Interview with Mary Cory

Here is my interview with Mary Cory, curator of the El Dorado County Historical Museum in Placerville, CA, and she is the secretary of the El Dorado County Historical Society.  I chose to interview her because I worked for the museum last summer. Her interview provided insight on working in a small town museum and the difficulties and opportunities that come with it.

What sort of education did you get in order to hold your current position at the museum?

 After college, I eventually got a job working as a paid guide at a historic house museum, and decided that I wanted to make museum work my career.  So, I got a masters degree in Museums Studies from The George Washington University in 1989.

 

How did you come to working at the current museum? What about that museum attracted you and made you want to work there?

After working in historic house museums, I was interested in working in a more general history museum.  This position was advertised nationally in a Museum publication (put out by the AAM) and so applied.

 

What projects are you currently working on?

The El Dorado County Historical Railroad Park, of which the El Dorado Western Railroad is a part of.   

Improving the condition of the artifact collection through inventories, re-housing, improving storage conditions, and most recently, the disposition (and deaccessioning) of objects found to be outside the museum’s mission or in poor condition.

 

In class we’ve been discussing how museums repatriate objects to those they belong to. Has your museum encountered this and if so how often? 

The museum had a human skull that was repatriated to a local Native American group in 1993, before I was here.  So far, no other objects have been identified to be repatriated. 

 

What do you want people to get out of the museum? What is it you want them to leave with?

More of an appreciation and interest in some, any or all aspects of El Dorado County’s history

 

In a digital society, how has technology affected the museum? What are the positive and negative aspects of it? Also, how have you incorporated that technology into the museum? 

The Museum has a large collection of historical photographs.  Starting in about 2003, equipment was purchased through a grant to digitize the entire collection of photographs, and to create a catalog.  This was completed in a couple of years, and now all new photographs are scanned and added to the database.

Certainly, keeping complex information in a digital format, such as in a database or a spreadsheet has helped make the information more accessible.  An example is a spreadsheet of all the burial permits issued in El Dorado County.  Genealogists are looking for that information, and the spreadsheet makes it much easier to find.  

However, we continue to use and add to our extensive (low tech) Master Index Card Catalog.  This was started by volunteers in the mid-1970s and has yet to be digitized.  So far, it continues to serve its purpose.

Because I am dependent on volunteers for all of these projects, I do not always have a guarantee that the volunteers, usually older and not very computer literate, will be able to use or contribute to these digitizing projects.  As a result, I’m careful about committing time, money, and energy to a project that may not get completed if it requires a high level of technical know-how.

 

What aspects of the museum would you like to change in the near future? What are some of the obstacles preventing you from doing that?

More covered or enclosed space  – space to exhibit and store artifacts, space to store archives and create a public reading room (currently our public space is in the middle of the storage space), and covered space for the outside artifacts, more enclosed space for the El Dorado Western Railroad program for storage, restoration and maintenance.  I guess the main obstacles for creating all of this space is the money to build it, and the personnel to plan it. 

 

What kinds of skills are applicants expected to have for an entry-level position as a curator?

 I focused my master degree classes on Collections Management.  I wish I had taken more classes on planning and installing exhibits.  The degree helped me get an entry level job as the manager of a house museum, and after a few years, I was promoted to Curator of Collections.

 

Do you get many donations from visitors and from the community? 

All new acquisitions have come to the Museum as donations.  We get, on average, one or two offers of artifacts a week.  We probably, on average, accept about half of what we are offered.  Money donations come in as a $2 request at the door.  Most people seem very willing to give that.

 

How has the city of Placerville helped draw attention to the museum, if it has at all?

I can’t think of anything the City has done.  The County Chamber of Commerce (located in Placerville) distributes our brochure, has a link on their website, and will include a blurb about the County Museum in their annual visitors guide. 

 

What project did you enjoy working on the most?

