Category Archives: Corcoran School of the Arts and Design

From Sites to Stories: Using ESRI StoryMaps to Interpret Women’s History in Washington, DC

A Professional Product, Not a Classroom Exercise

The assignment was framed as a hypothetical consulting project for the White House Historical Association. Students were told: “The StoryMap should connect 5–6 historic sites through a coherent theme, tailored to a specific audience. It should demonstrate professional standards in historical research, interpretive writing, and digital design.”

From the beginning, the emphasis was not on technology, but on interpretation. Each student had to demonstrate the integration of three core elements: audience, content, and design.

Continue reading →

How Emerging Museum Professionals View Community Engagement in Museums

Leave a reply

*Learning about the vision and resources of the GW Museum.*

End-of-semester reflections often confirm what instructors suspect but rarely see so clearly. Read together, the reflections from my course CMST 6703: Museums and Community Engagement at George Washington University offer a useful window into how emerging museum professionals are learning to connect the theory of community engagement with its day-to-day practice. For museum leaders and practitioners, the themes echo many of the field’s ongoing debates about values, capacity, and impact.

One of the strongest patterns was a shift in how students understand community engagement. Early in the semester, many approached engagement as something measurable through attendance, participation counts, or one-off programs. By the end, their reflections show a more nuanced understanding: engagement as a relational practice grounded in mission, trust, reciprocity, and long-term stewardship. This mirrors core engagement theory, which emphasizes relationships over transactions and positions engagement as an ongoing organizational practice rather than a discrete activity.

Students also demonstrated increasing comfort applying theoretical frameworks to real institutional contexts. They reflected on analyzing museums through mission, governance, resources, and capacity—recognizing that engagement strategies cannot be separated from how an organization actually functions. The shared GW Museum case study, while initially frustrating, became a practical laboratory for testing theory against reality. Students noted that working within a single, constrained case forced them to confront tradeoffs, power dynamics, and feasibility—key elements often glossed over in more idealized engagement models.

Continue reading →

What Emerging Museum Managers Are Learning—and Why It Matters to the Field

*Discussing current management issues in museums.*

Graduate students recently finishing an introductory course in museum management with me at George Washington University offered useful insights to the field. Their end-of-semester reflections reveal where emerging professionals are gaining traction, where they’re still uncertain, and what this means for museums and nonprofits navigating an increasingly complex landscape.

What’s clicking

A clear shift is underway in how new professionals understand museums. Rather than seeing them as a set of departments or activities, students are beginning to read museums as systems: mission, governance, finances, staffing, and programs working together—or, sometimes, at cross-purposes. Core documents like budgets, Form 990s, strategic plans, and bylaws are no longer viewed as bureaucratic paperwork, but as evidence of priorities, capacity, and risk.

Equally important, many students are learning that management is less about finding the “right” answer and more about making defensible decisions with imperfect information. That realization—often uncomfortable—is a sign of professional formation. They are also becoming more fluent in professional communication: writing memos for decision-makers, structuring findings, and using standards as tools rather than checklists.

Where the strain shows

The productive strain is familiar to anyone who has worked in museums. Students struggled most when ideals collided with constraints—especially around finances, staffing, and governance. They felt the tension between mission-driven aspirations and organizational realities. That’s not a weakness; it’s the work.

Continue reading →

New Vision, Old Masterpieces: Transformation Ahead at the National Gallery of Art

The National Gallery of Art in Washington, DC has quietly launched an ambitious reimagining of its original West Building, a structure completed in the early 1940s and long known for its grand architecture and displays of masterpieces. For generations, galleries have been organized by geography and time period, with paintings neatly arranged on walls in a format familiar—and comforting—to many visitors. But as expectations change and audiences diversify, the NGA is reconsidering what a national art museum can and should be in the 21st century.

Project Goals: From Comfort to Connection

The West Building Reimagining Project is driven by a compelling vision: to make visible the profound links between art and our shared humanity. The project seeks to move beyond static displays and conventional categorizations to create exhibitions that are more resonant, inviting, and engaging—especially for multi-generational families and first-time visitors. The team aims to evoke a broader range of responses, from curiosity to awe, while incorporating a wider variety of objects and histories than traditionally seen in the West Building.

Listening, Learning, and Prototyping

The project began in earnest in 2023 with a series of listening sessions involving both staff and visitors. One key insight quickly emerged: diversity—of objects, perspectives, and people—matters. Since then, the Gallery has taken a human-centered design approach, engaging more than 100 participants across departments and partnering with faculty from the Corcoran School of Art at George Washington University (including me!).

Subcommittees were formed in 2024 to tackle specific challenges, and in 2025 the focus has shifted to testing experimental display strategies. These prototypes will be refined throughout the year, with recommendations to the NGA’s president and CEO slated for 2026. The process is intentionally iterative, emphasizing learning and responsiveness over rigid outcomes.