Category Archives: Engagement

Rethinking Board Governance in a Post-COVID World

At the recent Mid-Atlantic Association of Museums (MAAM) conference in Pittsburgh, I attended “Headwinds and Tailwinds: A Panel Discussion about the Financial and Operational Impacts on the Museum and Arts Management Field.” One of the panelists, Hayley Haldeman of the Pittsburgh Cultural Trust, offered particularly insightful observations about board governance in the post-COVID landscape. Her comments confirmed what many of us have observed firsthand—museum boards are facing more challenges and opportunities than ever before.

A Changing Landscape—But Familiar Structures

Despite the upheavals of recent years, Haldeman noted that few organizations have made major changes to their board structures. Most boards remain large, and many governance documents have yet to be updated. The notable exception has been a growing emphasis on board diversity—though progress toward real inclusion varies widely.

At the same time, museums are experiencing significant leadership transitions. Many long-serving executive directors have retired, while others are navigating the aftermath of the “Great Resignation,” which has affected both staff and board leadership. These changes can be destabilizing, but they also open the door for renewal.

New Pressures on Museums and Nonprofit Organizations

Board service today comes with new (and sometimes unexpected) responsibilities. Museums and other nonprofit organizations are grappling with a range of threats, both real and perceived:

  • Drops in individual giving and shifts in foundation priorities
  • Greater community expectations for accountability and transparency
  • Political and legal questions (e.g., DEAI initiatives, exhibition content)
  • Cybersecurity and AI-related risks

Meanwhile, board members are harder to recruit and retain. COVID-19 reshaped personal and professional priorities, making time an even scarcer resource. For organizations, that means it’s harder than ever to fill board seats, onboard new members, and keep them engaged—especially when board work happens virtually.

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Eight Ways to Engage Visitors at Museums and Historic Sites

Move beyond what we tell visitors to what they actually do—and discover how eight types of experiences can deepen learning and meaning.

When we think about interpretation in museums and historic sites, we often focus on what we want to say—the stories, facts, and insights that bring history to life. But what if we focused instead on what visitors do?

That simple shift—from content to experience—changes how we design tours, exhibitions, and programs. It encourages us to move beyond “telling” and toward engaging, offering visitors a range of ways to learn, reflect, and connect.

Recently, I’ve been revisiting an idea from educational research called the Eight Learning Events Model, developed at the University of Liège in Belgium. It identifies eight ways people learn: receiving, imitating, practicing, experimenting, exploring, creating, debating, and reflecting. Although the language in their articles is academic (and a bit European in tone), the concept translates beautifully into the world of museums. With a little adaptation, I’ve reimagined these eight learning events as the “Eight Ways to Engage Visitors.”

A Spectrum of Engagement

At one end of the spectrum, visitors receive information. They listen, read, or watch as museums provide structure and context—through a guided tour, an introductory panel, or a short video.

The next few experiences—observing, practicing, and experimenting—invite more active participation. Visitors watch a demonstration, try out a skill, or test how something works. These steps increase a visitor’s sense of agency. The museum moves from telling to showing to inviting.

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Navigating Community Engagement in Museums in a Charged Political Climate

I attended a timely and thought-provoking session at this year’s AASLH Annual Meeting called Bridging Divides: Navigating Challenging Histories Through Community Engagement on September 13. It gathered five panelists—Angela O’Neal, Columbus Metropolitan Library, Columbus, OH; Rebecca Asmo, Ohio Humanities, Columbus, OH; Jason Crabill, Decorative Arts Center of Ohio, Lancaster, OH; Kaitlyn Donaldson, Lorain Historical Society, Lorain, OH; Doreen Uhas-Sauer, Rickenbacker Woods Foundation, Columbus, OH—who shared practical advice for how museums and historic sites can continue doing meaningful work in an era of heightened scrutiny, political pressure, and declining trust. I want to share my notes here, not as a verbatim report, but as highlights of ideas that struck me as especially useful for our field.

Protecting Institutions While Advancing Mission

The panel emphasized that today’s environment did not emerge overnight, so institutions can look to history and the humanities for guidance. Two watchwords were don’t obey in advance and don’t over-comply. When regulations restrict action—such as a requirement to remove feminine hygiene products from restrooms—organizations can comply while still serving their audiences by relocating them to staffed areas. Institutions should avoid inviting unnecessary trouble, ensuring content is evidence-based, factual, and defensible. Even the naming of grants matters: choose descriptive, straightforward titles rather than attention-grabbing language that might provoke critics.

Building Credibility Through Storytelling and Relationships

Telling concrete, factual stories is essential. Because American history is often taught as headlines rather than complex narratives, museums must provide depth while remaining accessible. Community review of working drafts helps ensure relevance and reduces backlash. Listening for common ground creates ownership and fosters support. In some cases, reframing exhibits as art rather than history opens doors to difficult conversations. Festivals, events, and everyday relationship-building are as important as the exhibits themselves.

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Job Fairs: A New Public Program for Museums?

