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The Journey of Change Continues: Making the Permanent Move to “Agents of Change”

When I began the Art Museum Teaching site back in 2011 (now almost 11 years ago), my main goal was to create community — to develop a space online where educators and museum thinkers could share ideas, questions, and insights as we reflected on our practice.

It was also about having a space where we could be personal, vulnerable, and human with each other — leaving behind some of the depersonalizing traditions of academia or the institutional workplace. I wrote from my own personal voice, and regularly invited contributing authors to share their insights from their own personal voice and lived experiences.

Over the years, this site grew into a collaborative online forum for reflecting on critical issues in the field of museums, including issues of teaching and learning as well as community engagement, equity & inclusion, social justice, and reflective practice. Through more than 260 posts from myself and nearly 60 incredible guest authors (many of whom have since become close friends and colleagues of mine), this forum has brought together over 500,000 people from around the entire world to engage in a dialogue about museum practice, teaching practice, and community practice. We also organized some pretty amazing in-person, events, including a few Museum Teaching Throwdowns, Gallery Teaching Mashups, and, my all-time favorite, the Gallery Teaching Marathon in San Diego back in 2014. These events were such a key part of building community in the early days of Art Museum Teaching, and I’m grateful for everyone who helped make these possible.

This all started with a simple idea to bring people together in an effort to change museum teaching through experimentation, self reflection, personal & professional growth, and being the change we wanted to see in our field. Over the years, this focus on change has become a central part of my journey to build a better future for museums. That was the impetus for my 2021 book Museums as Agents of Change, and for so much of my professional work in recent years.

Now that journey of change is shifting online platforms, permanently moving from Art Museum Teaching to my new Agents of Change publication on Substack.

Making the Move

After a couple years of pausing my work with Art Museum Teaching, I’ve decided to officially write the last chapter at this site and make a permanent move over to the new Agents of Change publication. It has been an amazing 11 years dedicating my time to Art Museum Teaching, but I think it’s time for me to fully focus my work on growing this community of changemakers through Agents of Change.

As part of my efforts to keep this community together (and to continue to offer resources and support for this incredible group of educators and thinkers), I am going to transfer all the “email followers” over to the new Substack publication. If you are part of this group, you should receive a welcome message inviting you to the Agents of Change publication. I hope that you decide to become a regular part of the growing Agents of Change community, through which you’ll receive new content and posts.

If you have been following Art Museum Teaching through WordPress or simply finding this site through Google or social media, I welcome you to join us over at Agents of Change. To Subscribe, just click on this link and enter your email. It’s that simple!

Here are just a few examples of posts featured this past year through Agents of Change:

I will keep the archive of posts and content here on the Art Museum Teaching WordPress site for as long as I can, since I know that many people still use this site as a resource. There is some powerful, insightful writing here, and many useful posts that continue to be relevant and urgent. I hope to share some of the jewels from this community through Agents of Change, too.

Photo by Ross Findon on Unsplash

So What is Agents of Change?

Agents of Change is a new Substack publication that I launched in the fall of 2021, focusing more broadly on how we can bring human-centered change to our work in museums, nonprofits, and beyond. I’ve been engaged in strategies of change for more than a decade now through my work and activism in the museum field as well as my work in environmental education, and I’m excited to be taking this new step to share what I have learned over the years, help support others in their change practice, and continue my own learning process.

I believe that we all have a role to play in demanding, creating, and supporting the change we need to see in the institutions that shape public life. But that change cannot truly start until we first look inside ourselves. 

I see Agents of Change as a space to expand our conversations around change, share new and ever-evolving ideas that can help us all advance change, and bring those strategies to our organizations (museums, arts & culture organizations, and more). I launched this publication so that it can become a resource and guide for those stepping up to become changemakers in their own organizations and communities, and to bring people together around key issues, questions, and strategies to make this change happen. 

A couple times a month, you’ll get free posts from me offering key questions, strategies, and resources designed to support you and to bring our changemaker community together to support each other. I encourage you to see this as a platform for active exchange, connection, and dialogue, so please add your thoughts, experiences, and questions to the comments. I’ll also be sharing audio notes (kind of like a mini podcast) and thread posts which encourage you to share your questions and experiences. And I’m sure there will continue to be experimentation and guest contributions, just as there was with Art Museum Teaching.

I have also begun a series of independent professional development & growth programs to further support changemakers and form an even stronger community. I offered my first-ever Summer Institute for Changemakers this past summer with huge success, and am now accepting registration for the Fall Institute for Changemakers (which starts September 27th). There will be more options for people to get involved as the Agents of Change publication expands and evolves this fall and into next year, including a new paid subscription option for those interested in more support, content, and ways to connect. But don’t worry, the free subscription option will always be available.

I believe that it is the deeply human act of love that is the utmost core of our work to transform organizations into more generous, welcoming places that center community, equity, connection, and care. And I’m excited to advocate for this transformation in a broader way, and work with people across all types of institutions, at all levels of their career, and across all boundaries.

I began Art Museum Teaching with a passion for change, and it is this passion that I bring to Agents of Change and this growing community of changemakers.

We Are All Agents of Change

In 2000, visionary science fiction author Octavia Butler wrote an essay for Essence Magazine entitled “A Few Rules for Predicting the Future.” At the start of the essay, she describes an encounter she had with a student while signing books after a talk she gave. The young man seemed overwhelmed by the daunting scope of the problems that Butler writes about in her books, asking her, “So what’s the answer?”

“There isn’t one,” she responded. “I mean there’s no single answer that will solve all of our future problems. There’s no magic bullet. Instead there are thousands of answers—at least. You can be one of them if you choose to be.”

I believe that we all have a role to play as agents of change in our own work and our own lives—choosing to be one of those “thousands of answers” that Butler refers to. We all have a role in solving our current crises because I believe that we absolutely can transform museums and nonprofits.

We can have hope for a better future and begin building that future right now. It is up to us to choose to step up, be a solution to the problems we’re experiencing, and make this change happen together.

Thank you all for being part of this journey with me, and for continuing to be part of this incredible community of changemakers!

See you over at Agents of Change!

“It’s Been Two Years Since…” – Reflecting on being laid off & where I am now after two years

IMPORTANT NOTE: I want to let the Art Museum Teaching community know that I am moving my writing over to my new Substack publication called “Agents of Change.” I started this publication around the end of last year, and I’ve been posting there each month on topics that emerge from my book, Museums as Agents of Change, and issues related to change and how we can all become changemakers. The Art Museum Teaching site has been around for 10 years now, and I am grateful for the community that has formed here (and or everyone who has contributed to this site over these years). I invite you to Subscribe to my Substack, and join this growing community of changemakers. I’ll be expanding this publication throughout this year, adding different types of content and programs to offer strategies, support, and guidance. I hope to see you there. And, again, thank you from the bottom of my heart for being a part of Art Museum Teaching.


A week after the COVID pandemic shut down most museums across the country, I joined the ranks of thousands of museum workers who were laid off from their jobs. Of all the things that happened in the chaotic month that was March 2020, this is the event I remember most. 

I distinctly recall the acidy taste in the back of my mouth after the brief, life-altering Zoom call. I remember feeling dizzy. It was quite literally a moment that threw me off balance more than almost any other single moment in my life thus far.

What I remember most was the seething anger I felt. Anger at the museum, of course—at those who made this decision—but also anger at myself. A part of me at the time couldn’t help but feel that it was somehow my fault. I felt ashamed, embarrassed, and experienced a lot of self doubt. The anger hung on for a while even as the initial shock and panic of losing my “job security” wore off. 

But here’s the thing… over time, I was able to work through this anger in ways that have helped me to move on. And now, on this two year anniversary, I’m ready to share some of that process.

A lot of you have been going through your own “it’s been two years since…” moments this month. If you had an experience that was anything like mine, the memories have likely also brought a lot of complex and difficult emotions back to the surface.

The feelings are still here for me, too. But I’ve learned, and I’m growing, and I’m moving forward with a sense of optimism. And I’m hoping that by sharing my own process for getting here, it’ll be helpful for others too.

I took this photo of my empty desk and office after I packed up all my things (March 2020). It was the last time I was in that building, until just this past week.

A Journey of Healing and Repair

The sudden and dramatic shift out of museum employment (right at a moment when a global pandemic altered every aspect of our lives) was a bit like an out of body experience. 

I’d been working in a museum for so long (more than 15 years, by that point) that I had forgotten what it was like not to. I had wrapped my identity so tightly around my work for an institution that I felt a blurry sense of loss of identity without my job. And then, of course, there was the anger; deep wells of anger that initially overtook almost everything else.

My first steps involved disentangling my own sense of self as a “museum employee” from all the other ways I can know and understand myself, my whole self.  I found peace and joy in the simple things, like spending time with family and taking daily walks around our neighborhood with my spouse. I sought connections with close friends through outdoor meetups, and I connected with nature through regular hikes in parks and even gardening.

I also began to channel my creative energy into other kinds of work that felt rewarding, such as the illustration and design work that I do as a co-creator at Super Nature Adventures.  I had been lucky enough to have started this small business with my spouse a few years before the pandemic, and helping it thrive gave me a new sense of purpose during those first tough pandemic months. 

I also sought ways to engage my body—mostly through trail running, which has long been a tool for my own healing and care. I found community and a sense of belonging in a different way through outdoor running groups.

My social media post from the day I found out I was leaving my museum job; reflecting on what matters to me, above all else.

The Guidance of Key Teachers Through This Process

At the same time as I was working on disentangling myself from my identity as a “museum employee,” I was also seeking out spiritual teachers and philosophers that I had long admired or heard about in connection to their work on going through periods of upheaval and uncertainty. These included Lama Rod Owens, Kazu Haga, and Pema Chödrön.

I felt like I needed a North Star to guide me down this path of uncertainty and the unknown. And their writings, especially, helped me to get my head out of museums and to focus my attention on what matters most in my life, above all else.

These books truly helped me make it through this life change and the pandemic itself. I return to their pages on a regular basis.

Through the pages of his book Love and Rage: The Path of Liberation through Anger, Lama Rod Owens taught me how to gain control over my anger and see it as a teacher pointing me in a new direction. He writes:

“When I don’t have agency over my anger, it actually has agency over me.”

A reread of Pema Chödrön’s classic text When Things Fall Apart taught me (again) that these experiences of ‘falling apart’ are what make us truly human. 

