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1.
Lori Byrd Phillips 《Curator: The Museum Journal》2013,56(2):219-235
Museums today grapple with the reconciliation of traditional models of authority with the expectation to incorporate new voices in cultural interpretation. At the same time, society is increasingly empowered by a social Web that provides collaboration, connectivity, and openness. This paper frames the dialogue of authority and openness around parallel theories within the museum and technology communities, offering Wikipedia as a platform for facilitating new perspectives in collaborative knowledge‐sharing between museums and communities. Expanding on the metaphors of the museum as “the Temple and the Forum” and the Web as “the Cathedral and the Bazaar,” this essay argues that issues of democratization, voice, and authority in museums can be addressed through Wikipedia's community, process, and its potential as a model for a new Open Authority in museums. 相似文献
2.
Andrew J. Pekarik 《Curator: The Museum Journal》2010,53(1):105-115
The ways that museums measure the success of their exhibitions reveal their attitudes and values. Are they striving to control visitors so that people will experience what the museum wants? Or are they working to support visitors, who seek to find their own path? The type of approach known as “outcome‐based evaluation” weighs in on the side of control. These outcomes are sometimes codified and limited to some half‐dozen or so “learning objectives” or “impact categories.” In essence, those who follow this approach are committed to creating exhibitions that will tell visitors what they must experience. Yet people come to museums to construct something new and personally meaningful (and perhaps unexpected or unpredictable) for themselves. They come for their own reasons, see the world through their own frameworks, and may resist (and even resent) attempts to shape their experience. How can museums design and evaluate exhibitions that seek to support visitors rather than control them? How can museum professionals cultivate “not knowing” as a motivation for improving what they do? 相似文献
3.
Nancy Proctor 《Curator: The Museum Journal》2013,56(1):105-106
“Crowdsourcing” is a practice that combines the concepts of “the crowd” and “outsourcing.” Introducing two articles on crowdsourcing in this issue, Nancy Proctor argues that—although we associate crowdsourcing with Web 2.0 and the social media revolution—its origins stretch back to the nineteenth century. Crowdsourcing is examined for its usefulness in creating radical new relationships between museum constituents, users, and institutions—putting the “wisdom of the crowd” in dialogue rather than in competition with formal institutional knowledge. 相似文献
4.
Daniel Spock 《Curator: The Museum Journal》2006,49(2):167-180
Abstract Museum practice is in the midst of a fascinating practical and theoretical trajectory. The mandate that museums place education at the center of their public service role has had the effect of framing a new set of questions and—inevitably—problems. If museums have primary value to society as educational institutions, what kind of learning actually happens in them? Jay Rounds and John Falk, writing at the leading edge of this inquiry, explore curiosity, motivation and self‐identity as paramount considerations for the special type of learning museums promote. Their analyses present interesting challenges for the museum practitioner, who may observe that people find the pursuit of curiosity pleasurable and value it more highly than knowledge acquisition. The practitioner may conclude that museums have a calling: They stand for the value of curiosity for its own sake, and for that reason will never wear out their welcome. 相似文献
5.
Susan Mancino 《Curator: The Museum Journal》2016,59(2):141-152
Throughout their history, museums have performed diverse public services: from preservation, collection, and exhibition, to interpretation, education, and civic engagement. As Stephen E. Weil ( 2002 ) explains, since the mid‐twentieth century, museums have experienced two major revolutions. First, a revolution in focus from collection‐oriented to visitor‐oriented practices, and second, a revolution in public expectations as museums secured a position within the nonprofit sector (81–82). With competition for public, private, and philanthropic support resting upon measurable results, the evaluation of museums depends upon its ability to “accomplish its purpose” (5). However, the question remains: what is the museum's purpose? Which is the more important: collection and artifact preservation, or public engagement and education? An overview of museum practices reveals a multiplicity of professional tasks distributed among three imperatives: preservation, scholarship, and programming (Weil 2002 , 11). The competition for resources devoted to each of these imperatives can spark controversy—particularly if museum professionals answer the question of the purpose of museums differently. Organizational communication scholar, Janie M. Harden Fritz, developed a theoretical framework that seeks to respond to such controversies in Professional Civility: Communicating Virtue at Work. This essay considers Fritz's “professional civility” in the context of the American museum sector, lending insight to the question of museum purpose and function. 相似文献
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7.