Recently, I worked with another volunteer on researching and installing two historical quilt exhibits at the County Museum with quilts from the Museum’s collection that have been in storage for many years.  We found one crazy quilt with a ribbon sewed into it that commemorated the coming of the railroad to Placerville in 1888. 

 

What advice do you have for those interested in the field?

Jobs are so hard to come by.  Volunteer in the type of museum or historical agency that you would like to work for.  Also, volunteering in a larger organization that has some turn over in positions may put you in a better position to get a job there.

 

What are some of the challenges of your job?

As the only paid person, I’m dependent on volunteers to get the jobs done that I determine are priorities.  However, volunteers come to the museum with a certain set of skills and usually an idea of what they want to do….which may not fit my priorities.  So – staying flexible has been very important in order to take advantage of the people that do volunteer and are reliable and dedicated.

 

Would you say the museum operates from a business perspective or no?

Since this is a County supported museum, I don’t need to make enough money to fully support the operation.  However, in the past few years, the county budget has been slashed, so now the county covers my salary and basic building support and pays for the utilities.   Our non-profit support organizations have stepped up and funded the Museum’s expenditures above and beyond the county’s support.  The Museum’s Book Store and photo sales, along with the train ride donations, keep these programs, like the El Dorado Western Railroad going. We are trying to operate this in a more business-like manner.

 

How is the museum funded?

County General Fund, grants, and through the fund raising efforts of the El Dorado Western Railway Foundation and the El Dorado Museums Foundation, the County Museum’s two non-profit support organizations.

 

Before curator, what other experience did you have with museums?

Guide, Visitor Services Administrator, William Paca House Manager, Curator of Collections for Historical Annapolis Foundation.  My position here is “Museum Administrator” which is equivelent to Director, and includes Curator, Museum Education, Registrar, Volunteer Coordinator, etc.

 

What are the positive and negative aspects to working in a small town museum?

Positives are having an opportunity to get familiar with all aspects of museum work.  Negative is not having other professional support at hand.

 

Do you feel the museum is appreciated enough by the public? If not, why do you think that is?

Yes – we can always use more appreciation, but what has always impressed me is the interest and pride I see in the public that does visit.  What we could use is more publicity in order to increase the museum’s visitation. 

 

How has the museum improved since you first started out there?

One important improvement is I wrote and implemented the museum’s first Collections Management Policy.  That greatly improved the process for accepting artifacts.  It has allowed us to refine the museum’s collection so it reflects the mission of the museum.  

 

Why do you think it’s so important to bring history to the public?

Having an appreciation of local history helps a community have pride in itself, and museums are a focus for that history, and can have a very positive effect on what is now called “quality of life.”   That’s a somewhat pat answer to what is very hard question to articulate.  The connection that we feel to “history” whether it’s our own or someone else’s, provides an important foundation to understanding the world around us….

 

What is one of the biggest challenges when setting up a new exhibit? Are you worried about how visitors will interpret it? What goes into the process of creating an exhibit?

For me, the biggest challenge is having enough dedicated time to work on it!  It’s what I enjoy, and I always want to spend more time researching.  My exhibits tend to start with an idea that is inspired by the artifacts, then doing the research, then selecting and arranging the artifacts and then creating the labels and graphics. 

As far as how visitors interpret it, I’m usually looking for something that will trigger their interest and try to convey what makes it interesting to me. 

 

Is there any other museum you would like to work for and why?

Sometimes I think it would be fun to work for a large museum with many departments and specialties, in order to have a chance to really focus on a particular skill or specialty of knowledge (like being the curator of a particular department at the Smithsonian’s Museum of American History.)

Another “what if” is working in an art museum with a collection of European Masters.  My undergraduate degree is in Art History, and if my first paying museum job out of college had been as a guide in an art museum….

