This afternoon Ken Turino and I will share the common factors that create a sustainable path forward for our country’s historic places. We’ll be drawing from the dozens of innovative sites described in our newly-published anthology, Reimagining Historic House Museums: New Approaches and Proven Solutions. Topics will include assessing whether an organization’s purpose is meaningful to the public, challenging institutions to think holistically, and ensuring that leadership supports risk and experimentation. We’ll be joined in conversation by Kathy Dwyer Southern, Immediate Past Co-Chair of the International Council of Museums United States. If you’re in the area, we welcome you to join us at 5:30 pm at the George Washington University Museum, 701 21st Street NW (at G Street) in Washington, DC. Several of the contributors to the book will be attending and I suspect we’ll have a rousing discussion over drinks at the nearby Tonic.
Ken and I continue to offer our one-day workshop on reimagining historic house museums around the country through the American Association for State and Local History and we’ve now added this shorter “Observations from the Field” presentation to highlight the big ideas from the book. We first presented it with Lisa Ackerman, Interim CEO of the World Monuments Fund, in New York City in October at the request of the Historic House Trust (video below). It was so well received that we’re bringing it to DC today and to Los Angeles in March (as part of the California Association of Museums meeting). We’ve also presented portions of this talk for the National Society of The Colonial Dames in America and Historic New England. If the workshop or presentation could benefit your organization, contact Ken or me for more details (we can only accommodate a couple of these each year, so we may have to plan far ahead).
I recently visited the National September 11 Memorial and Museum in New York City and although I didn’t know anyone who died that day, I was incredibly moved by the experience, even feeling uncomfortable taking photos. But I did because I’m always trying to understand how to interpret various events and topics, especially those that are difficult or sensitive.
I was also surprised that there was a need to explain to visitors how to behave at the memorial, the huge open fountains that mark the location of the Twin Towers and record the names of those who were murdered. Some explain what you can do, others what you shouldn’t, and some explain what’s happening. These might inspire you to think about language that might be appropriate around memorials and historic sites in your community.
In the last decade, Americans for the Arts has become a national powerhouse for the value of the arts through their research, advocacy, and programs. Take a look at just a few of the tools and resources they offer (but beware of rabbit holes!):
Arts + Social Impact Explorer (quick summaries on the impact of the arts on dozens of topics such as education, social justice, tourism, and culture and heritage; these straight-forward explanations of the value of arts can be re-used in your presentations or newsletters).
Americans for the Arts provides a possible model for the history field to help us better explain our value to society. You can find similar resources in part at History Relevance, American Association for State and Local History, American Alliance of Museums, National Trust for Historic Preservation, Institute of Museum and Library Services, and other organizations, but there’s no comparable single source like Americans for the Arts. I suspect this will improve as the history field recognizes the need to go beyond the usual “those who do not learn history are doomed to repeat it” and towards a fuller explanation for the value of history (see AASLH’s Framing History project). But don’t wait for others—make it happen in your organization. A house museum or a historical society can research, summarize, and prepare information for their board, staff, and members to make the case for the value of their mission and the history of their community (unless you believe your organization is just a social club and history is a personal hobby). Once developed, it can be reused and easily adjusted in the years that follow. Here are some examples of possibilities taken from the History Relevance Toolkit:
In their year-end fundraising letter, the Tennessee Historical Society emphasized the role of history in providing a “sense of place that builds community” and helps us to “understand the issues we face today.”
Naper Settlement consolidated their research into a colorful illustrated impact report for elected officials and donors.
The Indiana Historical Society produced a video that shares how community leaders perceive the value of history to Indiana.
Earlier this year I facilitated a meeting at the American Alliance of Museums to develop a new education category for the Museum Assessment Program. Their staff and I developed the goals, agenda, and logistics in advance. That’s not unusual, except that goals were incredibly ambitious for a one-day meeting with a dozen leaders in the field:
1. To identify the needs and challenges facing education in museums today.
2. To identify how MAP can best address these needs and challenges throughout the process.
3. To identify how Peer Reviewers can be better prepared and supported in their expanded roles.
I knew that the usual technique of asking questions and going around the table to collect individual responses would quickly become tedious, plus it didn’t take advantage of the sharper thinking that occurs through conversation. Likewise, facilitating a series of topical conversations with a dozen people would discourage full participation.