Edith Doron 《Curator: The Museum Journal》2009,52(2):169-182
Abstract Describing actual museum‐wide events developed for the culturally charged arena of the Brooklyn Children's Museum, this article explores the philosophical and pedagogical double binds that have brought multiculturalism to a political impasse. Museums have strived to be valued resources in an increasingly diverse society. In aspiring to broaden their audience base, their work has shifted from developing educational policies that are “object‐centered” to those that are “community‐centered” — a change of strategy affecting everything from programs to exhibit design. Children's museums — distinct (if not marginalized) from the serious work of the traditional art or ethnographic or natural history museum — know and indeed say in their very name — “children's museum” — that they are for the sake of someone and not about something. They have always already been attuned to the visitor at the threshold. 相似文献
8.
Andrew Shouse Bruce V. Lewenstein Michael Feder Philip Bell 《Curator: The Museum Journal》2010,53(2):137-154
Abstract In this article, the editors of the recent National Research Council report Learning Science in Informal Environments: People, Places, and Pursuits discuss the report’s implications for museum professionals. The report is a synthesis of some 2,000 studies and evaluations of learning in non‐school settings such as museums. Here we focus on three specific topics discussed in the full report, which we see as particularly important for museum professionals. These are: a framework for developing and studying science learning experiences; cultural diversity as an integral resource for learning; and assessment of learning. Many museums include “learning” among their goals and many researchers concern themselves with how museums and other settings can be organized to support learning. Yet this wealth of research is rarely brought into focus and offered as guidance to the museum community. 相似文献
9.
Abstract This paper presents some personal perceptions about “drivers of change,” which have impacted the role and nature of museums since the 1980s, leading to the rise of the visitor‐centered museum. Such changes mirror developments occurring in society. In the case of museums, a decline in public funding has occurred at a time when increased resources are required to enable museums to successfully compete for the visitor dollar in the expanding “experience economy.” The authors suggest that the role and nature of museums in the future will be shaped by their responses to many challenges, the most important being: how to increase visitor numbers without negatively impacting on visitor satisfaction; how to adjust policy and practice as museums approach the limits of visitor growth; how to start to reverse the trend of declining public funding by demonstrating museums’ value to society through the adoption of community‐centered policies and practice; and perhaps the most unpredictable, how museums will adjust their policies and practices in the face of possible climate change. 相似文献
10.
Elaine Heumann Gurian 《Curator: The Museum Journal》2010,53(1):71-85
In this paper, I suggest that museums have not explored their potential opportunities enough when dealing with their communities under stressful conditions. Each reader, however, should decide when what I am talking about is no longer appropriate for museums in general or your museum in particular. While some museums have moved more in the direction of serving their communities, I am struck by how little philosophical change has actually taken place in most museums after a year into this universal economic downturn. I argue that incorporating a broader palette of social services may make institutions more useful, but at some point these institutions might cease to be traditional museums. My question would be: “Should you care?” I do not suggest that all museums become full‐service community centers, though some might explore that option. Perhaps the question might become: How do we expand our services so that we make museums’ important physical assets of safe civic space and objects useful for tangible three‐dimensional learning into more relevant programs that reach all levels of community, and are rated by many more as essential to their needs and their aspirations for their children? 相似文献
11.