 

 

 

 

 

 

History, Truth, and the Modern Era

Who gets to decide what history is valuable enough to be presented to the public?  Who gets to determine how that history will be interpreted?  These are questions that ran through my mind as I read all of the articles this week.  In this case the focus was on the British representation of the French and Indian War and it was their “truth” that was presented.  For those representing this view the siege of FortNiagara was a pivotal event in American history because the British won.  Without a British victory at this battle the French would have controlled the Northeast and the Revolution would not have occurred.  Although this is the only truth that was presented in this article, it is not the only view of this particular battle.  The French have a completely different opinion of the French and Indian War.  They see it as the beginning of a time of oppression by the British.  Their truth is not considered relevant to men dressed up as Rogers Rangers.  The response to the bitterness of the French people regarding a traumatic event in their past was that they are a “bunch of asshole French separatists.”  I also wonder what modern day eastern Native American tribes think as the watch the reenactments.  Their opinion is not sought out by those representing the American truth but I’d be willing to bet it’s not happiness that the British defeated the French in this particular war.

The Civil War reenactors have some of the same issues.  They represent a specific idea of Confederate history and have not updated that view in years.  This outdated stand is apparently driving new members away from joining the fun.  No one wants to be part of the Sons of Confederate Veterans.  If they don’t change the way they approach the Civil War, change their truth, then they will simply fade away as their members die.

This representation of a narrow “truth” is one of the issues facing history and historians.  Without looking at how an event shaped all involved, how can we honestly say that we understand the past?  The single focus interpretation becomes dangerous ground when people want to spread ideas that confine minority cultures to the fringes of society.  I am also bothered by the response of Andy Famiglietti who stated that: “Consensus, then, is an important mechanism by which we judge the validity of certain truth-claims.”  This is troubling.  I agree with Famiglietti that Wikipedia “demonstrates that it holds a deep respect for a collaborative scholarly process that is collectively more capable of producing “truth” than any individual scholar.”  However, when one organization, even one created collaboratively by the people, controls that much information the possibility for twisting “truth” exists.  Famiglietti is not a historian so maybe he doesn’t remember that the Americans twisted facts and created a consensus “truth” that the Japanese needed to be rounded up and placed in internment camps for national security.  Consensus does not always mean that those with coinciding opinions are correct.  Sometimes it just means that ignorance and hate are easy to spread.

Interview with field Ranger Mike West

When people think of historians they picture someone working in a museum or a classroom or an archive.  Not many think of the Grand Canyon, Little Big Horn, or Gettysburg.  The National Park Service, knowing that much of history has occurred outside, has a huge number of historians working to educate the public about the events that have often shaped the country.  Those who are lucky enough and tough enough to work as park rangers interpret the past for all visitors who come to a national historic site.  For those working in the Park Service, history is not enclosed within a building, rather it resides wherever man has managed to interact with nature.

Park rangers are not just the people who wear funny uniforms and tell you how to get around Yellowstone.  They are historical interpreters who bring to life significant sites.     For those who love history and education but have no interest in working a typical 9-5 job behind a desk, the Park Service is the perfect answer.

Rangers come into the job in many different ways.  Some enter knowing that this is what they want to do and some, like Mike West, fall into it by accident.  Mike, a 32 year veteran in park management, earned a degree in human resources with a minor in film studies.  After his job evaporated Mike found himself looking for temporary employment.  He wanted something that he could do in the short term to earn money while he attempted to find another professional position.  The National Park Service was hiring for the summer season and Mike accepted what he thought was a six month job and saw it as an opportunity for further training in his chosen profession.  He discovered a passion for the work and when he was offered a full time position, accepted it and never looked back.

Mike said that the Park Service is highly competitive but that there are still opportunities if someone is dedicated.  Field rangers are generally hired as temporary, seasonal employees and seldom stay in one location for very long.  The frequent transfers were a part of the fun for Mike in the beginning.  He said that making the yearly move from park to park can be draining and many rangers give up the life after a few years.  “Knowing that you can fit everything you own in a car can suck”, but for those who stick it out, the opportunity for full time employment does eventually occur.  He recommended that anyone interested in being a field ranger get training in multi media or films.  Mike found that his education in those areas has served him well as he is responsible for creating documentaries and interactive media shows for visitors.