Like Owens, Chödrön invites us to treat these moments as our greatest teacher. Here is my favorite passage from her book:

“Things falling apart is a kind of testing and also a kind of healing. We think that the point is to pass the test or to overcome the problem, but the truth is that things don’t really get solved. They come together and they fall apart. Then they come together again and fall apart again. It’s just like that. The healing comes from letting there be room for all of this to happen: room for grief, for relief, for misery, for joy.”

Through his writings in Healing Resistance: A Radically Different Response to Harm, Kazu Haga helped me understand the possibility and hope of radically transforming institutions—like museums—to center deeply human values of love, compassion, and healing. In his book, Haga writes:

“In the same way that violence has been institutionalized, we can institutionalize its antidote—nonviolence. We can build institutions, structures, and policies that are constantly reinforcing a new way of relating to each other. When practices are constantly reinforcing justice, healing, accountability, forgiveness, love, and understanding, we can start changing who we are.”

All of these teachings provided me with a reframe of everything that had happened to me, and allowed me to think in more complex and productive ways about how to move forward. Haga’s words even helped me to see my own agency in the work of transforming museums. All of this also became the groundwork that helped me return to museums through a different framework, and compelled me to finish the book project that I had been working on for years. 

Before the end of 2020, I had submitted the final manuscript for Museums as Agents of Change, which took a slight shift toward being a resource for museum professionals (and anyone) interested in being a part of the transformation so desperately needed in museums. I wrote the final chapter of my book as a reflection from this place I now stood, asking from the heart:

“What if love, above everything else, was the core value that steered the radical change needed in museums today?”

Letting Go … Really Letting Go

Perhaps the most important concept for me to move on and through the process was to embrace the concept known as radical forgiveness. 

Radical forgiveness is different from the kind of forgiveness we often see and hear in popular culture or that we learned when we grew up as kids. Often (too often), when we hear of forgiveness, we see it as a kind of tit-for-tat. It relies on receiving an apology from someone that has done harm to us, and then we can make a choice to extend forgiveness. In this traditional sense, forgiveness involves a certain amount of blame and judgment.

Rather, as psychiatrist Gerald Jampolsky has explained, radical forgiveness “really means letting go of our perception that we need to hold a grievance the rest of our lives.” It is essentially a process of letting go.

I first heard Amber Johnson speak about radical forgiveness during a Justice Fleet pop-up exhibition project here in Portland, and the way she frames it continues to resonate with me:

“Radical forgiveness is a fluid and deliberate process that allows us to repair the tears, rips, and gaping wounds that impede us from being better versions of ourselves and bettering our world.”

Radical forgiveness doesn’t mean we absolve the person who caused us harm. This is key. You have to let go of that notion in order to truly move on. Instead, what radical forgiveness focuses on is how we can learn to find growth in ourselves. 

The journey of radical forgiveness is one of the single greatest challenges we face in life, yet moving through this process gives us a profound sense of freedom—freedom from the past, from grudges, from blame. We simply cannot let that act of harm, pain, and trauma continue to control the way we live our lives.

This framework is well expressed in these words from Rev. angel Kyodo Williams, spiritual teacher and founder of the Center for Transformational Change: 

“The forgiveness is actually our way of ritualizing permission to move on, to not have our ability to reconcile pain and difficulty be incumbent on working it out with the other person. So it isn’t about forgiveness—I go and get them and tell them that now I have forgiven you—but it is a self-practice of releasing ourselves from the dynamic in which we’re wanting something from the other person that we can’t necessarily ever get.”

Giving Myself Permission to Move On

Last week, I took what I see as an important final step in this process of letting go and radically forgiveness. 

I visited the museum where I used to work … for the first time since being laid off two years ago.

I stepped into the museum as a different person than I was before.  Grounded in a new identity, I entered the space as a visitor, a guest, a community member, and a parent (who spent a lot of time exploring the galleries with his son). 

After two years, this is the first time I visited my old museum. Lots of complicated feelings, and a lot more to process. I plan to visit again soon.

Was it easy? No. I still held a lot of complicated feelings from the past—that’s why it took me two years to return to this institution, this place. But it was good to experience the museum differently, as a parent and visitor. As someone disentangling myself from an institution.

It was also good to see and feel the experience of going there, and recognizing how my own work there had made a difference and shaped the change that continues to happen.

And throughout the process I was also reminded, as Pema Chödrön reminds us, that healing comes from giving room for all of it—grief, joy, relief, misery, all of it—to happen and happen again. To fall apart, and to come together.

We are in process, we grow, we change. And then it happens again.

It’s Been Two Years Since…

So. We are all in process aren’t we?

How about you? What do you feel comfortable talking about from two years ago? What have you been able to move on from, and what are you still working on?

Have you given yourself permission to move on? What might radical forgiveness look like to you? 


I wanted to express special thanks to my spouse Bryna Campbell for helping me find my wording throughout this essay and personal reflection. It’s never easy putting words to this type of process and experience.

Refocusing Museums on People: my dreams for museums in a post-COVID world

Written by Isabel Singer

Reposted with permission from American Perceptionalism, a site dedicated to examining how museums are reinventing themselves in a changing world.

As I watch museums lay off thousands of highly qualified underpaid staff during this pandemic, I have been asking myself why I keep investing in museums.

Museum staff are overwhelmingly white, straight, and able-bodied, and museum leaders are overwhelmingly male. For centuries museums have told stories about a diversity of people, presenting these stories from the perspective of those in power. Thereby, museums have bolstered white supremacy, sexism, colonialism, ableism, heteronormativity, and a lot of other icky isms. The pandemic layoffs are only exacerbating this situation. 

In fact, museums were explicitly designed to reinforce these icky isms. In a blog post for the SuperHelpful newsletter, I wrote about the book Museums and the Shaping of Knowledge by Eileen Hooper-Greenhill, relaying her argument that:

“our modern museums are based on the model of early nineteenth century French museums. The French government invested in these museums to mold French people into ‘good’ citizens. They empowered experts (curators) to organize collections and tell visitors what to think about the world (interpretation). Through their interpretation, the experts encouraged individuals to obey societal norms, such as those around dress, communication style, physical gesture, family structure, sexual ethics, gender presentation, and more. They marked people and objects that strayed outside of these norms as disruptive or dangerous. The French model spread throughout Europe, leading to many of the best practices and physical infrastructure of nineteenth and twentieth century museums. Although the way we structure museums has significantly evolved over the past two hundred years, much of our practice is still rooted in this public museum model.”

https://unsplash.com/photos/oLhTLD-RBsc

I don’t want to live in the world that museums have helped to create. 

I want to help create a world where…

  • Every person matters equally. Everyone is needed. No one is disposable. 
  • “Normal” is not venerated. Difference is just different, not disruptive or dangerous. 
  • Empathy is the most venerated trait. Not intelligence. Not wealth.
  • Individuals and organizations are judged by how well they live their values. Feelings and statements are not enough. 

Maybe I am crazy, or hopelessly naive, but I believe museums could become a nursery for a better world … if they make a lot of changes.

https://unsplash.com/photos/XBDHmIXvsvM

Museums were designed to tell stories about the world; we can change what stories they tell and how they tell them. As Hooper-Greenhill reminds us in her conclusion to Museums and the Shaping of Knowledge:

“the radical potential of material culture, of concrete objects, of real things, of primary sources, is the endless possibility of rereading.… because meanings and interpretations are endlessly rewritten, we too can seize the opportunity to make our own meaning, and find our own relevance and significance” (Hooper-Greenhill, 1992, p. 215).

However, telling new stories about material culture and primary sources is as much about who tells the stories as it is about the content. We need to empower historically marginalized groups to tell their own stories in our spaces. In the book Emergent Strategy, the social justice organizer adrienne marie brown describes the type of storytelling I dream of more eloquently than I ever could. “We are in an imagination battle,” brown states.

“Trayvon Martin and Mike Brown and Renisha McBride and so many others are dead because, in some white imagination, they were dangerous.… Imagination gives us borders, gives us superiority, gives us race as an indicator of capability. I often feel I am trapped inside someone else’s imagination and I must engage my own imagination in order to break free…. We have to ideate – imagine and conceive – together. We must imagine new worlds that transition ideologies and norms, so that no one sees Black people as murderers and Brown people as terrorists and aliens, but all of us as potential cultural and economic innovators. This is a time-travel exercise for the heart. This is collaborative ideation” (brown, 2017, pp. 18-19).

https://unsplash.com/photos/slHj-A9HQp0

In order to create space for real “collaborative ideation” in museums, we need to transform our view of audiences; instead of seeing passive visitors, we need to invite active co-creators. We need to transform our storytelling process by becoming participatory cultural institutions. In The Participatory Museum, Nina Simon defines a participatory cultural institution as:

“a place where visitors can create, share, and connect with each other around content. Create means that visitors contribute their own ideas, objects, and creative expression to the institution and to each other. Share means that people discuss, take home, remix, and redistribute both what they see and what they make during their visit. Connect means that visitors socialize with other people—staff and visitors—who share their particular interests. Around content means that visitors’ conversations and creations focus on the evidence, objects, and ideas most important to the institution in question.” (Simon, 2017)

I believe that when participatory cultural institutions facilitate collaborative ideation, they help change who holds power in our society and how that power operates. Tony Bennet argues in the introduction to his essay collection Museums, Power, Knowledge that historically, when museums changed the stories they told, they served “as a prelude to the production of new regimes of truth” that “in turn, produce their own distinctive power effects.”

For example, before the British Great Exhibition of 1851, museums told stories that made “royal power manifest and, accordingly, the pinnacle of representation governing the ordering of things was the prince or monarch.” The Great Exhibition told new stories centered around capitalism and industrialization. Following the Exhibition there was a huge boom in the development of public museums. The new approach to storytelling fostered at the Exhibition helped shape these new museums into places that produced and reinforced governmental and biopolitical power, instead of the older system of sovereign power (Bennett, 2017). When we democratize storytelling in museums, we help produce a more equitable distribution of power in our society.

https://unsplash.com/photos/cw-cj_nFa14

The most effective way to make museums participatory is by pivoting our primary focus away from the institutions and their stuff and towards investing in relationships and people – custodians, security guards, ticket takers, docents, educators, exhibit developers, registrars, project managers, co-creators (formerly known as visitors), board members, executive directors, and other stakeholders. As the Cooper Hewitt toolkit for transforming the museum experience states, “people, not objects, are the vital spirit of museums” (Brackett et al., 2021, p.10).