Jan Packer 《Curator: The Museum Journal》2008,51(1):33-54
Abstract This paper explores the beneficial outcomes that visitors seek and obtain from a museum visit, in terms that are not related to learning outcomes. It uses a deductive qualitative approach to investigate the meaning and value of a museum visit from the visitors' perspective. Three different levels of the meaning of the experience are considered: the attributes of the setting that visitors value; the experiences they engage in; and the benefits they derive. The findings confirm the importance of the “satisfying experiences” framework for understanding visitor experiences in museums, and extend this understanding in relation to the beneficial outcomes these experiences produce. The study also highlights the importance of “restoration” as an outcome of a museum visit. It is argued that the concept of the museum as a restorative environment, which enables visitors to relax and recover from the stresses of life, is worthy of further research attention. These insights will enable museum practitioners to better understand and meet their visitors' multiple needs and expectations. 相似文献
12.
Chaim Noy 《Critical Studies in Media Communication》2016,33(4):308-323
The move from “old” to “new” media centrally involves a shift in participatory possibilities, through which individuals and communities differentially access and populate the public sphere, assume voice, and partake in open discussion and debate. This paper offers a rich ethnographic case study of new participatory media in the shape of commenting systems in museums. By portraying the similarities and the differences in communicative affordances between two museum media—traditional visitor books, on the one hand, and a digital and immersive interface, on the other hand—light is shed on how media invite and intervene in possibilities for public participation. Furthermore, with their emphasis on visual design and display, studying participatory public media in museums helps highlight the semiotic construction of the public sphere as such, and how the notion of the public and laypersons’ contributions are materially displayed. Analysis of communicative affordances reveals the politics of remediation, and supports recent hesitations with regard to the promise of newer and “smarter” media: digital media affords more interaction than their analogue predecessors, but participatory content-production via analogue media is found to be discursively richer on a number of grounds. 相似文献
13.
Jay Rounds 《Curator: The Museum Journal》2012,55(4):413-434
Abstract Currently dominant ideas about the social accountability of museums demand that museums produce “intended outcomes”: positive changes to visitors. Proponents commonly depict this process as a “logic model,” a tightly controlled sequence of events that moves from goal to intended outcome. A tightly coupled system obliges all elements to work toward a common goal. But studies in a variety of fields have shown that tightly coupled systems are achievable only under specific environmental conditions, which are not met within the network of relationships in which museums work. Instead, this article views the museum and its relationships as a loosely coupled system. Each element has its own purposes, and strives to maintain its own autonomy. Interests overlap, but are not identical. In the loosely coupled system, encounters generate a wide and unpredictable range of events. This approach offers advantages for the long‐term sustainability of museums. 相似文献
14.
Peter Walsh 《Archives and Museum Informatics》1997,11(2):77-85
In most existing art museum Web pages, the values of the museum dominate the values of the Web. Therefore, museum Web pages often electronically duplicate familiar museum products – floor plans, collection catalogues, event calendars – rather than transforming the idea of the museum by adapting the values of the Web.This paper will seek to show how art museums and technologists can come to understand each other and use their differences productively by:1. Orienting museum Web sites towards projects that can only be done on the Web and not on paper.2. Using the Web to overcome the many limitations to understanding imposed by the physical art museum.3. Using the interactive potentials of the Web to change the one-way flow of information from art museum to visitor to a two-way flow which also moves from visitor to museum.4. Infusing the orientation towards constant change into the art museum so that the Web helps the art museum to reinvent itself. 相似文献
15.
Klaus Müller 《Curator: The Museum Journal》2002,45(1):21-33
Abstract This paper investigates issues of museums and virtuality. In considering the diverse ways that museums are approaching virtuality, the focus here is on the common ground and shared objectives, rather than the differences between museums and their virtual re‐creations. Put simply, on‐site museums and their online counterparts are merely two ways of exhibiting cultures. In this sense, “virtuality” is a fundamental exhibition practice. The World Wide Web has become increasingly relevant to such core museum tasks as collecting, preserving, and exhibiting. Digitization of objects in digital heritage programs has led to new forms of collection management and unparalleled access to virtual replicas of museum artifacts. This transformation is inspiring new forms of preserving and displaying cultures both on‐ and off‐line. A successful digital expansion will largely influence whether museums can sustain their cultural authority and position in the 21st century. 相似文献
16.