This fall, the Museum Studies Program at George Washington University is joining forces again with the History and Art History Departments to offer a Museums+ Internship Fair. Now in its second year, the fair connects undergraduate and graduate students with a wide range of museum and history internship opportunities in the DC area. For a couple of hours on a Friday afternoon, students will gather in the atrium of the Corcoran School of the Arts and Design to meet representatives from dozens of institutions—including the National Gallery of Art, Hillwood Estate, the National Museum of Women in the Arts, Supreme Court of the United States, White House Historical Association, and many more. The goal is simple: to help students discover just how much they can do with their degrees and to broaden their horizons by meeting professionals working across the museum and history fields.

As we’ve been preparing for the fair, I began to wonder—what if museums and historic sites flipped the concept and hosted a similar program for their own communities? Instead of being a service for students alone, imagine it as a public program, designed to connect local residents, businesses, and organizations with the museum itself.

Benefits to the Community

For many people working in business, technology, or traditional jobs, the idea of contributing their skills to a nonprofit or museum has never crossed their minds. They may not recognize that their expertise—whether in marketing, finance, customer service, or carpentry—has enormous value to cultural organizations. By connecting residents with organizations and ideas outside their usual circles, museums can help expand horizons and build confidence.

Benefits for the Museum

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Reimagining Historic House Museums: Two Workshops Coming Up!

House museums across the country are confronting difficult questions about relevance, sustainability, and meaning in the 21st century. What worked twenty years ago—traditional tours, decorative arts displays, and carefully preserved interiors—often isn’t enough today to engage visitors or generate financial stability. Communities are changing, audiences have new expectations, and historic sites are under increasing pressure to demonstrate their value.

That’s why Ken Turino (formerly at Historic New England) and I developed Reimagining the Historic House Museum, an intensive one-day workshop that helps professionals and volunteers tackle these challenges head-on. Over the past decade, we’ve led this program at sites across the United States, working with hundreds of staff, board members, and volunteers to think creatively about interpretation, audience engagement, and business models. Each workshop is highly interactive, blending case studies, small-group activities, and practical exercises. Participants leave not only with new ideas, but with concrete tools to implement change at their own sites.

This fall and next spring, we’ll be offering two opportunities to join us in person:

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What Happens When a Museum Asks Questions Instead of Giving Answers?

Köln City Museum

In March 2024, the Cologne City Museum (Kölnisches Stadt Museum) in Germany reopened in an unexpected setting: a former luxury department store in the heart of the city’s shopping district. The museum has been around since 1888, but a 2017 water leak forced it out of its former location. Its latest incarnation takes a bold new approach to presenting the city’s history, promoting itself with “Cologne: A New Narrative.”

Rather than organizing its permanent exhibition chronologically or thematically, the museum focuses on emotions using eight big questions to explore both the past and present of Cologne for residents and tourists. Throughout they incorporated responses and personal objects from their “Cologne Experts,” fifteen diverse residents who represented different perspectives.

From the moment you enter, the museum signals something different. The large black-and-white lobby features a central stairway leading both a half-story up and a half-story down, offering a tantalizing glimpse of what’s to come. The introductory label in the lobby reads:

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Designing for Impact: Why Reflection Should Be at the Heart of Your Museum Experience

In today’s fast-moving, attention-fragmented world, museums are under pressure to do more than just deliver content–they need to make it stick. Whether it’s an online program, a guided tour, or an immersive performance, professionals are increasingly asking: How do we create experiences that matter? Three recent studies point to a clear answer: if you want to deepen impact, design for reflection.

Reflection Creates Meaningful Museum Visits

A recent study by Pieter de Rooij and colleagues at the Dutch Open Air Museum in Arnhem investigated what factors contribute to a memorable, meaningful, or transformative museum experience. Using surveys from over 500 visitors, they found that reflection was the strongest predictor of all three outcomes, while sociability and joy had a smaller yet significant effect. Visitors who were prompted to think about new ideas or connect the experience to their own lives were significantly more likely to report lasting impact.

Interestingly, traditional design features—such as beautiful displays, freedom to roam, or relaxing environments—were not strong predictors of impact. While those elements may support comfort and enjoyment, they don’t on their own foster deeper engagement.

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Bridging the Gap: Tackling Visitor Awareness & Digital Programming

Ask any museum professional about barriers to participation, and you’re likely to hear about time, cost, or location. But two recent studies suggest the real obstacles may be more subtle—and more solvable. Whether your museum operates online, outdoors, or in a traditional building, one persistent challenge remains: many potential visitors don’t know what you offer or don’t believe it’s for them.

Non-Visitors Aren’t Uninterested—They’re Unaware or Uncertain

Wilcox et al. studied visitation patterns at two urban National Park Service sites in Washington, DC: Rock Creek Park and the C&O Canal. They surveyed both visitors and non-visitors during the pandemic and found that the most common constraint for non-visitors wasn’t disinterest—it was lack of awareness. Many simply didn’t know what the parks offered, where they were located, or whether they were open to the public.

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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.

A Workshop on the Social Role of Art

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