The document discusses challenges in managing community relationships and participation for projects at the Minnesota History Center, including balancing authenticity with participation, finding the right community members, and marketing programs while building audiences in advance. It addresses tensions between large crowds and historical programming, and notes the labor intensive nature of relinquishing control to community involvement.

1. difficulty managing the relationships with
what’s going to happen at MS what does success
partners in different ports-power,
while the Morgan is gone? look like?
ownership, control, time
helping people in a how do we help people
contemporary context “see” care about this? balancing community participation
in the eyes of the 1840s-50s with goal of authenticity/quality
what impact will it have helping people understand
how do we go about finding
on MS going forward on this is part of a bigger story
the right community
the ground here? members to get involved as
seeing staff as part of the pre- and post- participants?
community for this project experiences
community involvement
political correctness, how will we market in legs and ports
interpreting the these programs?
killing machine
can we build audiences
how do we balance the story
before we show up?
of the Morgan with the other
things we do here at MS?
Green = addressed
delivering programs to manage tensions between Purple = addressed somewhat
Blue = not addressed
enormous crowds the program and the ship
amount of community involvement

2. four models for
community
participation

3. hosted

4. a tale of two processes

11. Minnesota History Center

13. The work is labor intensive.
The work requires flexibility.
We willingly relinquish control.