Investing in relationships is the best path towards change because, as adrienne maree brown taught me, change happens in fractals. “The patterns of the universe repeat at scale,” she said.

“What we practice at the small scale sets the patterns for the whole system… transform yourself, transform the world. This doesn’t mean to get lost in the self, but rather to see our own lives and work and relationships as a front line, a first place we can practice justice, liberation and alignment with each other and the planet.” (brown, 2017, p. 52-53)

In short, if we invest more in the people who make museums, we can make museums work for more people.

Most of the museum people I know, especially emerging professionals, are smart, idealistic, hardworking, thoughtful, and care about making our society more equitable. I am asking myself “how might we advocate to get museum people the resources they need to transform museums into nurseries for a better world?” – resources like training in facilitation techniques for collaborative ideation, the time to build strong relationships with prospective co-creators, the freedom to be more creative, and the salaries they deserve for their expertise and experience. I am brainstorming ways can we better support each other. Will you brainstorm with me?

I have a few small ideas to start us off:

https://unsplash.com/photos/OOz6o-85r-s

Sources

Bennett, Tony. Museums, Power, Knowledge: Selected Essays. London ; New York: Routledge, 2017

Brackett, Shanita, Isabella Bruno, Kayleigh Bryant-Greenwell, Alexandra Cunningham-Cameron, Silvia Filippini-Fantoni, Marie Foulston, Rachel Ginsberg, et al. “Tools and Approaches for Transforming Museum Experience.” Cooper Hewitt Interaction Lab. Accessed March 25, 2021. https://www.cooperhewitt.org/wp-content/uploads/2021/03/Tools-and-Approaches-for-Transforming-Museum-Experience-v.1.0.pdf.

Brown, Adrienne Maree. Emergent Strategy: Shaping Change, Changing Worlds. Chico, CA: AK Press, 2017.

Hooper-Greenhill, Eilean. Museums and the Shaping of Knowledge. London: Routledge, 1992.

Morgan, Kelli. “To Bear Witness: Real Talk about White Supremacy in Art Museums Today,” October 24, 2020. https://burnaway.org/magazine/to-bear-witness/.

Munro, Jeremy. “Why Do We Keep Working in Museums?,” March 24, 2021. https://itsfreerealestate.home.blog/2021/03/24/why-do-we-keep-working-in-museums/.

Simon, Nina. The Participatory Museum. Santa Cruz, CA: Published by Museum 2.0, 2017.

Singer, Isabel. “Museums Are Perfectionist Control Freaks.” SuperHelpful Letters. Accessed February 8, 2021. https://letters.superhelpful.com/p/museums-are-perfectionist-control-freaks.

About the Author

ISABEL SINGER (she/her) is a content strategist, experience designer, and museum blogger. Located in Chicago, Isabel is a Senior Exhibit Developer at Luci Creative and a Chairperson of the Chicago Museum Exhibitors Group. Her blog, American Perceptionalism, explores how museums can reinvent themselves in our changing world. She received her B.A. from Yale University and her MPhil from the University of Cambridge, where she researched the history of slavery in the Atlantic World during the eighteenth and nineteenth centuries. In her free time, she enjoys hosting big Shabbat dinners and searching for good Queer representation on television.

COVID-19 Has Taken a Toll on Museum Education

Written by Juline Chevalier

I keep thinking of the start of this post like the set-up for an uninspired stand-up comedy routine.

Me: Wow, it’s been a bad year for museum education!

Audience in unison: How bad is it?

Me: We did a survey to find out … let me tell you about it.

Not much of a punchline, I know.

We all know it’s been bad, and I am so sick of the use of phrases like “unprecedented” and “difficult year for everyone.” Because it hasn’t been equally difficult for everyone in the museum field.

This snapshot of findings from a survey by AAM and Wilkening Consulting showed that the staff positions most affected by layoffs and furloughs due to COVID19 were Guest Services/Admissions/Front of House/Retail (68%) and Education (40%).

So, how bad is it?

In the spring of 2020, Stephanie Downey and Amanda Krantz from arts and culture evaluation firm RK&A reached out to me in my role as Director of the Museum Education Division of the National Art Education Association (NAEA). They offered their services pro bono to document the impact of COVID19 on the museum education field. Stephanie and Amanda worked with the Museum Education Division on the Impact Study of Facilitated Single-Visit Art Museum Programs on Students Grades 4–6 and are truly committed to the field. Stephanie has written on this blog  reflecting on the impact of COVID19 on museum relationships with K-12 teachers, students, and programs. Amanda has similarly cautioned that reducing education staff in museums weakens connections to community.

Stephanie and Amanda helped us create a digital survey that we distributed via email, social media, and listservs. Responses were collected in from August to October 2020, with most of the responses collected in September. Amanda analyzed the results of the quantitative questions, and Gwendolyn Fernandez and I analyzed the responses to a few open-ended questions. Gwen is the Pacific Region Representative-Elect for the NAEA Museum Education Division.

We shared an overview of the results in a webinar that you can watch a recording of here.

Of the 330 people who answered a question about change in employment status from the end of 2019 to the time of the survey, 66% said their employment status did not change. 30% reported some kind of negative impact such as being furloughed, pay or hours being cut, or being laid off. Percentages can gloss over the human beings impacted by these huge changes in their lives. 30% of 330 is 99. So 99 people who responded to the survey had to deal with the stress of a global pandemic plus decreased income or job security.

41% of respondents said that there was a decrease in full-time, or full-time equivalent, employees in their education departments between the end of 2019 and fall 2020. 54% said there was no change. Of course, full-time employment in museum education can seem like a luxury to the many folks who work on a contract or hourly basis. 34% of respondents said that the contract/hourly workers at their institution had been completely cut (see chart below).

Education department budgets also took a hit. 22% of respondents said their department budgets were reduced by 37% or more. 24% of respondents said their budgets were reduced between 16 and 35%. See chart below.

Museums have generally not been asking volunteers and/or docents to perform the work of previously employed museum staff. 81% said that volunteers were not asked to do work that had previously been done by paid staff.

Of course, the work shifted to digital and online formats: 91% of respondents said that their work shifted to creating new digital resources, and 72% said they were modifying existing resources for a digital format (see chart below).

Of the 246 responses to the open-ended question “What are you most proud of when it comes to the work you have been doing during the pandemic?” the most responses (110) mentioned digital or virtual programs and resources.

The work is still getting done, just with fewer staff and less budget. For the staff that remain, being stressed and overwhelmed is a common feeling. Of the 245 responses to the open-ended question “What is the most pressing concern you face in regard to work right now?” 52 responses identified increased workload and 44 responses described stress.

Huge amounts of digital and virtual work is happening, but education staff have not been provided the tools they need to complete this work. One third of respondents (see chart below) said that they were using their own technology (laptop, etc.) to work from home. 29% said their museum provided some of the technology they needed, but not all.

Museum educators are an empathic bunch; the chart below shows they reported being very concerned about their own safety and the safety of other staff, volunteers, and visitors. In response to the open-ended question “What goals do you have for pivoting your work through the remainder of the year?” two of the top five types of responses were “internal support” and “self-care” which acknowledge this increased emotional labor.

The category of “internal support” centered on retaining and supporting staff, leading with care, collaborating and communicating well, advocating for the education department, and creating sustainable cultures of productivity. The category of “self-care” is characterized by work/life balance, drawing boundaries, protecting against burnout, and managing expectations. Burnout is a concern for many museum educators in “normal” circumstances, but COVID19 has created a perfect storm of larger workload, decreased resources, and additional stress.

I am especially concerned that when in-person visits are common again that museum education staff will be expected to continue with the extraordinary digital offerings that they’ve developed and bring in-person tours and programs back to pre-COVID19 levels.

How is half the staff supposed to do twice the work? I implore you to start managing expectations of your department and museum leadership now. Consider what your priorities are and ask leadership what theirs are. Create a plan of action that takes into full account the resources you have. You might even compare what would have been possible with the staffing you used to have compared to what you have now.

I will end with the encouragement and reminder to focus on self-care and your mental and emotional well-being. We cannot expect things to go “back to normal,” nor should we want that.

If you are able to join us for the NAEA Museum Education Virtual Preconference on Feb. 23 and Feb. 25, 2021, you can explore the theme of Centering Care in Art Museum Education. Registration for the preconference is $49 for members and nonmembers.

We’re excited to welcome Tricia Hersey, founder of The Nap Ministry as the keynote speaker. Tricia Hersey is an artist and activist. From the Nap Ministry website:

“Rest is a form of resistance because it disrupts and pushes back against capitalism and white supremacy.”

#ChangeTheMuseum

Written by Anonymous

I have been in the museum field for a number of years and worked at multiple institutions. When I first started, I had the privilege to work under a great leader. They taught me so much about supporting and cultivating a team. Perhaps because they were such a good leader, they also shielded me from the issues that I have come to find are prevalent in the field. When I was making barely enough to survive, they advocated for me without me even having to ask. They ensured that I was decently paid, and though it still wasn’t ideal, I knew they had done everything in their power to push for my compensation.

In the years since we went our separate ways, I quickly came to learn that not every leader is like that and that museums are particularly hostile places for employees of color. At first, it was small and perhaps predictable things I noticed like White employees referring to the one Black woman on the team as “aggressive” though I found her to be an assertive change maker. Then, I watched the dwindling number of people of color on our team starting with the unnecessary firing of one of the most senior positions. In the beginning, as each scenario unfolded, I saw these things as singular incidents.

As my institution has increased the staff diversity among entry level positions, I realized that these incidents weren’t isolated, rather they were a result of the systems in place. Bringing in diverse staff in entry level positions is relatively easy, providing opportunities for growth and promotion is much more difficult and can be held up by the normalization of Whiteness and the othering of ideas and people that do not fit into the concept of White professionalism or are not in line with the power structure and values held by institutions that are created, funded, and sustained by wealthy, White donors. Yet still, during this time I assumed the issues that I and others in my institutions faced were confined to these particular institutions or even the geographical location. I thought, if only I could take a job at a better museum, a more forward thinking museum, a museum with goals rooted in diversity, equity, accessibility, and inclusion, that I would be able to thrive.