Rangers have the monumental task of keeping tabs on all the people that visit the national parks across the nation.  Because of the uncontrollable nature of the parks and their visitors, there is not a typical day.  Mike said that rangers have to be prepared for anything.  One of his most memorable visitors was a man who argued with him regarding the use of a metal detector at Little Big Horn.  Guess who won that argument.

According to Mike the most difficult part of the job is the overly needy people who want their hands held and who take no responsibility for creating their own dream vacation.  Rangers love to teach, but they don’t like to parent.  Ironically, people are also the best part of the job, according to Mike.  He loves interacting with those who come with a passion for learning about the site and an interest in the environment.

Mike stated that his path was not a typical one and did not recommend it for others.  “I got lucky,” he said.  “I thought I wanted to work in human resources.  Looking back the best thing that ever happened to me was getting laid off.”  Mike has turned down several promotions in order to continue being hands on.  A field ranger is not an administrator and had no paperwork, a job bonus as far as Mike is concerned.  Administration is not for him.  He likes to be in the field, teaching people about the history of sites like Little Big Horn and the Grand Canyon.

Mike laughed when I asked him what advice he has for people who want to work as historical interpreters for the Park Service.  “Bring a lot of patience and humor.  Being a ranger means having a plan for the day but knowing that your plan is subject to sudden and drastic changes.”  He laughed again then added, “For example, I didn’t expect to spend an hour talking to a history student today, but this kind of stuff is the best part of my day.”

Mike also said that interpretative field rangers have a lot of leeway in how they impart information regarding the history of the parks.  “Some monuments have a pretty bloody history and you learn to tone some of that down when you have a group of kids.  You get pretty good at reading a crowd and tailoring your talk to the group.”

Mike said the single most important factor in working with the park service is enjoying people.  “So much of our job is about interacting with the public.  Liking the outdoors is another vital part of the job.  People get excited when you’re excited.  If you dislike hiking and going out in all kinds of nasty weather then this is probably not the job for you.”

According to Mike working for the park service means that you are an educator, conservationist, nature expert, camp counselor, and guide.  He ended with this thought.  “No matter what else happens during the day, I get to watch the sun set over the Grand Canyon.  How can you not love that?”

Interview with film historian and lecturer, David J. Skal

The person that I was privileged to interview was David J. Skal.  He is an esteemed lecturer, archivist, film historian and documentary maker.  He did commentaries/documentaries for the release of the Universal Monsters series, (i.e. Dracula, Frankenstein, etc.) on DVD and on the new series of Blue Ray disks that were released last year.  He is very active in writing about how the monster movies were made in the 1930’s and 1940’s.  He was very gracious to do this interview for the class.

• What path did you take to get to your current position?

I came to my present career after 20 years employment in the non-profit performing arts world (theatre, dance, and music) where I specialized in public relations, fund-raising and marketing. I began writing books and documentary scripts in the 1990s, when there was a major recession that made it impossible to work in the nonprofit sector any longer

• What kinds of projects do you work on?

I write books, essays and articles, occasionally produce, write and direct video documentaries, and guest-lecture at colleges, universities, and cultural organizations.

• With what kind of people (demographics, occupations, etc.) do you typically work?

Mr. Skal did not address this question.

• Do you have autonomy to pick your own projects, or are projects generally assigned to you by others in your organization or elsewhere?

I work by myself and choose/propose my own projects (which, of course, are approved and contracted by my publishers. Occasionally a publisher will approach me on a work-for-hire basis for a project it has developed in-house.

• What are the current issues in your field?

Current issues in my field are dominated by the massive consolidation of publishers and the proliferation of e-books, which has had a negative effect on the earnings of many freelancers like myself.

• What skills are expected of applicants for an entry-level position?

