Managing Organizational Change
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Slides from session at MCN.edu conference, November 2017. Session description: Change is hard, and change is also inevitable. Whether it’s a big structural reorganization, the arrival of new leadership with a very different vision or a staff downsizing, most of us who work in cultural institutions will face significant change at some point in our careers. The reasoning may be financial, it may be an attempt to create efficiencies and break down silos, it may be an attempt to better integrate technology into the organization, or all of the above. In addition, the process - even when the motivation is to be helpful - can create new challenges and problems: integrating one area at the expense of isolating another, losing talented people, missing the mark on “technology improvements”, a lack of understanding at the top about what’s needed, and - most of all - creating a level of confusion and anxiety among staff. It’s often difficult for staff feel to like they are a part of the solution and not to feel threatened or disrespected, especially if communication and transparency from the top is lacking. So how do we as museum technologists help manage this change in a positive way? This session will include panelists at various levels in their organizations who have been through an institutional change or two, or are currently going through one. They will share their stories from the trenches and ask bold and honest questions, sharing strategies, methods, and ideas for all of us to embrace as we face change. With: Douglas Hegley @dhegley Jesse Heinzen @jaheinzen Nik Honeysett @nhoneysett Jennifer Schmitt @bantryhill William Weinstein @wweinstein
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Managing Organizational Change
- 1. Managing (or Surviving) Organizational Change DOUGLAS HEGLEY, JESSE HEINZEN, NIK HONEYSETT, JENNIFER SCHMITT, WILLIAM WEINSTEIN November 9, 2017
- 2. Change MCN 201702 If you haven't been part of a structural reorganization, gone through a major downsizing, been challenged with new leadership, or experienced an inexplicable change in your reporting structure, you're lucky. Your luck will likely run out soon
- 3. Introductions Diana Walker, Court Jester (Queen Elizabeth II and Ronald Reagan, San Francisco), gift of the artist, Minneapolis Institute of Art, 84.99
- 4. MCN 201704 Hilltop Lair “somewhere in LA” The Administrator
- 5. MCN 201705
- 6. MCN 201706 I’ve been on both sides of the fence of organisational change
- 7. Douglas Hegley, Chief Digital Officer, Minneapolis Institute of Art @dhegley 6+ years, 20+ years in museums, 27 years in nonprofits Digital Transformation So you agree? Of course! Museums don’t need to worry about this silly computer stuff. It’s just a fad among the young folks. A museum executive office, circa 1996 Image source: http://bensimonton.com/wp-content/uploads/2017/04/doctor-elephant.jpg
- 8. Agent of change – SECRET AGENT OF CHANGE!
- 9. More like this ...
- 10. Douglas: Themes MCN 2017010 ● People, People, People ● Change isn’t hard, but preparation is ● Helplessness vs. Agency ● Resiliency: Bound and Rebound Boundin’ Pixar Image source: https://i.ytimg.com/vi/KOLG-BAvjz0/hqdefault.jpg The Great American Jack-a-lope says, “... You still got a body, good legs and fine feet, Get your head in the right place and hey, you’re complete!”
