Transcript PowerPoint-presentatie

Modes of institutional change
and leadership
Ben Kokkeler, Danielle Lokin, Wouter Groot
DISH Conference, Rotterdam,
2011
7/16/2015
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Programme
14:00
Opening, introduction of the programme
14:05
Brief encounter:
•
14:15
•
•
•
what do we mean when we talk about institutional change:
practices, hypes, chances
Introduction
Museums as intelligent organisations
Transformation: the crucial role of networked professionals
A conceptual model for conjoint transformational leadership
15:00
Break
15:05
From theory to practice
•
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Route map writing
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Brief encounter
• What do you see as institutional change?
• What are the main causes and drivers?
• What role do you play in it?
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Museums as intelligent organisations
• Museum development: a pathway
• Museum professionals as intelligent navigators
• Distributed intelligence in professional networks
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Transformation: the crucial role of
networked professionals
• Transformation of professional live
• Transformation of the consumer behaviour
• Transformation of the public and private spheres
Institutional change creates an opportunity for museum
professionals to develop conjoint transformational leadership
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A conceptual model for conjoint
transformational leadership
QuickTime™ en een
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zijn vereist om deze af beelding w eer te geven.
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A routemap for governance of
transformation
• Archetypical analysis – 4 quadrants, archetypical concepts
• Governance analysis – (annual) analysis of 3 aspects (distributed
conjoint agency, ambidexterity, entrepreneurship)
• Transformation pathway analysis (annual) analysis of 2 aspects
(protected spaces, third space)
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Archetypical concepts
• Museum as sanctuary
• Museum as place of entertainment
• Museum as collection of curiosities
• Museum as an open podium
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Museum as sanctuary
• The expert (curator, director) plays a leading role
• Authenticity is guaranteed
• Product: the universal truth
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Museum as place of amusement
• earning capacity
• contribute to community welfare
• event organisor
• reach out to a range of diverse target groups
• focus on leisure
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Museum as collection of
curiosities
• shows identities of ‘foreign kin’
• defines groups, identities, value systems
• freezes objects: shows appearances, not
functions or its ‘soul’
• heritage represents stories of hegemony
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Museum as a podium
• Museum is facilitator; source community adds
meaningful activities
• Active participation as means for mobilisation
• Museum does not supply answers, but poses
questions
• Museum stimulates networking, diversity of
opinions and debate
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Analysis of governance
QuickT i me™ en een
-decom pressor
zijn verei st om deze afbeel ding weer te geven.
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Analysis of pathways
Quick Time™ en een
-decompress or
zijn v ereis t om deze af beelding weer te gev en.
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E-culture as trigger and instrument for
public entrepreneurship
Topics at board room level
Roles of managers and leaders
Imago managers and leaders
Enterprising in networks
New relationships with stakeholders
Engaging financing partners in new ways
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eCulture and Public Entrepreneurship
Blurred boundaries public and private spheres
The citizen as central agents
New roles voor managers and leaders: moving from cooperation in
commercial arrangements, intrapreneurship towards an
entrepreneurial culture
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E-culture
Key notions
from consumer to prosumer
User generated content
Visitors add their own attributes, create patterns, share these with others
Crossmedia communication, not just text based
Use of distributed sources
Location and context based services
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‘e-Cultuur’ implies for your museum?
1. New ways for communication and
education
• sense making
• value sharing
• material and virtual/digital heritage
connected
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2. New roles and functions for staff and visitors
• inform
• meet
• share & co-operate
3. New goals: re-using and enriching knowledge
• knowledge production and education
• knowledge sharing and co-creation
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User-Case writing
a realistic visitor type in focus
this visitor seen as an informed partner
the collection in context with information sources
hat this visitor has access to
the museum visit as a string of visitor actions that
covers the information chain of the museum and
visitor related sources: previous to, during and after
he visit. On three levels:
– expertise and feelings that the visitor brings with him
– digital sources that he has access to
– digital sources that the museum manages or can influence
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