Abstract
This study is a longitudinal ethnography of one art museum observed in three different times of 2011, 2015, and 2019, examining its changes and challenges attempting to transform from an organization that was considered elitist to a more inclusive and community-based institution. The museum implemented significant managerial changes in its management system transforming it from compartmentalized and hierarchical to collaborative and network-based. While there are many lessons and strategies that can be learned from this museum’s efforts, the study concludes that there is a limitation when the culture and actors of the system (museum) do not change. Reflecting its board and staff and the culture of hiring like-minded people, over the eight-year-period, the visitor composition stayed the same being white, well-educated, and wealthy despite the museum’s efforts to diversify its visitors. Changing managerial practices and simply offering diverse programs did not lead to serving more diverse people from the community. The structure, the culture, and the actors within the organization have to transform harmoniously in order to bring about a long-term and meaningful change. The study discusses what can lead to even further transformation where diverse groups of people can enjoy the museum and call it “their” space. This study theorizes the change process using open systems theory and suggests a model for a paradigm shift in museum practice that is truly inclusive and diverse.
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
Art Museum, Museum Management, Systems Theory, Paradigm Shift, Diversity, Inclusion