Break into small groups and each group works on a different issue or topic, writing their comments on a flip chart.
The flip charts are posted on the wall and a different small group reviews the comments. Using a different colored pen, they place a check mark next to each item to indicate agreement. If they disagree, they place an X and add their response using a sticky notes. They can also add items at the bottom of the flip chart.
When finished, the groups rotate to review another flip chart.
When the small groups have rotated back to their own flip chart, they will see multiple check marks in different colors indicating agreement, as well as points of disagreement. They review all the disagreements (that is, the sticky notes) and mark yes or no if agree with the comment.
As a large group, all the issues marked “no” are discussed and the entire group decides whether to accept or reject the comment.
I found the technique was efficient and effective, gathering lots of thoughtful perspectives plus people are more actively involved compared to the traditional reporting-out session (when they usually zone out). The participants enjoyed the process as well because they can have meaningful conversations around a focused topic (see Robert Forloney’s post on the AAM blog for a participant’s perspective). AAM staff was pleased with the richness of the responses and it helped them craft the new Education and Interpretation MAP that recently debuted.
Facilitation is a helpful skill if you’re working with groups (and who isn’t nowadays?) but it can be daunting. It always feels like I’m choreographing a Broadway show where I’ve chosen the music but not the dancers, so I’m not ever quite sure what will happen. Trying a new technique adds to the risk, but I’ve found the clear step-by-step guidance in Wilkinson’s book gives me enormous confidence.
As part of a project to develop a new framework for AASLH‘s professional development/continuing education program, I plotted history organizations onto a map of the United States using a subset of IMLS’s database of museums. That’s a big category that includes history museums, historical societies, historic preservation organizations, historic house museums, and general museums that include history as a major topic and while there is some discussion about the comprehensiveness of the IMLS database, it’s the best information we have available and for my project, more than sufficient to get a sense of the big picture.
As you’ll see in the map below, history organizations are mostly located in the eastern half of the US. Start at the southern tip of Texas and draw an imaginary line due north and the lion’s share is on the right side of the map.
History organizations in the United States. Red is the location of historical societies and historic preservation organizations; green is history museums and house museums; and blue is general museums. Data source: IMLS, 2018. Map: Engaging Places.
That’s probably something we all suspected but now can visualize it better. When I’ve shown this map to a few people, they concluded that it’s because there’s much more history in the East. But take a look at the heat map below while recalling the US history timeline, and you’ll come to a different conclusion. Continue reading →
This blog has been fairly sparse this past year because Ken Turino and I were editing and assembling two dozens essays for Reimagining Historic House Museums: New Approaches and Proven Solutions, an anthology to be published by Rowman and Littlefield as part of the AASLH series. I’m delighted to announce that it is now off my desk and in the hands of the publisher; we expect it will be released in fall 2019.
One of the biggest consequences of the under-resourced and over-stretched community of house museums is that it is difficult for them to share their successes with others—they just don’t have time. The field doesn’t learn about them except through publications, blog posts, or conference sessions—that’s one of the major reasons we assembled this anthology. There’s lots of good work happening in house museums but we’re simply not aware of it. Our hope is that this book is a good place to grab a hold of the current thinking about reinventing house museums so that they are more relevant, sustainable, diverse, inclusive, equitable, and accessible, hopefully broadening and deepening the current conversations in the field.
