISIONS WITHIN THE FRAMEWORK OF THE MISSION. </li></ul><ul><li>HAVE MEASUREABLE GOALS AND OUTCOMES FOR EVERYONE AND THEN STAND OUT OF THE WAY. </li></ul>ELAINE HEUMANN GURIAN
  11. 11. TRAIN SUPERVISORS <ul><li>NOT TO BE CONTROL FREAKS </li></ul><ul><li>NOT TO PLACE BLAME BUT TO SOLVE PROBLEMS </li></ul><ul><li>NOT TO PLAY FAVORITES </li></ul><ul><li>TO EXPECT EXCELLENT WORK </li></ul><ul><li>TO HAVE HIGH STANDARDS </li></ul><ul><li>TO REVIEW THE WORK OF THE NOVICE </li></ul><ul><li>TO TRAIN CAREFULLY </li></ul>ELAINE HEUMANN GURIAN
  12. 12. THE WAR ROOM & DAY ONE TEAM <ul><li>MEET AT A STANDARD UNCHANGABLE TIME. IN THE END, EVERY DAY FOR AN HOUR OR LESS. </li></ul><ul><li>FIND ALL PROBLEMS. </li></ul><ul><li>DISCUSS NOTHING BUT SET UP SOLUTION FINDERS. </li></ul><ul><li>REPORT BACK. </li></ul><ul><li>HAVE TEAM RUN BY AN ACKNOWLEDGED UNBIASED LEADER </li></ul><ul><li>HAVE ALL STAKEHOLDERS IN THE ROOM – NO SUBSTITUTES </li></ul>ELAINE HEUMANN GURIAN
  13. 13. BE KIND <ul><li>MONITOR THE WAY WE TALK TO EACH OTHER. </li></ul><ul><li>EDIT E-MAIL TO BE KINDER </li></ul><ul><li>LIMIT CC:S. </li></ul><ul><li>DON’T ALLOW A CLIMATE OF BLAME TO DEVELOP. </li></ul><ul><li>PRAISE, RESPECT, ADMIRE, REWARD. IT CANNOT BE SAID ENOUGH! </li></ul>ELAINE HEUMANN GURIAN
  14. 14. KEEP A LIFE <ul><li>INSIST ON VACATIONS AND TIME OFF. </li></ul><ul><li>REWARD WITH TIME OFF. </li></ul><ul><li>HAVE FAMILY PARTIES. </li></ul><ul><li>GIVE PEOPLE TIME TO DO THE LAUNDRY. </li></ul>ELAINE HEUMANN GURIAN
  15. 15. REWARD EVERYTHING <ul><li>HAVE AVENUES FOR RECOGNITION. </li></ul><ul><li>RECOGNIZE COMPLETION DATES OF EVERYTHING </li></ul><ul><li>HAVE FAMILY AND PROFESSIONAL OPENINGS </li></ul><ul><li>DO NOT REWARD ONLY THE FUNDERS. </li></ul><ul><li>REWARD CONTINOUSLY AND BY EVERYONE. </li></ul>ELAINE HEUMANN GURIAN
  16. 16. THE OPENING IS THE BEGINNING <ul><li>FOR THE FIRST 6-18 MONTHS: </li></ul><ul><ul><li>FIX EVERYTHING </li></ul></ul><ul><ul><li>DO AS LITTLE NEW AS POSSIBLE </li></ul></ul><ul><ul><li>EMPOWER CHANGE ON A DAILY BASIS </li></ul></ul><ul><ul><li>CREATE SYSTEMS THAT ALLOW FOR CHANGE </li></ul></ul><ul><ul><li>CONCENTRATE ON CUSTOMER SERVICE </li></ul></ul>ELAINE HEUMANN GURIAN
  17. 17. LISTEN TO GRUMBLING <ul><li>NO MATTER HOW ANNOYING THE GRUMBLERS ARE PROBABLY RIGHT. </li></ul><ul><li>HAVE INFORMATION CANDID IF SOMETHING CANNOT BE FIXED AND SAY SO. </li></ul><ul><li>TAKE THE INTERNAL CLIMATE SERIOUSLY. </li></ul>ELAINE HEUMANN GURIAN
  18. 18. THE DIRECTOR IS A PERSON <ul><li>WHILE WE ALL KNOW WHO TO BLAME, THAT PERSON IS: </li></ul><ul><ul><li>A PERSON </li></ul></ul><ul><ul><li>LONELY </li></ul></ul><ul><ul><li>WORRIED </li></ul></ul><ul><ul><li>AND NEEDS YOUR COMPASSION IF NOT YOUR SUPPORT. </li></ul></ul>ELAINE HEUMANN GURIAN

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