The only entry-level requirement for a freelance writer is to produce a manuscript a publisher deems publishable.

• What is the current starting salary for entry-level positions in your field?

I’m not a salaried employee, and there is no guaranteed minimum compensation outside the advance offered by each publishing contract. Lecture fees are also widely variable.

• How is your position funded? Is this typical for positions in your field or organization?

Publishers offer advances based on their own calculation of potential sales and this can vary widely from project to project. Lecture fees are usually paid from an educational institution’s special fund for this type of activity.

• What level of education is necessary for advancement to the different levels of this profession (e.g. entry-level, mid-level, and senior positions)? Are there specific degrees that are favored, and if so, what are they?

There are no educational requirements for my type of work, only the ability to produce work by which a publisher can make a profit. I have a bachelor’s degree with a split concentration in English, theatre, and journalism.

• What advice do you have for people interested in entering this field?

My advice to people seeking a similar career is to always have a back-up source of income. In other words: never quit your day job until you are very well-established professionally.

Again, I would like to thank Mr. Skal for taking the time to answer these questions.

 

Reinventing the Museum: Take Three

Creating a New Business Model seemed to lack depth.  In explaining how to create a new business model, John Falk and Beverly Sheppard write that “change has always been a part of our world” and that “museums will ultimately be forced to reject the approach” that museum success is derived from museum attendance.  The first statement is obvious, as are many of their seemingly grandiose statements about formulating a new business model.  The authors clearly explain how to create and maintain a successful business model; however, they fail to explain in greater detail how museums will be forced to reject their client based, ergo financial based, model that rewards the amount of visitors.  If museums drastically change their business model, yet fail to garner high levels of visitor attendance, what was the point of changing their business model in the first place?  I feel that the authors cut their argument short of the most influential part, a deeper understanding of their final claims.  This article would have benefited from further discussing how a business model entails so much more than financial motives.  Business models work towards a goal, and museums need to work towards a goal that is based in individualized value and more meaningful education for all.  Most importantly, museums need to create a business model that values the individual patron.  Museums will surely die if they fail to garner much needed funds from their patrons.  Seeing as patrons will only frequent museums that have business models ensuring beneficial, meaningful experiences for their patrons, it is clearly in the best interest of museums to create a better business model.

Museums and Libraries in the 21st Century has great potential as an article.  The Institute of Museum and Library Services clearly sets up their argument; they intend to explain how to cope with the significant shifts in our economy, our societal needs, and audience expectations.  The pages of bullet points, while some certainly hold valuable information, read as a “How To Handbook.”  Many of the points are rather ambiguous and would greatly benefit from being applied to an example, or at least being linked together in written format rather than standing alone as self-evident bullet points.  Rather than simply stating that museums and libraries should “articulate thoughts and ideas effectively…use communication for a range of purposes…[and]utilize multiple media and technologies…” the authors should have applied there ideas about the need to communicate effectively to specific examples.  Demonstrating how these ideas have been implemented in a specific institution and explaining how the communication transformation has directly benefited the specific institution will surely hold more gravity for readers.  This real-life application can be applied to all of the categories.  It is one thing to say that museums and libraries should “apply knowledge, attitudes, behaviors, and skills across disciplines in appropriate and effective ways,” but it is a completely different (and more beneficial) thing to explain how to implement changes that will allow libraries and museums to incorporate techniques that will encourage learning across multiple disciplines.  Real substantive, applicative examples would greatly substantiate the many ideas advanced in this article.

John P. Kotter makes up for the lack of application and depth in Leading Change: Why Transformation Efforts Fail.  After explaining what he sees as the eight essential steps to transforming organizations, Kotter offers real-life examples of what happens if you fail to reach each step.  Kotter writes about what happens if an organization fails to create a powerful enough guiding coalition while trying to transform an organization.  By explaining what goes wrong when each step is not clearly met, not creating a useful vision for example, Kotter is able to reach organization members and organization leaders.  Organizations, not just museums, will benefit from implementing his eight step process because his process entails applicative examples of what not to do while explaining what organizations need to do.  This article serves as a great end to the text, offering valuable hope for those working in the field while serving as a harbinger of what is to come if organizations, museums included, fail to enact lasting, meaningful change.

