Managing Change In Museums And Galleries
Managing Change In Museums And Galleries
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2022-02-02
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Routledge Taylor & Francis Group london And Newyork
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ผลงานนี้เผยแพร่ภายใต้ลิขสิทธิ์ของของสถาบันพิพิธภัณฑ์การเรียนรู้แห่งชาติ
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Abstract
Managing Change in Museums and Galleries is the first practical book to provide muidance on how to deal with organisational change in museums, galleries or heritage organisations.
Written by two authors who have direct experience of leading change, running change programmes and advising on change in more than 250 museums and galleries, the book identifies the various problems, issues and challenges that any professional in a museum or heritage organisation is likely to encounter and provides advice on how to deal with them. The book's six parts treat change holistically, and help the reader understand what change entails, prepare for it and lead it, ensure that everyone in the museum is involved, understand what can go wrong and evaluate and learn from it. Each chapter is devoted to a specific challenge that is often encountered during change and is extensively cross-referenced to other relevant chapters. Including a list of helpful resources and suggestions of useful publications for further reading, this book is a unique guide to change in museums.
Table of contents
Introduction
PART 1 What is change? 5
1 What are you changing? 7
2 Change takes time 11
3 The problem of short-termism 14
4 Small changes add up 16
5 Change is everyone's job 18
PART 2 Preparing for change 23
6 Are you ready for change? 25
7 What is your stimulus for change? 27
8 Balancing conflicting priorities 29
9 Why modelling change can help 35
10 Finding common purpose: A shared understanding of change 39
11 Be open to challenge and new ideas 41
12 Explore and test - the value of pilot projects 43
13 Expect chaos 45
PART 3 Leading change 49
14 What makes a good change leader? 51
15 Governance and change 54
16 Funding and resourcing change 59
17 Staying relevant 63
18 Revisiting the mission 65
19 Values, behaviours and cultural change 67
20 Building trust 70
21 How to sustain change 72
22 Change of director during change process 77
23 Distributed leadership and sharing decision-making 81
24 Involving stakeholders in the change process 84
25 Community partnerships and change 84
26 Cuts and downsizing 90
27 Commercialisation and change 92
28 Embracing risk 95
29 Don't be afraid to report problems or 'failure' 98
PART 4 The role of staff and volunteers in change 101
30 Fear of change 103
31 Countering resistance to change 106
32 Supporting staff and volunteers during change 110
33 Staff/volunteer development and change 117
34 Champions of change 119
35 Keeping up morale during change 122
36 Silo-working 124
37 Overcoming project mentality 124
38 Restructuring, redundancies and staff changes 126
39 Communicating change, internally and externally 129
40 Internal networks and collaboration 132
41 The importance of conviviality 135
42 Acknowledging emotions 137
PART 5 Why change fails 141
43 Misunderstanding of change 143
44 Change is imposed 145
45 Resistance to change 147
46 Avoiding uncomfortable issues 149
47 Other priorities 151
48 Museum processes as a barrier to change 155
PART 6 Evaluating and learning from change 159
49 Tracking your change journey 161
50 The benefits of qualitative evaluation of change 168
51 Reflective practice 174
52 External voice and critical friends 177
53 Learning from peers 182
54 Learning from other sectors 187
55 Fixing the lessons of change in organisational memory 191
56 Sharing the learning 196
Appendix A: Resources to help you 203
Appendix B: Useful publications 205
Index 207