Then in June, ChangeTheMuseum appeared. If you are unfamiliar with it, ChangeTheMuseum is an Instagram account where museum workers can anonymously submit issues and situations that have arisen in their museums related to race and equity. Most of the submissions have been from Black, Indigenous, and People of Color (BIPOC) employees in museums. The posts range in severity but each of the posts highlights the real pain and trauma that BIPOC employees face in these White institutions. And the gravity of the combined posts should make anyone who works in museums stop and consider their own actions and the actions of those around them.

ChangeTheMuseum has simultaneously torn down my hopefulness about museums as institutions, and helped me feel less alone in my struggles. It is depressing to realize that many museums that we hold up and look to as important institutions are failing just as much as smaller museums when it comes to acknowledging past and current wrongs and truly committing to the work of addressing institutional racism and supporting BIPOC staff and communities. But it is powerful to know that I am not alone, that there is a critical mass of BIPOC museum workers who have endured in isolation and silence but are now speaking up and demanding something better. 

I don’t know if the museum world can be changed. I do know that museums cannot rely on BIPOC staff to make the change happen. Change must come from the board, from the leadership team, and from the overwhelming numbers of White staff in museums. I don’t know if museums can change as quickly as we need them to. We may continue to see an exodus of BIPOC from the museum field, but at least now everyone will have a clearer picture of why. 

Museums Must Become More Trauma Informed

Written by Jackie Armstrong

When I took my first steps into the world of visitor research and evaluation there was a lot of emphasis on how to make the museum a more engaging place. The word engaging often got thrown around with no outline of what that actually looked in practice, or sometimes even no explanation as to why an engaging experience was what a museum should be trying to achieve. Engaging for whom, in what ways, and under what circumstances? Everyone used the word but the nuances were very different depending on the person and the situation. This was something I was hyperconscious of and always tried to address in my evaluation practices.

I’m noticing a very similar thing happening now with how the word trauma is used, in particular as more institutions and organizations talk about being trauma aware, trauma sensitive and/or trauma informed.  I’m thrilled there is finally more focus on the prevalence and impact of trauma, but I am aware that not everyone is talking about the same thing or on the same page and also recognize how far we have to go in realizing a trauma informed museum. This is something I’ve been wanting to address, professionally as someone who advocates for visitors through evaluation and research and as a person engaged in intensive trauma therapy and working on healing from the impact of traumas in my life. 

It is my firm belief that museums have a responsibility to do the work to become more trauma informed, not later but now. Museums are not standalone containers for housing art, but hubs of human interaction located within communities. If museums wish to be truly relevant to people and be spaces in which people can safely and purposefully come together to experience art in layered and meaningful ways, and be able to show up as their authentic selves, then museums must become trauma informed. This requires a culture change throughout the museum, not just using trauma informed practices in one department within the museum. This is something I’ve felt urgency around for quite awhile but feel that both COVID-19 and the issues underlying the Black Lives Matter movement are bringing all of this into focus even more as collectively our worldviews have collapsed and individually we are all dealing with survival reactions. A growing sense of unease has flooded our consciousness, many of us pushing for changes that require solidarity, intentionality, and unwavering action. 

“Traumatic experiences and oppressive social conditions cause us to move into a series of automatic, holistic, and incredibly creative means of first surviving then adapting to the harm, ruptured connection with ourselves and others, and betrayal.  We are built for safety, belonging, and dignity. We are built to be connected to and make a difference for others, to have meaningful lives. When any of these core needs are disrupted through trauma, we automatically attempt to protect ourselves….Traumatic experiences are always happening within a social context and shaped by social conditions. They are nearly always perpetuating the “rules of engagement” of our social conditions.” (Staci K. Haines, Somatics, Healing, and Social Justice: The Politics of Trauma, Chapter 4)

Let’s think about COVID-19 first. To start, we have this invisible threat that no one fully understands but it’s clear that some people get very sick and even die. It spreads easily and rapidly and we can get it just by going about our lives. We fear getting sick and potentially dying and we fear loved ones getting sick and dying, and in order to keep each other safe we need to stay away from one another, which goes against our instincts as humans. We are asked to isolate in our living environments and practice physical distancing. We develop rituals around cleanliness and hygiene in an effort to thwart the virus and we scan news sources constantly hoping for answers. Levels of hypervigilance are at an all time high for many. And while we do these things, we are given mixed information from those in power that only adds to the emotional dysregulation we’re experiencing. Dysregulation makes it difficult to manage and recover from the intense emotions that might come from upsetting situations. Prolonged emotional reactions take a toll on our physical and mental well-being. There are several results from all of this: feelings of powerlessness, a deep sense of dread for the future, overreactions to “little things”, a near constant state of fear, mood swings, sleeplessness, and more.   

Added to the constant threat to life that COVID-19 leaves many people with is the economic instability that comes with lockdown, the loss of regular coping strategies, and perhaps worse, the inability to have physical contact with people in your life who you would normally turn to for comfort. It’s an extremely disorienting time. Our bodies, to varying degrees, live out the state of emergency we are in and our bodies fight the isolation that we must endure to keep one another safe. For those with existing unresolved trauma, everything surrounding COVID-19 escalates these experiences.  None of us can orient to the threat of COVID-19 because we cannot see it, nor can we adequately flee it or fight it, so a lot of our reactions become internalized or come out in other ways such as the dysregulated emotional responses mentioned above, as well as physical symptoms such as migraines, gastrointestinal issues, inflammation and other physical pain. 

Early into the COVID-19 outbreaks in the United States, the glaring inequality that has existed for so long came into focus for many more people as BIPOC are impacted by COVID-19 more than white people and also face unemployment at higher rates. Along with this there has been a surge in police brutality against Black people, something that has been going on for far too long, and perhaps because of COVID-19 more people, specifically white people, finally are taking notice of the massive injustices and inhumanities taking place. The present moment is asking everyone to not look away or remain silent but to rise together and fight these injustices. All of this against a backdrop of climate change and political instability.

There is a pervasive weight of fear and grief everywhere. The world is literally screaming for us to heal. Something must shift.

Before we talk about what a trauma informed museum is and what that might look like in practice it’s important to start by considering what trauma is.

What is Trauma?

The first thing to know about trauma is that it exists on a spectrum. When people talk about trauma they often refer to a specific event or series of circumstances but trauma is actually more about how the brain and body processes those experiences.  Everyone experiences trauma at some point in their life and everyone to some degree has unintegrated traumatic experiences.  Unintegrated trauma is that which hasn’t been properly acknowledged or contextualized and therefore remains trapped in the body, instead of being processed and moved through. When trauma isn’t integrated into someone’s consciousness and/or when the natural reaction to trauma hasn’t been given space to be felt (e.g. feeling anger, grief, being able to escape), it gets stuck. This is problematic for many reasons but mostly because it impacts the present, causing reactions that are out of place and out of proportion to things happening in the current time or situation. This is why trauma treatment often involves modalities outside of talk therapy, for example EMDR (Eye Movement Desensitization and Reprocessing) and/or SE (Somatic Experiencing).  There are many different types of trauma or large categories of experiences that can result in trauma such as early childhood trauma, cumulative trauma, interpersonal trauma, developmental and attachment trauma, trauma in adulthood (often, but not always, re-enactments of early trauma), systemic injustice, intergenerational trauma, racial trauma, immigration trauma and many more. The list of symptoms that can be associated with trauma is lengthy and goes far beyond the flashbacks and nightmares mostly commonly thought of, having repercussions on the brain and body.

Most people cannot begin to process trauma, and therefore heal from it, until they feel safe. Safety and stability are critical. People who have someone who is able to co-regulate and be with them, at the time trauma occurs, can often move through the experience more quickly so that the trauma doesn’t have as long lasting or as severe of an impact as it does for someone who has no one to be with them in their pain. This is one reason why childhood trauma can continue to haunt people into adulthood as most people at the time their childhood trauma occurred did not have adequate support in place, in particular if their caregivers were the abusers. At the heart of trauma is a sense of isolation, disconnection and feeling of not belonging. Trauma asks to be seen, heard and felt and therefore requires connection and community.  Healing from trauma involves the relief of suffering, validation for what has been endured, and words and action which seek to make sense out of something which defies reason. Everyone’s individual nervous systems as well as access to resources (external but also internal) plays a big role in one’s ability to heal.

Trauma is about overwhelm. It’s about something happening that is too much, too fast, or too soon for the body and mind to take in. Trauma is about unmetabolized information that gets stuck in the body and makes it hard for people to heal from. Trauma is about the nervous system, intolerable sensations and emotional dysregulation. Trauma is about dissociation as an unconscious survival mechanism. Trauma is about defense mechanisms and shame responses. Trauma is about activation levels and hypervigilance. Trauma is about not feeling safe in one’s own body and feeling disconnected from the world. Trauma is about the impact on a person’s life, which can be enormous, layered and long lasting, but it is also about hope, resilience and finding your way home, both to yourself and to a community of supporters. 

One of the clearest definitions of trauma comes from Howell (2020) who explains that:

trauma is that which causes dissociation, that is, it causes a blank spot, or fissure in experience, causing a deficit in the ability to regulate affect and to make sense of things. This conceptualization has the advantage of bypassing debates about the meaning of objectively defined trauma (which does not result in post-traumatic stress to all those exposed to it) and subjective trauma (which can run the risk of categorizing anything that is distressing as traumatic)…. An experience is traumatic if it is overwhelming enough to cause a break in the linkage and meaning of experience, in narrative memory, and even in body processing. When an event cannot be assimilated into the rest of the experiencing self, it becomes, as Pierre Janet so well described a fixed idea that is isolated and disconnected from the rest of the self.” (Howell, pp.30-31, 2020)

Why is it important that art museums understand trauma and implement trauma informed guidelines, practices and processes?

The simple answer is because art museums are places where people come together, people with diverse life experiences, perspectives, interests, abilities, learning styles, identities AND traumas. Art museums are spaces where many nervous systems come together, in various levels of activation, navigating a dense landscape of art and sensory inputs. And ideally art museums are much more than a building where art is put on view, but places where people are invited to show up as their authentic selves and enter into dialogue with the art, one another and with themselves internally.  Art has long been an outlet to communicate when words fail or are simply not enough. A great deal of art has been born out of traumatic experiences, seeking to process and give voice to what is not easily put into words.  When art is created and viewed, it breaks through the isolation under which it might have been created and opens up the door to healing. Art connects with people in emotional and visceral ways, sometimes stirring something in us that we have yet to explore or perhaps even triggering past or current trauma. Art can connect to parts of the unconscious, open our eyes to our own truths, speak to our own suffering and offer new perspectives. Art always connects to place and time, echoing something back from the moment it was created. Art is never silent. Viewing art, particularly in the communal space of the museum, can be just as much a part of the healing process as its creation might be for the artist.

