Museums must change to illuminate the histories, cultures, and social issues that matter to their local population. Based on a unique longitudinal ethnographic study, Transforming Museum Management illustrates how a traditional art museum attempted to transform into a more inclusive and community-based institution. Using open systems theory and the Buddhist concept of mutual causality, it examines the museum’s internal management structure and culture, programs and exhibitions, and mental models of museum workers. In providing both theoretical and practical foundations to transform management structures, this accessible volume will benefit stakeholders by proposing a new culture and structure to arts institutions, to change practice to be more relevant, diverse, and inclusive. This book will be an invaluable resource for researchers and advanced students of museum studies, cultural management, arts administration, non-profit management, and organizational studies.

In his book, Graham Black argues that museums must transform themselves if they are to remain relevant to 21st century audiences – and this root and branch change would be necessary whether or not museums faced a funding crisis. It is the result of the impact of new technologies and the rapid societal developments that we are all a part of, and applies not just to museums but to all arts bodies and to other agents of mass communication. Through comment, practical examples and truly inspirational case studies, this book allows the reader to build a picture of the transformed 21st century museum in practice. Such a museum is focused on developing its audiences as regular users. It is committed to participation and collaboration. It brings together on-site, online and mobile provision and, through social media, builds meaningful relationships with its users. It is not restricted by its walls or opening hours, but reaches outwards in partnership with its communities and with other agencies, including schools. It is a haven for families learning together. And at its heart lies prolonged user engagement with collections, and the conversations and dialogues that these inspire. The book is filled to the brim with practical examples. It features: an introduction that focuses on the challenges that face museums in the 21st century an analysis of population trends and their likely impact on museums boxes showing ideas, models and planning suggestions to guide development examples and case studies illustrating practice in both large and small museums an up-to-date bibliography of landmark research, including numerous websites Sitting alongside Graham Black's previous book, The Engaging Museum, we now have a clear vision of a museum of the future that engages, stimulates and inspires the publics it serves, and plays an active role in promoting tolerance and understanding within and between communities.

Managing Change in Museums and Galleries is the first practical book to provide guidance 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. Managing Change in Museums and Galleries is an essential resource for all museum practitioners – whether they be the people in museums and galleries who are leading change, or those affected by change as a leader, a member of staff or a volunteer.

Literary museums today must respond to new challenges; the traditional image of the author’s home museum as a sacred place of literary pilgrimage centered around a national hero has been questioned, and literary museums have begun to develop new strategies centered not only on biography, but also literary texts, imagined spaces, different readers, historical contexts, architectural concepts, and artistic interventions. As this volume shows, the changing of spaces asks how literary museums create new ways of interlinking real and literary spaces, texts, objects, readers, and tourists.

Museums and Social Change explores the ways museums can work in collaboration with marginalised groups to work for social change and, in so doing, rethink the museum. Drawing on the first-hand experiences of museum practitioners and their partners around the world, the volume demonstrates the impact of a shared commitment to collaborative, reflective practice. Including analytical discussion from practitioners in their collegial work with women, the homeless, survivors of institutionalised child abuse and people with disabilities, the book draws attention to the significant contributions of small, specialist museums in bringing about social change. It is here, the book argues, that the new museum emerges: when museum practitioners see themselves as partners, working with others to lead social change, this is where museums can play a distinct and important role. Emerging in response to ongoing calls for museums to be more inclusive and participate in meaningful engagement, Museums and Social Change will be essential reading for academics and students working in museum and gallery studies, librarianship, archives, heritage studies and arts management. It will also be of great interest to those working in history and cultural studies, as well as museum practitioners and social activists around the world.

We are in the middle of a museum paradigm shift and a new type of museum volunteer is emerging from the community. Non-profit volunteers are looking for unique and satisfying ways to engage in their communities and museums are primed to offer just the experiences these volunteers are looking for. Here’s a practical exploration of the differences between the “then” and “now” volunteers and solid advice on volunteer recruitment, communication, and retention strategies. Kristy Van Hoven and Loni Wellman will help you answer the questions: What are new volunteers looking for? What is their motivation? How can you spot the hidden gems in your local community? How can you develop a successful relationship with potential volunteers? How do you keep the museum volunteer motivated and happy? What can teens, adults and retiring professionals bring to your organization? How can your museum support a robust and active volunteer program? How do you reward volunteers and keep them for the long term? and, most importantly, How can you meet volunteer’s needs and still benefit from their work? The Guide highlights successful projects, incentives, and general museum culture which support volunteer activities and includes examples of Volunteer Job Descriptions, Calls for Volunteers, Evaluation forms, as well as volunteer project outlines. Written in a light hearted spirit, Recruiting and Managing Volunteers in Museums: A Handbook to Volunteer Management will engage and inform any professional tasked with developing and managing a volunteer program at their institution. Museums offer an amazing array of volunteer opportunities that help create a greater sense of belonging and purpose for the volunteer. With a growing number of retiring professionals and students looking for professional experiences, now is the time to embark on developing a volunteer program that will thrive in the years to come.