- 11. 011 Jesse Heinzen Multimedia Director 17+ years and 5 positions at MNHS
- 12. MCN 2017012 CONSULTANT Organizational Design CONSULTANT CONSULTANTInformation Technology Digital Marketing
- 13. MCN 2017013 500 Hats of Bartholomew Cubbins, Dr. Seuss (Theodore Geisel), 1938. Visitor Services Staff (2007) Visitor Services Manager Corporate Art Loan Program Assistant Curatorial Assistant Head of IT Head of IT & Digital Engagement Head of Marketing, Communications, & Digital Strategy (2017) Website Contractor Jennifer Schmitt deCordova Sculpture Park & Museum
- 14. 14 500 Hats of Bartholomew Cubbins, Dr. Seuss (Theodore Geisel), 1938. 7 Supervisors 5 Departments 3 Executive Directors 2 Interim Directors 2 Chief Curators 5 Board Chairs 2 Strategic Plans 1 Master Landscape Plan
- 15. 15 “You are stronger than you believe. You have greater powers than you know.” -Antiope
- 16. MCN 2017 Bill Weinstein John H. McFadden and Lisa D. Kabnick Director of Information and Interpretive Technologies. Philadelphia Museum of Art 016 PMA 20+ years, 34 years in museums, 30th MCN conference
- 17. MCN 2017017
- 18. MCN 2017018
- 19. Major Structural Reorganization A sense of pending chaos MCN 2017019
- 20. MCN 2017020 Why? Ambition / Demand Resource ● Break Down Silos ● Improve Communication ● Increase Efficiency ● Clarify Staff Roles ● Improve Prioritization & Decision Making ● Bolster Infrastructure
- 21. MCN 2017021 Collections & Library Heritage Preservation Membership & Development Guest Experience & Education Earned Income & Guest Services Admin & Support Services Native American Initiatives Inclusion & Community Engagement Organizational Design - 2016 Institutional Policy ● 3 new Executive positions ● Eliminated 5 Directors and created 6 new ● Went from Senior Leadership Team of 20 to Executive Leadership Team of 9
- 22. MCN 2017022 Collections & Library Heritage Preservation Membership & Development Guest Experience & Education Earned Income & Guest Services Admin & Support Services Native American Initiatives Inclusion & Community Engagement Multimedia Digital Learning Web Tech Services (IT) Digital Collection Services Organizational Design - 2016 Institutional Policy CRM ● 3 new Executive positions ● Eliminated 5 Directors and created 6 new ● Went from Senior Leadership Team of 20 to Executive Leadership Team of 9 ● Largely did not change tech areas
- 23. MCN 2017023 Collections & Library Heritage Preservation Membership & Development Guest Experience & Education Earned Income & Guest Services Admin & Support Services Native American Initiatives Inclusion & Community Engagement Multimedia Business Intelligence Web Tech Services (IT) Digital Collection Services IT Assessment - 2017 Institutional Policy ● Consolidate tech groups ● Create CIO position at executive level ● Increase security ● Standardization and prioritization ● Increased investment and resources (not) Now Also CIO! Media and Technology
- 24. MCN 2017024 Collections & Library Heritage Preservation Membership & Development Guest Experience & Education Earned Income & Guest Services Admin & Support Services Native American Initiatives Inclusion & Community Engagement Multimedia Business Intelligence Web Tech Services (IT) Digital Collection Services Digital Marketing - 2017 Institutional Policy ● Transition marketing from largely print- based strategy to digital ● Refine roles and relationships with M&T Media and Technology Marketing Now Also CIO!
- 26. New Leadership with a Different Vision “When the winds of change blow hard enough, the most trivial of things can turn into deadly projectiles” - Sir Harold Macmillan MCN 2017026
- 27. 27 Vision: shared Process: relatively transparent Vision: top-down Process: opaque, mysterious No real plan, no resources Tactical plan, resources assigned Frustration Blaming Sustainable change Success No change Lethargy Lacking purpose
- 28. A Lack of Transparency Dealing with the uncertainty of a top-down restructuring MCN 2017028
- 29. Placeholder slide MCN 2017029 text A lack of transparency results in distrust and a deep sense of insecurity - Dalai Lama Image source: https://pageone.ng/wp-content/uploads/2017/02/opaque-1000x500.jpg
- 30. Downsizing aka “rightsizing” or “rebalancing” or “rationalizing” or “adjusting” MCN 2017030
- 31. 31 Image source: http://ihaveapc.com/wp-content/uploads//2012/05/dilbert-salesman-i13.jpg Why? ● Reduce expense ● Restructure ● Find efficiencies But … ● Stress ● Hit to staff morale ● Loss of institutional knowledge ● Hit to reputation ● Negative impact on community Consider ● Ethical, fair, just? ● Strategic, or just slashing costs? ● Transparency and advance warning? ● Support?
- 32. Cluelessness The motivation to change is intended to be helpful, but ... MCN 2017032
- 33. Does it ever feel a little like this? MCN 2017033 Image source: https://pbs.twimg.com/media/B8NB60QIQAAJgBD.jpg
- 34. When the staff has been left out That helpless feeling, on the outside looking in MCN 2017034
- 35. Placeholder slide MCN 2017035 text Image Source: https://sciencecouncil.org/web/wp-content/uploads/2016/03/Boardroom-meeting-female-lead.jpg
- 36. Thank you MCN 2017036 Douglas Hegley @dhegley Jesse Heinzen @jaheinzen Nik Honeysett @nhoneysett Jennifer Schmitt @bantryhill William Weinstein @wweinstein