With the support of the American Association for State and Local History and local funders, we embarked on a series of workshops in subsequent years to lay out a “reinventing process” that has taken us to Missouri, New Hampshire, Vermont, Kansas, Pennsylvania, Wisconsin, and Illinois with more to come (Washington, DC in June; New York City in October). The one-day workshop, Reinventing the Historic House Museum includes an analysis of the most important opportunities and threats facing historic sites in America based on the latest Continue reading →
A year ago, James Madison’s Montpelier invited me to the National Summit on Teaching Slavery to create a “methodology for how public historians work with descendants” (program, 6 Mb pdf). Over a long weekend, fifty people from across the country with a wide range of experiences and perspectives worked in small groups to define and prioritize standards and best practices for interpretation, research, and involving the descendant community. It builds upon Montpelier’s award-winning exhibition, A Mere Distinction of Colour, to help “Americans of all types truly understand the ongoing struggle for freedom, rights, and equality in our nation.” The National Council on Public History recently posted a nice series of discussions on the exhibition with students in the Cooperstown Graduate Program.
One of the major challenges was determining what is distinctive about teaching slavery from interpreting other topics, such as women or Asians. At first, the discussions identified practices that had already been figured out years ago by the American Historical Association and the National Association for Interpretation, but that was to be expected because many participants had little experience in scholarship or interpretation–what bound us together was improving and enhancing the interpretation of slavery at museums and historic sites. Although the rehash of these professional practices was frustrating and I wondered why we were going over old ground, it eventually dawned on me that Continue reading →
Projects are the buildings blocks for getting things done. When they’re small, they can be easily completed without much attention but when they get big, involving many people and large budgets, the complexity and risk of failure increases, especially when time and money is limited.
This past semester, graduate students in my “Managing People and Projects” course at George Washington University developed skills and used tools to manage these more challenging situations in a wide variety of museum-related projects, such as exhibitions, events, symposia, publications, school programs, and building construction. As a part of the course, students reviewed some of the latest application software (apps) for project management, including Shortcuts, Evernote, TeamGantt, OmniFocus, Trello, Asana, and Slack.
Unlike reviews prepared by CNET or published in a computer magazine, these reviews are written by emerging museum professionals for emerging museum professionals. I might disagree with some of their conclusions, but often the difference was about cost or applicability at the start of one’s career. If you’ve been thinking about increasing your productivity using apps, check out “A Beginner’s Guide to Productivity Apps for Emerging Museum Professionals.”
George McDaniel (center) with the HLI Associates 2018.
This blog has laid fallow for many weeks because I’ve been pulled away by the History Leadership Institute’s seminar in November and my museum management courses at George Washington University (plus jury duty!). That doesn’t mean I haven’t been collecting ideas and resources to share and with winter break upon me, I’ll be posting regularly again.
Today, I’m sharing one of the products created at the History Leadership Institute (HLI). The program not only aims to provide a benefit to the people and organizations that participate but also to the field as a whole. An example is the session on responding to public tragedies.
History organizations are showing a rising interest in playing a more active role in their communities, but when a public tragedy strikes, how should we respond? Public tragedies can take a variety of forms and are unpredictable, as seen in 9/11, Parkland, Columbine, Hurricane Katrina, and California’s Camp Fire.
GW’s Museum Management class in the midst of a whirlwind tour of the Smithsonian on a hot and humid day in Washington, DC.
As I enter my second semester as a full-time faculty member in the Museum Studies Program at George Washington University, I’ve adopted a “flipped classroom” format and am fully integrating theory with real-life experiences. It’s been an incredible amount of work to revise my syllabi this summer, but so far, the students seem to be learning and enjoying their classes more (we’ll see how the evaluations look at the end of the semester!).
In my museum management class, students will complete an abridged version of a MAP Organizational Assessment for a museum, relying on information available from the website, newspaper articles, IRS Form 990, and the AAM Standards. I assigned the museums based on a random selection to represent the diversity of museums in the United States. We work through the Standards and as we discuss each topic in class, such as governance or collections, we’ll talk about how their particular museum has approached it. This week we’ll be discussing mission so they’ll be evaluating the mission statements for the 25 museums we’re examining in class to determine a set of criteria and identify model mission statements.
New this semester is my course on project management in museums. Our core readings are: Continue reading →