Large art institutions often welcome people from around the world and their doorsteps, both onsite and online. These museums have a responsibility to acknowledge the present moment and the life events collectively witnessed and/or experienced.  It’s just as important for staff at museums to have space and time to come together and connect with one another as it is for the museums to connect to their audiences in meaningful and diverse ways.  Museums must be responsive to the times we live in and the ever-changing needs of  audiences (those who come through the doors and those who don’t), listening rather than making assumptions about those needs.  

In many cases, art museums onsite visitorship does not reflect the racial and economic diversity of the locations they are situated in, this is particularly true of those located in densely populated cities, however they are often able to reach a more diverse audience online.  MoMA, for example, has an expansive reach online, that has continued to grow during the coronavirus pandemic, and is reaching new audiences. For many people, engaging with a museum online is more accessible than an in-person visit and/or marks the first step in greater engagement with the institution (perhaps eventually leading to an onsite visit). The trauma-informed art museum does not serve “only” a few people, it considers the well-being of the whole and creates spaces and opportunities for healing, connecting, creating, feeling, learning, sharing and transforming in ways that gently support individual inclinations. A trauma informed art museum does more than acknowledge trauma, it recognizes it, works to connect people to a shared humanity and fosters cultural humbleness, refrains from othering, avoids retraumatization and puts the physical, emotional and mental well-being of people above all else. 

A trauma-informed art museum considers and asks:

  1. By accepting that everyone has trauma and that some people are impacted more severely by it, what can we do to contribute to the conditions of healing and recovery? How can the museum be part of the healing process, thinking creatively, transparently and inclusively about this? 
  2. How can we help to understand the impact of trauma on our visitors and colleagues and how trauma experiences might manifest so that we are better able to be understanding, supportive and nimble enough to meet people where they are?  How might we consider trauma in our planning and programming efforts to ensure we are inclusive and accessible?
  3. People with trauma disorders often face stigma from the lack of information and/or from misinformation, especially when they have additional mental health diagnoses. Growing our own awareness can help break down some of this stigma. What are some steps we can take to break down stigma, individually and collectively? How might we better support people facing stigma and why is it important to do so?
  4. The grounding skills, coping strategies and somatic exercises often used in treating people with trauma disorders are helpful to anyone who experiences trauma in their lifetime.  If we all learn these skills we can better self-regulate and also help co-regulate those who may be struggling, whether a colleague or a visitor. Over time these efforts can increase our emotional capacities which reduces personal suffering and also frees us up to help others.

What does all this look like in practice? 

There are many guidelines to trauma informed principles, some organizations (in healthcare, education, the arts etc.) tailoring the principles to their individual missions but all of them at their core seek to do no harm by establishing a culture that promotes healing. Of all the trauma informed guiding principles I’ve read to date, the ones outlined by Nkem Ndefo, creator of the Resilience Toolkit, resonates with me the most and seems most appropriate for a public institution such as a museum. As Nkem Ndefo explains, these trauma informed guidelines are principles for living a humane life. These 6 principles include: 1) Safety 2) Trust and Transparency 3) Collaboration and Mutuality 4) Peer Support 5)  Voice, Choice, Self Agency 6) Cultural Humility.”  When you think about a museum and all of the people who are impacted by it, visitors and staff, these guidelines make perfect sense. 

It’s worth noting at this point that over a year ago the Education Department at MoMA went through several workshops to update our core values and collectively landed on the following as being key to the work we do: 1) Empowerment – honor people’s experiences. Share power. 2) Empathy – Build relationships. Foster Understanding. 3) Radicality – Challenge norms. 4) Embrace questioning. Think anew. 5) Creativity – Take risks. Value imagination and experimentation 6) Joy – Work with presence, passion and authenticity.  These core values could complement trauma informed practices if considered through that lens.

Trauma informed practices prioritize people, in the case of a museum this includes visitors AND staff. Creating safe spaces, fostering empowerment and actively listening are a big part of this, as well as recognizing the intersectionality that exists in all of our lives.  When thinking about programming, meetings, and other experiences at the museum trauma informed guidelines might look something like this:

  1. Create moments of calm and establish practices that promote groundedness, tolerance (of sensations, differing perspectives), presence (in the moment), intentionality, and radical acceptance, using art as a jumping off point and/or as inspiration
  2. Offer a range of activities and prompts that increase a sense of connectedness to self and others, focusing on themes of community, collaboration and internal peace
  3. Help grow empathy and compassion for self and others using a range of modalities, particularly reflection and visualization 
  4. Share skills/tools/coping mechanisms for dealing with stress, uncertainty, and intense emotions or reactions through practices and activities that encourage self-awareness and attunement
  5. Offer activities, suggestions, and experiences which help people be in the moment and grow their individual resilience and capacity for managing difficult circumstances, emotions, or thoughts 
  6. Facilitate exchange which validates personal and collective experiences, allowing individuals to create meaning using their own life narratives while opening the door to new perspectives and different narratives, strengthening their understanding and compassion for themselves and others as well
  7. Encourage people to respect where they are, and where others are, in any given moment (to check-in with themselves) and to enter into new experience with curiosity

Some of this involves shifts in our language, experimenting with new program formats, the pacing of programs and how we collaborate with one another (including working with new people and fresh ideas), but it’s also about flexibility, being aware of our own nervous systems and how they interact with others, regulating our emotions, modelling and mirroring embodied presence and awareness, and perhaps most importantly creating and holding space for one another.

This is NOT about museum staff being therapists or doing work that they do not have expertise in, this is asking that the museum operate in a more humane and holistic manner so that all staff feel encouraged to contribute to these efforts. Within the context of a program, trauma informed practices can feel therapeutic but they are not a substitute for a therapy program.

Why does it matter?

Trauma informed practices and principles acknowledge humanity and are beneficial to all, including those with acute trauma disorders, people who have experienced trauma in the past but have moved through it and everyone in between. Universal Design principles for multi-modal engagement is something that museum education has championed for years, because  it benefits everyone, not just people with disabilities. Trauma informed practices similarly have universal benefits.

Systemic change cannot happen unless people feel safe, and in order to effect transformative cultural change trauma informed principles must be adopted museum-wide and used as a guide. Using trauma informed practices in one department, while significant, will not have as big an impact as a museum where trauma informed principles are taken up museum-wide. For example, a small group of us in the Education Department at MoMA have started an initiative called Artful Practices for Well-Being and have been meeting since May to discuss experiences with art through the lens of trauma-informed practices. The conversations and efforts have been encouraging but they are not enough.

Museums are spaces where individual and collective narratives make contact, whether that’s the art and the stories attached to works, audiences that visit onsite or online, or the staff who work there. Trauma is present within some of those narratives, which might rise to the surface through the interactions at a museum, and those should not be ignored or silenced. Trauma informed practices acknowledge the traumas that filter into museum spaces, rather than setting them aside or avoiding them. Museums can and should be safe-enough places, as Ross Laird outlines, where emotions can be felt and traumas can be held, where people are invited to reflect, share their thoughts and offered choices in how they move through and engage with the museum, and feel supported in personally meaningful exploration.

In my understanding and imagining of what a trauma informed art museum could be, I always think about it as a nurturing environment, one where the experience of everyone is thoughtfully considered and the people who visit and work there are recognized for all that they bring with them, including the weight of trauma.  A trauma informed art museum experience ensures that we all have space and resources to make meaning, connect and heal, as individuals and in community with one another.  Museums should be places where everyone who wishes to be there feels a sense of belonging and feels called upon and empowered to show up as their best selves, but where the practices and principles in place help to regulate our nervous systems when we are not feeling our best. A trauma informed art museum unites us in our shared humanity but validates and makes space for the individual truths and lived experiences we all carry.

Here’s a quote I keep coming back to that I hope you will find inspiration in as well:

“What would it look like to belong in the world as our whole selves? What kinds of culture, knowledge and community structures would we be able to create if we could nurture one another without our armor on, if we could draw out and develop the gits in one another, if we could care for another in concrete, meaningful ways, and could protect one another from systemic harms and forms of structural violence, even as we’re struggling to dismantle them? What do we already have waiting within us that can guide us in that direction?” (Nora Samaran, p.14, Turn This World Inside Out: The Emergence of Nurturance Culture)

About the Author

JACKIE ARMSTRONG is the Associate Educator, Visitor Research and Experience at The Museum of Modern Art where she works cross-departmentally planning, coordinating, conducting and sharing the results of visitor research and evaluation, as well as working on other initiatives and interpretive resources. She leads Audiences Advocates, a cross-departmental group that uses agile evaluation to inform the design process, specifically of digital resources. Most recently, Jackie has been busy co-leading Artful Practices for Well-Being, a new initiative stemming from her passion for considering trauma informed practices in museum work. Previously, she served as the Audience Researcher in the Education Department at the Art Gallery of Ontario. She completed an MA in Museum Studies at the University of Toronto and has completed studies in Classics: Ancient Art and Archaeology, Anthropology, and Tourism Management Systems. Jackie is interested in the ways in which museums can connect with diverse publics, create thoughtfully designed experiences, and empower people to make personal meaning through their encounters with art, one another and their personal life histories. As an advocate for visitors she believes strongly in using evaluation methods to help museums make informed decisions for improving the visitor experience and taking the time to really listen to people. Jackie has presented at MCN, VSA, AAM and NYCMER, as well as written for several museum publications.

Increasingly, Jackie is drawing on her personal experiences with trauma and mental health as she works on healing, using her insights, knowledge and research to advocate for others and inform her work in the museum. Jackie is a regular contributor to The Mighty and is looking forward to doing more advocacy work in the future as she moves along in her own recovery. When not working on visitor research, writing or reading, you can find Jackie engaged in therapy, trying out new ice cream flavors, painting, spending quality time with friends, exploring NYC and watching past episodes of Survivor.

Jackie’s postings on this site are her own and don’t represent the Museum of Modern Art’s positions, strategies, or opinions.