Dan Spock makes a great argument for transforming museums to better cater to the public in order to survive in In Defense of Nostalgia.  He explains that history museums must create “highly personalized ways” for individuals to “experience nostalgia.”  He also illuminates the fact that people will be more apt to attend history museums if they see the museum and its artifacts as relevant.  He concludes that museums must accommodate the desires of the public by utilizing personal stories, allowing individuals to feel as if they are a part of the exhibit, and encouraging social interactions throughout the museum in order to survive.  Spock also offers great insights into the many roles museums are expected to fill.  Museums must protect, serve, educate…the list goes on and on.  Museums exist because of the many roles they fill.  Effectively run museums protect artifacts and successfully encapsulate history through lively exhibits.  Museums provide a valuable service to the community, most commonly practiced via furthering knowledge.  Museums are important because of the services they provide, this is the reason so many professionals are working to maintain, enliven, and transform museums.

 

Reinventing the Museum – Part III

This week’s articles examined the business aspects of the museum world.  While I understand the need to develop business models to adapt to changing times and interests, it seems too far to suggest that museums have to become more corporate in order to survive.  As others have mentioned in their replies, if business and profit become the only concerns, the heart of the museum disappears.  What then determines what is preserved for future generations?  History as it actually happened or a sensationalized, over the top version designed to draw more visitors/customers and money into the museum?  The move towards a more corporate model focusing on profits and losses presents a new set of problems that must be navigated.

The issue that must be first examined is how to better engage the visitor with the museum experience.  Once that has been accomplished, the museum can then move on to devise new ways of presenting information and artifacts.  The internet offers so many different ways to captivate an audience and draw them into the magic of museums.  Spock’s article offered an interesting approach towards embracing the nostalgia that many hope to find when they visit museums.  We live in such a disposable society that most people are searching for a connection to either their own personal history or our collective heritage.  That is a factor that cannot be easily quantified in a business model.

Thoughts on Readings for February 25

I think a lot of these articles say less about museums and more about the ways in which we feel about services and resources in our society. It is clear from most of the readings, that what is valued most in this society is a corporate and capitalistic mentality. We live not in a market economy, but a market society where almost anything can be bought and sold. The articles in the book make it perfectly evident that our history is no exception.

According to John Falk and Beverly Sheppard in “Creating a New Business Model”, it is evident that museums have shifted from an accessible, shared, public service (like a library) to a business for many people. The authors state: “Today museums must compete for audience, publicity, and resources.” Why do museums need to follow a business model? Why do they need to compete? Once museums become part of the market economy their focus is no longer on serving a public need, but on making money. However, article after article places museums in a corporate context, the editor’s decision to include the article by John P. Kotter, “Leading Change: Why Transformation Efforts Fail,” in this book implies that museums and corporate businesses and their goals are interchangeable.

In the article written by the Institute of Museum and Library Services, “Museums and Libraries in the 21st Century: New Contexts and Skills Definitions” it is disheartening that this organization is also advocating that museums follow a corporate model, including the use of invasive marketing. Audiences expect connections from museums, why turn museums into for-profit white noise that exists in nearly every corner of our lives? Museums should not feel the pressure to compete in the market place, just like a library shouldn’t feel the need to compete with Barnes and Noble. The goals are different, so the methods of executing those goals should also be different. The article by the Institute was also filled with the most self-evident concepts, and this was the most disturbing aspect of the article. If statements such as, “ Evaluate information critically and competently”, need to be stated at all then the museum industry has much larger problems than trying to expand their audiences.