MUSEUM TRANSFORMATIONS DECOLONIZATION AND DEMOCRATIZATION Edited By ANNIE E. COOMBES AND RUTH B. PHILLIPS Museum Transformations: Decolonization and Democratization addresses contemporary approaches to decolonization, greater democratization, and revisionist narratives in museum exhibition and program development around the world. The text explores how museums of art, history, and ethnography responded to deconstructive critiques from activists and poststructuralist and postcolonial theorists, and provided models for change to other types of museums and heritage sites. The volume's first set of essays discuss the role of the museum in the narration of difficult histories, and how altering the social attitudes and political structures that enable oppression requires the recognition of past histories of political and racial oppression and colonization in museums. Subsequent essays consider the museum's new roles in social action and discuss experimental projects that work to change power dynamics within institutions and leverage digital technology and new media.

This book examines the practice of community engagement in museums through the notion of care. It focuses on building an understanding of the logic of care that underpins this practice, with a view to outlining new roles for museums within community health and social care. This book engages with the recent growing focus on community participation in museum activities, notably in the area of health and wellbeing. It explores this theme through an analysis of the practices of community engagement workers at Tyne & Wear Archives & Museums in the UK. It examines how this work is operationalised and valued in the museum, and the institutional barriers to this practice. It presents the practices of care that shape community-led exhibitions, and community engagement projects involving health and social care partners and their clients. Drawing on the ethics of care and geographies of care literatures, this text provides readers with novel perspectives for transforming the museum into a space of social care. This book will appeal to museum studies scholars and professionals, geographers, organisational studies scholars, as well as students interested in the social role of museums.

Only a decade ago, the notion that museums, galleries and heritage organisations might engage in activist practice, with explicit intent to act upon inequalities, injustices and environmental crises, was met with scepticism and often derision. Seeking to purposefully bring about social change was viewed by many within and beyond the museum community as inappropriately political and antithetical to fundamental professional values. Today, although the idea remains controversial, the way we think about the roles and responsibilities of museums as knowledge based, social institutions is changing. Museum Activism examines the increasing significance of this activist trend in thinking and practice. At this crucial time in the evolution of museum thinking and practice, this ground-breaking volume brings together more than fifty contributors working across six continents to explore, analyse and critically reflect upon the museum’s relationship to activism. Including contributions from practitioners, artists, activists and researchers, this wide-ranging examination of new and divergent expressions of the inherent power of museums as forces for good, and as activists in civil society, aims to encourage further experimentation and enrich the debate in this nascent and uncertain field of museum practice. Museum Activism elucidates the largely untapped potential for museums as key intellectual and civic resources to address inequalities, injustice and environmental challenges. This makes the book essential reading for scholars and students of museum and heritage studies, gallery studies, arts and heritage management, and politics. It will be a source of inspiration to museum practitioners and museum leaders around the globe.

Connecting Museums explores the boundaries of museums and how external relationships are affected by internal commitments, structures and traditions. Focusing on museums’ relationship with heath, inclusion, and community, the book provides a detailed assessment of the alliances between museums and other stakeholders in recent years. With contributions from practitioners and established and early-career academics, this volume explore the ideas and practices through which museums are seeking to move beyond what might be called one-off contributions to society, to reach places where the museum is dynamic and facilitates self-generation and renewal, where it can become not just a provider of a cultural service, but an active participant in the rehabilitation of social trust and democratic participation. The contributors to this volume provide conceptual critiques and clarification of a number of key ideas which form the basis of the ethics of museum legitimacy, as well as a number of reports from the front line about the experience of trying to renew museums as more valuable and more relevant institutions. Providing internal and external perspectives, Connecting Museums presents a mix of applied and theoretical understandings of the changing roles of museums today. As such, the book should be of interest to academics, researchers and students working in the broad fields of museum and heritage studies, material culture, and arts and museum management.