Works Cited:

Haines, Staci K. (2019). Somatucs, Healing, and Social Justice: The Politics of Trauma. Berkeley, California. North Atlantic Books.

Howell, Elizabeth. (2020). Trauma and Dissociation Informed Psychotherapy; Relational Healing and the Therapeutic Connection. New York, New York. W. W. Norton and Company.

Laird, Ross. (2020). Mental Health Considerations for Museums: An Emerging Field of Practice and Discovery. Adapted from Museum Objects, Health and Healing, by Brenda Cowan, Ross Laird,, and Jason McKeown.

Ndefo, Nkem. (2020). Nkem Ndefo on Trauma and Resilience (#113). CHITHEADS from Embodied Philosophy (Podcast). New York, New York.

Samaran, Nora. (2019) Turn This World Inside Out: The Emergence of Nurtance Culture. Chico, Edinburgh. AK Press.

Other Works that Have Informed Thinking:

Chefetz, Richard A. 2015. Intensive Psychotherapy for Persistent Dissociative Processes: The Fear of Feeling Real. New York, New York. W. W. Norton and Company. 

Dixon, Ejeris, and Leah Lakshmi Piepzna-Samarasinha, Editors. (2020). Beyond Survival: Strategies and Stories from the Transformative Justice Movement. Edinburgh, Scotland. AK Press. 

Evans, Amanda, and Patricia Coccoma. (2017). Trauma-informed Care: How Neuroscience Influences Practice. New York, New York. Routledge.

Fisher, Janina. (2017). Healing the Fragmented Selves of Trauma Survivors: Overcoming Internal Self-Alienation. New York, New York. Routledge.

Foreigner, Christine C. (2017).  Dissociation, Mindfulness, and Creative Meditations: Trauma-informed Practices to Facilitate Growth. New York, New York. Routledge.

Goulding, Regina A. and Richard Schwartz.  1995. The Mosaic Mind: Empowering the Tormented Selves of Child Abuse Survivors. New York. New York. W. W. Norton and Company.

Herman, Judith. 1992. Trauma and Recovery: The Aftermath of Violence – From Domestic Abuse to Political Terror. New York, New York. Basic Books.

Levine, Peter A. (2010). In An Unspoken Voice: How the Body Releases Trauma and Restores Goodness. Berkeley, California. North Atlantic Books.

Levine, Peter A. (2015). Trauma and Memory: Brain and Body in a Search for the Living Past, A Practical Guide for Understanding and Working with Traumatic Memory. North Atlantic Books.

Linklater, Renee. (2014). Decolonizing Trauma Work: Indigenous Stories and Strategies.  Blackpoint, Nova Scotia. Fernwood Publishing.

Mate, Gabor. (2003). When the Body Says No: Exploring the Stress-Disease Connection. Nashville, Tennessee. Turner Publishing Company.

Menakem, Resmaa. (2017).  My Grandmother’s Hands: Racialized Trauma and the Pathway to Mending Our Hearts and Bodies. Las Vegas, Nevada. Central Recovery Press.

Porges, Stephen W. (2017). The Pocket Guide to the Polyvagal Theory: The Transformative Power of Feeling Safe. New York, New York. W. W. Norton and Company.

Spring, Carolyn. (2019). Unashamed: Healing Trauma-Based Shame through Psychotherapy. 3 Archers Court, Huntingdon, UK: Carolyn Spring Publishing.

Steele, Kathy, Onno van der Hart, and Suzette Boon. (2011). Coping with Trauma-Related Dissociation: Skills Training for Patients and Therapists. New York, New York. W. W. Norton and Company.

Treleaven, David A. (2018). Trauma Sensitive Mindfulness: Practices for Safe and Transformative Healing. New York, New York. W. W. Norton and Company.

Van Der Kolk, Bessel. (2014). The Body Keeps the Score: Brain, Mind and Body in the Healing of Trauma. New York, New York. Penguin Books.

Van Marter Souers, Kristin, and Pete Hall. (2018) Relationship, Responsibility and Regulation: Trauma-invested Practices for Fostering Resilient Learners.  Alexandria, VA. ASCD.

Walker, Pete. (2013). Complex PTSD: From Surviving to Thriving. An Azure Coyote Book.

Wiley, Meredith S., and Robin Karr-Morse. (2012). Scared Sick: The Role of Childhood Trauma in Adult Disease. New York, New York. Basic Books.

Header Photo: Dan Meyers, Unsplash

Leading Means Being More Human

Written by Mike Murawski

In an April conversation with New York Times columnist Thomas Friedman about leadership in times of crisis, business expert Dov Seidman stressed the need for business leaders to put people ahead of profits and heed the call to pivot in ways that are anchored in “deep human values.” Seidman ends the exchange by saying, “Leaders who in this pause hear that call … will be the ones that will earn our most enduring respect and support.” I found it worth noting that as the initial economic impact of the pandemic hit, Seidman was tapping into something that most museum directors and boards were not: the importance of people—and, I would add, the deeply human values that lead us to care for each other first before we panic and obsess about the bottom line.

As the grim picture of revenue loss and budget shortfalls have become apparent for many museums during the COVID pandemic—especially for larger institutions—we have repeatedly seen people in leadership positions deciding to prioritize balanced spreadsheets and protecting endowments over connecting with and supporting the people that make up their organizations. I see this as indicative of the problems with leadership that I outlined in my previous post, a model of leadership in which the decisions of one person (or a small few) are based in a desire to preserve power and authority.

Counter to this, I have spoken with a few directors at institutions faced with the same financial problems that have nonetheless refused to lay off staff. The reason for this, one director said, was because “it didn’t feel like the human thing to do.” They were willing to be more human at a time when those following the traditions of leadership were protecting themselves, hoarding power, and hiding behind hollow public relations statements. They were refusing to perpetuate harm at a time when trauma was all around us.

During the Radical Support Collective’s four-week reading group on ‘leadership in times of crisis’ that I was a part of back in April, we read Who Do We Choose To Be? (2017) by Margaret Wheatley, a teacher and leadership consultant best known for her classic 1992 text Leadership and the New Science. While I still have many questions about Wheatley’s thoughts on leadership, one quote early in her book resonated with me in this particular moment. Her words have helped me understand the vital importance of transforming leadership, specifically, as part of the work to change museums. She writes:

“I know it is possible for leaders to use their power and influence, their insight and compassion, to lead people back to an understanding of who we are as human beings, to create the conditions for our basic human qualities of generosity, contribution, community, and love to be evoked no matter what.” (8)

Better Humans Make Better Leaders

Embracing a human-centered mindset in museums asks us to elevate care, relationship building, and collective well-being as integral elements to our institutions’ values and culture. It is about putting all human beings (not just visitors or audiences) at the center of our organizational thinking rather than collections, big donors, endowments, curatorial silos, or shiny capital projects. For those in leadership positions, I think this means setting aside ego, stepping back, learning to listen in radical ways, and making decisions based in care and deeply-held human values—and doing this all while it runs counter to conventional thinking, entrenched legacies of leadership, and the expectations of funders.

In his 2019 book Reboot: Leadership and the Art of Growing Up, leadership development expert and executive coach Jerry Colonna writes about how the habits and behavioral patterns of CEOs have been detrimental to their own well-being and the well-being of others. On page one, he states:

“I believe that better humans make better leaders. I further believe that the process of learning to lead well can help us become better humans.” (1)

In my copy of Colonna’s book, these two sentences are heavily underlined. I remember reading this for the very first time, and just sitting with it. I was in the middle of a particularly challenging decision, and I was looking for guidance on how to move forward. Much of Colonna’s book and practice is focused on radical self-inquiry and finding ways to listen deeply to our own hearts. I thought about how white dominant culture and traditional gender norms teach us to resist this vulnerability and instead put up a façade of confidence and decisiveness. Make the decision, stand by it, get back to work, and move on.

Being a more human-centered leader—and leading from a place of deeper human values—requires us to resist this pressure to perform the rigid expectations of ‘leadership’ that are harmful. It requires us to slow down and ask ourselves a series of meaningful questions:

  • What is my work to become a better human?
  • What is my own power and privilege within society and within the structures of this institution?
  • In what ways have I been making decisions based on the norms and expectations of a toxic workplace culture?
  • How am I complicit in creating or reinforcing the conditions of a toxic work culture?
  • How can I break free from existing and traditional expectations, and lead from my heart and from a place of humanness—despite the risks or consequences?

After all, as Colonna writes, “Power in the hands of one afraid or unwilling to look into the mirror perpetuates an often silent, always seething violence in the workplace” (181).

This process of self-inquiry is ongoing, and we need to practice holding space for qualities such as care, compassion, healing, deep listening, emotional maturity, and a sense of interconnectedness with other human beings and with our planet. It is a practice that we can cultivate and grow through journaling, meditation, mindfulness, dialogue with others, building a community of support with those who truly value these qualities, and learning from work being done outside the field of museums in social justice, restorative justice, community organizing, nonviolent communication, climate activism, and healing practice. These are not ‘soft’ skills, as they have frequently been referred to as a way to write off and devalue them. These are essential skills. At a time when our society is in urgent need of care & healing, being a more human-centered leader means making a commitment to create the conditions for these qualities—and the individuals who uphold these qualities—to thrive.

Breaking Through the Resistance

Some of you might be having trouble processing how any of this relates to leadership (or, at least, the ideas of leadership you’ve held dear for so long). Or you might be thinking that, while this all sounds nice, it is just not practical within the ‘reality’ of an organization. You might even be thinking to yourself: I get all of this, but will my employees and team respect me if I am more vulnerable and more human?

You are not alone. The entire construction of ‘effective leadership’ in our minds has been built up by the systems of white supremacy, patriarchy, and corporate capitalism (for more on white supremacy & white dominant culture in museums, see my earlier post here and a really good Incluseum post here). So it makes some sense that you are feeling resistance to any suggestion that you uproot these entrenched ideas. But trust me, we need to let our reticence and resistance go, and open ourselves to new ways of doing things. Not only are these outdated norms of leadership holding our organizations back, they are harmful to us, those we work with, and the communities we are aiming to build connections with. Ask yourself why unfixing and rethinking your ideas about leadership makes you uncomfortable or defensive? What might be causing you to be fearful of change, in both a personal sense and an organizational sense? What is the worst thing that will happen if you make a commitment right now to being a more human and empathetic leader?