Research has highlighted the vast gulf that exists between experts' and novices' understandings of science, and how difficult it is to bridge this gulf. When this research is applied to the design of museum exhibits and outreach material, it becomes clear that there is a tension between being scientifically correct and communicating effectively to a broad, diverse audience. In this paper we present a new approach to thinking about science learning in museums. Drawing on decades of research from the learning sciences, we argue that being “wrong” is an inescapable part of learning, and that not all simplifications are problematic. Instead, being “wrong” involves the gradual restructuring of many fine‐grained intuitive or commonsense notions that persist throughout the learning process and play an essential role in scientific expertise. We discuss the implications of adopting this approach for museum design. 相似文献
17.
John W. Jacobsen 《Curator: The Museum Journal》2010,53(3):281-289
Abstract The museum family in America is in danger, and perhaps other museum families across the globe are, as well. Management has failed our mission by focusing on outputs like attendance numbers, and audience researchers have failed management by not shedding light on the connections between the pleasure of learning and attendance—or, if you will, between individual gains and a museum’s public value. This research vision for museums looks at how you can make that connection and save museums in their hour of need. 相似文献
18.
SALLY ANNE DUNCAN 《Curator: The Museum Journal》2002,45(2):93-108
A recent lecture series at the Harvard University Art Museums titled “Art Museums and the Public Trust” marked the eightieth anniversary of the founding of Harvard's famed Museum Course. A graduate seminar begun in 1921 by the Fogg Art Museum's associate director, Paul J. Sachs, the Museum Course became the primary training ground for art museum leadership in the first half of the twentieth century. The 2001 commemorative lecture series was intended to foster a healthy debate on the place of the art museum in Anglo‐American culture. Instead, the speakers, veteran directors of America's and England's most prestigious art museums, invariably returned to one concern: authority—theirs and that of the art museum itself in contemporary society. Authority was at the heart of the Museum Course decades earlier, tellingly explored in annual debates around two significant topics. The first debate involved the pros and cons of including period rooms in American museums. In the second, students argued about whether America's established art institutions should collect the work of living artists. Questions of how museums should respond to the interests of audiences and communities, their responsibility to contemporary artists, and the meaning of a public trust trouble America's museum leadership now as then. This article explores the common ground between the Museum Course debates of the 1930s and Harvard's recent commemorative “debates” by America's contemporary museum leaders and comments on its significance for today's museums. 相似文献
19.
This paper describes a conceptual framework for the way museum managers might categorize different kinds of program opportunities, both existing and potential. This systematic approach to program planning may be useful to managers in museums seeking to expand their programs' scope and scale. The basis for this concept is borrowed from the outdoor recreation discipline, which sought, in the 1970s, to find a common language to describe supply and demand for recreation opportunities and to understand recreation opportunities in a geographic context of available natural resources. In this paper, the concept is adapted for museums and museum going as a leisure activity. The article first explores the linkages between museum supply and demand as they relate to a larger leisure marketplace. The Recreation Opportunity Spectrum (ROS) is then described as it is used for outdoor recreation decision making. Following this practice, museum demand opportunities are defined and elaborated by example, and a “Visitor Opportunity System”—modeled after ROS—is presented. Specific examples are provided for applying this system approach to a variety of museum practices and planning scenarios. 相似文献
20.
Charity M. Counts 《Curator: The Museum Journal》2009,52(3):273-288
Abstract Intrigued by the crowd‐pleasing effects of “the spectacle,” some museums and exhibition designers have begun to enlist the principles used by theaters, theme parks, and public attractions in order to turn museum venues into awe‐inspiring experiences — thereby elevating this inclination into a principle we call Spectacular Design. This article summarizes the results of a year‐long study that compared and contrasted two categories of spectacle: museum and non‐museum. The concept of spectacle is here examined, and a formula is identified, so we can see the commonalities present in Spectacular Design both in public attractions and in museum exhibitions. The hope is to redefine the model for the museum field. 相似文献