Uploaded on

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.

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.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
1,973
On Slideshare
0
From Embeds
0
Number of Embeds
7

Actions

Shares
Downloads
53
Comments
1
Likes
6

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

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