The Future of Museums

The readings this week talked about the need for museums to change.  While I agree that the internet and technology is a tool that should be used, I am a bit concerned with the idea of museums as businesses with customers.  When used as a tool to help define the role of the administrative and financial area of the museum, a business model can be highly effective.  However, should museum visitors truly be considered “customers”?  I have my doubts on that.  Museums need to be separate from the “profit at any cost” ideals that have taken over the corporate world.  While making a profit is not in itself a negative, I fear that by opening the door to a corporate identity, museums risk becoming soulless entities focused not on nostalgia but on profit.  Museums should be places where art and history combine to raise questions and create thoughtful conversation.  They should help us remember those things that bring shame and those things that bring us pride.  They should be a place where people come to look upon that which is beautiful and that which is profane.   This is what all museums should aspire to.  When profit becomes the very reason to exist I fear that those ideals will be left behind.  By using technology museums can give access collections that have not been available for years.  People living as far away as India could see the FieldMuseum in Chicago.  A student in Alabama could visit the Egyptian section at the BritishMuseum.  As technology advances, those connections will become more and more powerful.  I would hate to see those connections lost because they are not profitable.

Reinventing the Museum, the Third

I really appreciate the Kotter’s comments on what is really necessary for change in a museum. As Falk and Sheppard said, the changes we are experiencing today are revolutionary (385). Museums can no longer maintain the status quo without being left behind. That change, however, is in no way easy. Kotter points out that even when the will is there the odds are against you when wanting to change your museum. Instead of becoming discouraged by this perspective, I find myself encouraged. It will take people like us – fresh, motivated, and willing to work hard to make things happen – to move aid motivated museums into this revolutionary era.

The common theme I noticed in these pieces was a need for cooperation among a number of different people. I appreciate that Kotter especially pointed out that it takes more than a motivated curator or director to make change happen. It take the board, directors, curators, interns, and the community to really revolutionize a museum. I have been lucky enough to work with a museum that actually managed to bring everyone together and revitalize their museum. It was hard, there were a some patrons who were unhappy with the change (they were the type of people who were upset with *any* kind of change so I wasn’t too worried by their comments), and the work isn’t finished even 5 years into the movement. If we can adopt a simple majority of the skills laid out of us starting on pg 500, then I think each of these articles holds hope as much as realistic warnings for future museum workers and patrons.

Thoughts on Reinventing the Museum, Part III

The theme fit perfectly for this week, there needs to be change within the museum’s and how they conduct their business operations.  Like everything in life, things change, and museums need to change as we are in the twenty-first century. Falk and Sheppard’s section on “Creating a New Business Model” showed the importance of strategy within a business. If you do not have a strategy, the business is not likely to succeed. One of the things they brought up that seemed most relevant concerned the notion that museums, or non-profit organizations in general, need to follow the models of the for-profit organizations (383). I loved how they kept reminding us of the importance of change, nothing can stay static for very long in a society that is constantly evolving. They also stated museums once lived in a world free from the “tawdry demands of the marketplace.” (381). Well, that is not the case anymore and therefore changes must be made to cope with that changing market.

However, as Kotter noted in “Leading Change: Why Transformation Efforts Fail,” change is not easy and it takes a certain individual to make it happen (521). Leadership is required for change to take place and it makes sense because not everyone thinks they need to change, so it takes a leader to make it occur. The eight steps Kotter addressed to transform an organization were insightful and seemed relevant and logical approaches to tackling such a task. Simply by looking at what he claimed an organization needed in order to transform, it did seem a daunting task, but a necessary one in many cases where organizations have fallen behind in the twenty-first century.

The chapter “Museums and Libraries in the 21st Century” discussed the three shifts having effects on museums and libraries in this era: the economy, societal needs and audience expectations (497). With the changing society, technology, economy, etc, new skills are needed. In a country and a century that many consider technologically advanced, more interactivity is expected by the audience. As our society changes, the expectations do as well, therefore our organizations must change. A very enlightening set of chapters that stressed the need for change which it seems many are either fearful of or not prepared for.