Being More Human Together

The work of transforming museums and nonprofits into more human-centered organizations is certainly collective work—no one person, no matter how much self-inquiry they do, is going to bring about transformative change alone. And changing our ideas about leadership is also a collective and collaborative endeavor.

The rise of initiatives, organizations, and groups such as Museum as Site for Social Action (MASS Action), the Empathetic Museum, Museum Workers Speak, Museums Respond to Ferguson, Museums and Race, Museum Hue, Decolonize This Place, Art + Museum Transparency, Museums Are Not Neutral, and others have all elevated care, justice, transparency, equity, relationships, human connection, and empathetic-centered action as transforming forces for museums and cultural organizations. These campaigns and movements, along with many others, are filled with leaders willing to make a difference, stand up for what’s right, and take care of our communities and each other. We’re seeing that happen right now in so many ways, including the powerful mutual aid fund created by Museum Workers Speak in response to the massive lay-offs across the museum sector. Through the leadership of so many individuals, these groups have developed resources, toolkits, rubrics, and roadmaps that offer support, thorough research, and assessments aimed at dismantling oppressive structures and practices. So for anyone feeling isolated or struggling to make change happen within your organization and its leadership, there is a growing movement here to support you.

More to Come…

This is the second post in a series called “Leading Towards a Different Future” that takes a deeper dive into ideas about leadership and some steps for taking action. I am, of course, open to questions, conversation, and bringing together more ideas that can help us move toward changing museums.

Upcoming posts in this series will explore what it means to stand apart and lead from the heart, how and why to adopt collective and non-hierarchical models of leadership, the need to develop and recognize leadership everywhere in our organizations, and what action steps can be taken to build a different kind of leadership for museums.

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About the Author

MIKE MURAWSKI: Independent consultant, change leader, author, and educator living with his family in Portland, Oregon.  Mike is passionate about transforming museums and non-profits to become more equitable and community-centered. After more than 20 years of work in education and museums, he brings his personal core values of deep listening, collective care, and healing practice into the work that he leads within organizations and communities. Since 2011, he has served as Founding Editor of ArtMuseumTeaching. Mike is also currently the co-producer along with La Tanya S. Autry of Museums Are Not Neutral, a global advocacy campaign aimed at exposing the myth of museum neutrality and calling for equity-based transformation across museums. In 2016, he co-founded Super Nature Adventures LLC, a creative design and education project based in the Pacific Northwest that partners with parks, businesses, and non-profits to design content, illustrated maps, and interpretive resources aimed at expanding access and learning in the outdoors and public spaces. When he’s not writing, drawing, or thinking about museums, you can find Mike on long trail runs in the forests and mountains of the Pacific Northwest.

Upending Our Ideas About Leadership in Museums

Written by Mike Murawski

Since the beginning of this pandemic crisis and throughout the ongoing protests demanding racial justice, we have seen evidence of a wide range of leadership qualities on the public stage—watching national political leaders on TV and through social media, seeing governors and mayors respond to these crises in their own states and cities, and feeling the effects of how those leading our museums and nonprofits have decided to respond.  The behaviors of those in traditionally-defined leadership positions have varied from being fairly brave, vulnerable, and serving the greater good, to acting in ways that are extremely harmful, self-serving, violent, and reprehensible. For museums, we’ve certainly seen this full range of leadership behavior—yet, unfortunately, far too much of the self-serving, harmful kind.

Leadership at institutions including the Philadelphia Museum of Art, the Guggenheim, MoMA, Detroit Institute of Arts, SFMoMA, the Getty, New Orleans Museum of Art, Newfields (formerly the Indianapolis Museum of Art), and countless other museums have been called out for their inequitable and opaque decisions to cut and furlough staff, for actions taken to prevent staff from organizing and forming unions, for their role in creating and perpetuating toxic and racist work environments, for sexual harassment and abusive behavior toward staff, for censoring staff and community voices, and for unethical behaviors regarding collections practices, hiring practices, and artwork loan practices. In a few cases so far, demands for accountability from staff, former staff, artists, and community members have led to action—the Executive Director of the Museum of Contemporary Art Cleveland resigned amid the museum’s problematic handling of an exhibition of drawings by artist Shaun Leonardo, and the Executive Director and Chief Curator of the Museum of Contemporary Art in Detroit has been fired by the board after charges of mismanagement and racial harassment. In Canada, the President and CEO of the Canadian Museum for Human Rights was forced to step down due to accusations of censorship, racism, and sexual harassment. And the Detroit Institute of Arts Staff Action group is calling for the resignation of the DIA’s Executive Director amidst a whistler blower complaint filed with the state of Michigan and the IRS and claims of a hostile and chaotic work environment at that institution under his leadership.

Rather than these being isolated examples, these behaviors are indicative of a field-wide crisis in leadership—a crisis that has existed for too long, and has been exposed through constant and ongoing efforts to organize and take collective action, increase transparency, and hold institutions and those in positions of power accountable.  As curator, writer, and activist Kayleigh Bryant-Greenwell calls out in a recent open letter for Museum as Site for Social Action (MASS Action):

“For far too long our field has been led exclusively by white, cisgenered, male, privileged, overly educated, wealthy, elite, upperclass, heteronormative, ableist, colonist gatekeepers.”

The prevailing notion of leadership has been defined through existing white, patriarchal norms of power, authority, and control as well as the systems of oppression and domination that are so entrenched in museums (for more on white supremacy & white dominant culture in museums, see my previous post here and a really good Incluseum post here). When we use the words ‘leader’ and ‘leadership,’ we are too often only thinking of the single person at the top, the ‘boss,’ an individual who simply holds a job title with words like ‘Director,’ ‘Chief,’ ‘Head,’ ‘President,’ ‘Executive,’ or ‘Chair.’ In a 2017 article for Nonprofit Quarterly, the co-founder of the Nonprofit Democracy Network, Simon Mont, writes, “We have built our organizations around an idea that our leadership should come from either a single individual or a small group,” pointing out the urgent need for this outdated individual-centered understanding of leadership to be replaced. In addition to this narrow idea of top-down decision making, many museums and nonprofits are also replete with poor communication, lack of transparency, overly hierarchical structures, and a distinct unwillingness to change. This all results in the further marginalization of Black, Indigenous, Latinx, Deaf, Disabled, and LGBTQIA staff, volunteers, and audiences. “The dominant organizational structure of nonprofits,” Mont declares, “is unsustainable.”

In her post, Bryant-Greenwell contends that “our museums reflect our leadership.” If, indeed, our museums reflect these behaviors and this broken model of leadership, then museums are certainly in a heightened moment of crisis and concern—which only feels more urgent when paired with the sweeping impact of the pandemic on these institutions and their staff.

Yet with each and every crisis comes a possibility for change.

In the Center for Cultural Power’s recent guide on cultural activism during the pandemic, co-founder and president Favianna Rodriguez reflects that “in moments of disillusion and fractures, there is also an opportunity to sow ideas for a different kind of future.”

Now, more than ever, is the time for us to upend our conventional ideas about leadership and what it means to be a leader; to rethink what it means to bring people together for a collective purpose and shared vision; and to redefine what values and skills are truly necessary to navigate our current crises and shape the future of museums. It is up to all of us to choose to embrace a “different kind of future.”

Reflecting on Leadership

Since the pandemic began closing museums in March, I have spent quite a bit of time taking a step back to reflect on this idea of ‘leadership’ and what it means for museums specifically. Over the these past few months, I have participated in a reading group on ‘leadership in times of crisis’ facilitated by the Radical Support Collective, I have read through piles of articles and several key books on leadership and organizational structures, and I have spoken with many people who currently hold leadership positions within organizations or whom I would define as leaders in the field of museums (even though their institutions have not recognized them as such).

Leadership is something I have consistently thought about in each and every institution I have worked for, experiencing a wide array of leadership styles while also working to shape my own practice of leadership. I have seen and experienced instances of both courageous and paltry leadership, and I have no doubt been the purveyor of such experiences to those reporting to me over the years. Through all of this, I have regularly asked myself: What does leadership look like? What should leadership look like? External pressures and expectations be damned, what does being a leader mean for me?

Over the past several years, ideas of care, healing, and collective well-being have become core to my own personal practice of being an educator, team member, advocate, change agent, and leader.  In so many ways, these values have been shaped by and with others that I have worked alongside, whether in the same department, across different areas of the same institution, or as part of the amazing groups and individuals around the US and world advocating for workers’ rights, demanding equity, and pushing forward a more community-centered and people-centered vision for museums. So as the pandemic hit and I found myself among the thousands of museum workers being laid off from their institutions, these core values have been like my bedrock, my guiding light, my North Star.

Which is why I was really struck by an article written back in April by Kathleen Osta, Managing Director of the National Equity Project. In her piece entitled “Leading through the Portal to Claim Our Humanity,” she frames the current moment of heightened anxiety and uncertainty as a “once in a lifetime opportunity to increase our global empathy—to practice radical compassion—and to pay attention to our collective well-being.” That has resonated with me in such a strong way, especially in my thinking about how we can use this moment to shift our vision of leadership. Osta writes:

“How might we use this global crisis to re-order our priorities and lives in ways that increase our collective well-being?… How might we organize our lives at the interpersonal level and lead change at the institutional and structural level with the awareness that we belong to each other—that every human being is worthy of our attention and care? What might be possible for ourselves and for future generations if we decide to live and lead with this value?”

Rethinking Leadership

I propose that we utilize this incredibly unique and unprecedented moment to seriously rethink what leadership means, and replace worn out conventional ideas with new possibilities.  For me, among the vast and deep thinking out there about leadership, there are four key principles I would like to explore here:

  1. Leadership is human-centered.
  2. Leadership means standing apart.
  3. Leadership is a collaborative, collective, and shared endeavor.
  4. Leadership is everywhere around us.

While I don’t pretend that any of these ideas are new, I certainly wish I had come across them much earlier in my own career; and I think working for ‘leaders’ who more closely embodied these principles would have significantly changed my work within museums, my ongoing relationship to these institutions, and their overall response to the crises of COVID and racial injustice. I see the powerful role that white supremacy and patriarchy have played in developing the accepted traditions and destructive politics of leadership, and what kinds of leadership traits we have been taught to value and which traits we have been taught to actively devalue. Yet it is past time that we unsettle and challenge these norms, demand change from those who hold positions of power and authority, and build a future that celebrates and centers care, collaboration, belonging, and well-being.

More to Come…

This is the first post in my “Leading Towards a Different Future” series that takes a deeper dive into these ideas about leadership and steps for taking action. I am, of course, open to questions, conversation, and bringing together more ideas that can help us move toward changing museums.

The next post in this series, “Leading Means Being More Human,” examines the importance of human-centered leadership and the process of radical self-inquiry. Subsequent posts in this series will explore what it means to stand apart and lead from the heart, how and why to adopt collective and non-hierarchical models of leadership, the need to develop and recognize leadership everywhere in our organizations, and what action steps can be taken to build a different kind of leadership for museums.

*     *     *

About the Author

MIKE MURAWSKI: Independent consultant, change leader, author, and educator living with his family in Portland, Oregon.  Mike is passionate about transforming museums and non-profits to become more equitable and community-centered. After more than 20 years of work in education and museums, he brings his personal core values of deep listening, collective care, and healing practice into the work that he leads within organizations and communities. Since 2011, he has served as Founding Editor of ArtMuseumTeaching. Mike is also currently the co-producer along with La Tanya S. Autry of Museums Are Not Neutral, a global advocacy campaign aimed at exposing the myth of museum neutrality and calling for equity-based transformation across museums. In 2016, he co-founded Super Nature Adventures LLC, a creative design and education project based in the Pacific Northwest that partners with parks, businesses, and non-profits to design content, illustrated maps, and interpretive resources aimed at expanding access and learning in the outdoors and public spaces. When he’s not writing, drawing, or thinking about museums, you can find Mike on long trail runs in the forests and mountains of the Pacific Northwest.

How Employees at the Philadelphia Museum of Art are Unionizing

Written By Eric Morse

Reposted with permission from the Museums + Democracy Project, a project founded by Eric Morse to explore all aspects of how museums can be more democratic. Originally published on 10 July 2020.

 

Interested in forming a union at your museum, but not sure how to do it?  This post shares the steps taken by the employees of the Philadelphia Museum of Art (PMA) to create their union.

While any unionizing effort will be unique based on the local circumstances and conditions, the steps below can be used as a template.

Create Transparency, Talk, and Listen

For any unionization effort to start, employees need to begin talking to each other about their salaries, benefits, and working conditions.  These are the main areas unions and management will negotiate through a contract.

The Art + Museum Transparency spreadsheet that was published last year was a catalyst for employees at the PMA.

That spreadsheet allowed museum professionals to post their job titles, salaries, and benefits from current and past positions.  Many at the PMA added their information.  The transparency created by the spreadsheet allowed employees to see salary inequities between employees with the same job title and in benefits for full-time versus part-time employees.

Sarah Shaw is a coordinator of the Education Resource Center and a museum educator at the PMA.  She is also an organizer of the union.  Shaw says that it was important that employees from across the museum talked to each other because it broadened the conversations to include other concerns.

“Individuals across the museum, across different departments, started having conversations that were ignited by the spreadsheet,” says Shaw.  “As we talked to more and more of our colleagues and started trying to crowdsource issues that people had we heard concerns in addition to salary and benefits.”

Those concerns included a lack of effective policies to keep employees safe.

“The most important way that we have gone about this work is by using our networks and individual connections,” says Shaw.  “One-on-one conversations have been the meat of this organizing effort.”

Shaw says that employees had conversations over coffee, during lunch, or meeting up after work.  When the pandemic hit, they continued to have conversations over the phone and by using online meeting tools such as Zoom.

Shaw also said that listening has been critical.  “We have been intentional about making seventy percent of the conversations listening to our co-workers, what they love about their job, what they wish they could change about their job, ways that they feel both empowered and powerless in their job, and relating those concerns to what we can accomplish together through a union that we cannot as individuals,” says Shaw.

Create an Organizing Committee

As PMA employees continued to talk about the workplace issues important to them, they also began to discuss how they could organize to make positive changes for themselves.  This led them to realize a union was needed.

An organizing committee formed organically.  “Our committee has really grown over the past year, but it is entirely made up of individuals who have said, ‘This is important to me, I have the time and energy to put into it,’” says Shaw.

Research a Union to Affiliate With

If you are going to organize a union at your museum, you will probably need the support of an existing union.  You’ll want to choose a union that will understand the museum environment, so it can best serve your needs.

Don’t be fooled by the names of unions.  Museum workers have affiliated their unions with the American Federation of State, County, and Municipal Employees (AFSCME), the United Auto Workers, and the International Union of Operating Engineers, among others.

“We did a lot of research into unions to find the one we would affiliate with,” says Shaw.  “We needed to have an established union with legal representation and expertise in contract negotiation and who can advise us through this process.  They are the support system that we need in order to get the campaign off the ground and win our election and our first contract.”

The PMA employees decided to affiliate with AFSCME District Council 47.  One of the reasons is because AFSCME has experience working with other museum unions and the local District Council represents workers in environments similar to museums.

“They represent workers in non-profits in Philadelphia, at the Philadelphia Zoo, and at the Free Library,” says Shaw.  “They represent folks working in universities.  The academic system has a lot in common with workers in museums.  They represent people who work for the City of Philadelphia and those connections to City Hall were important.  We felt like they had the most relevant experience and represented the broadest cross-section of Philadelphia workers, which is really what the museum is.”

On its Cultural Workers United website, AFSCME says that it represents more cultural workers than any other union in the United States.

Sign Authorization Cards

At least 30 percent of employees who would form the union need to sign authorization cards that say they support the unionization effort and the affiliation with the selected union.

The goal here is to have much more support than 30 percent.  That is what happened at the PMA, where a supermajority of eligible employees signed the authorization cards.

Voluntary Recognition or Election

The signed cards are used to petition a state or federal Labor Relations Board for recognition of the union.

Having a supermajority of employees sign cards is important because it sends a strong message to leadership that employees support the union.  A goal is that the museum voluntarily recognizes the union.  That’s what happened during a unionization effort at the Los Angeles Museum of Contemporary Art.  Otherwise, museum leadership can request a vote of eligible employees.

The Labor Relations Board figures out who eligible employees are.  “Eligible workers are typically folks who are not in a supervisory position and who do not make independent decisions about hiring and firing,” says Shaw.

Negotiate a Union Contract

If the union is voluntarily recognized or recognized through an election, the next step is the ultimate goal: negotiating a union contract.  This is the document that will govern the relationship between the museum and the union, and allow employees to have a say in pay, benefits, and working conditions.

Where the PMA Union is in the Process

Museum leadership did not voluntarily recognize the union and a vote is currently being held through the end of July [2020].  The votes will be counted in early August.  The vote is expected to succeed.  If it does, the employees of the PMA will have created a more democratic workplace.

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About the Author

ERIC MORSE: Founder of the Museums + Democracy Project, and a museum professional in central Iowa in the United States. Eric has a Master of Arts in Museum Studies from the Johns Hopkins University. He has experience working in museums, non-profits, and communications. Eric is the founder of the Central Iowa Community Museum. This new museum has a mission to create more democracy through exhibitions that celebrate the people of central Iowa and the issues they must face together. Eric is writing a book on the subject of Museums + Democracy.

Why Employees at the Philadelphia Museum of Art are Unionizing

Written By Eric Morse

Reposted with permission from the Museums + Democracy Project, a project founded by Eric Morse to explore all aspects of how museums can be more democratic. Originally published on 26 June 2020.

 

We need museum workplaces to be more democratic.

Museum workers are hurting.  The coronavirus pandemic has brought layoffs and furloughs.  In most cases, workers have not been included in the decision of who is laid off or furloughed.  Now that museums are reopening, workers face possible exposure to the virus and many have not been consulted about how they will be kept safe.

Things weren’t much better before the virus hit.  Expensive advanced degrees are required for positions that have salaries so low it’s difficult to pay back school loans and support living expenses.  Salary inequality is common between men and women; between white people and Black, Indigenous, and people of color; and between leadership and most employees.

Museum workers are passionate and dedicated.  They deserve to be treated much better than they are.  For that to happen, workers need to use democracy to make a difference for themselves.

That’s where unions come in.  Unions are democratic institutions.  Unions are formed through a vote.  Members elect their leaders and vote on agreements negotiated with employers.  Unions allow workers to have a say in how their workplaces are run.

Recently, I spoke with Sarah Shaw, a coordinator of the Education Resource Center and a museum educator at the Philadelphia Museum of Art (PMA).  Shaw is one of the organizers of the union at the museum.

The unionizing effort has its beginnings in 2019, when the Art + Museum Transparency spreadsheet was published.  It allowed museum professionals to share their salaries at past and present positions.

Many at the PMA added their information.  As they did, inequities became visible.  There was salary inequity between men and women filling the exact same position and in benefits for full-time versus part-time employees.

“Those conversations grew and began to broaden outside of what was covered by the salary transparency spreadsheet,” said Shaw.  One of those concerns was that the PMA had no parental leave policy or parental leave time pay.

“Those conversations grew very organically into talking about what we could achieve if we were unionized, what we could achieve through collective action and collective bargaining that we’re not able to achieve as individuals,” said Shaw.  “It was a grassroots, homegrown movement that grew up around both the concerns that the salary transparency spreadsheet brought up and problems that had gone unvoiced for a long time.”

Earlier this year, it was revealed that PMA leadership inadequately handled sexual harassment and bullying toward staff by former managers.  Shaw is quick to point out that the effort to begin to unionize began before these scandals became public and that they are not the focus of the unionization effort.

“I hesitate to give too much weight to those stories because it feels like it frames the organizing effort in a negative way.  That it is just people who have grievances against management at the museum and that is not the case,” said Shaw.  “Those stories are a small part of a constellation of much larger concerns that can be addressed by workers having a voice in the workplace and having a seat at the table when decisions are made.”

A lack of transparency runs through all the issues employees hope to address through the union, whether salary inequality, benefits, or workplace policies.

“We want to improve employee morale by having clear, transparent systems in place that can improve relationships between managers and employees,” says Shaw.

For love of the museum and each other

The union’s website says employees “are unionizing out of a love of the arts, the museum, and each other.”

Shaw says one of the goals is to make museum labor more visible and valued.  She says that in the eyes of the public—and too often museum leadership, boards, and donors—the focus is on collections and buildings.

“Museums would not function without the human labor and it does not make sense for the heart of a cultural institution to be valued so much less than the collections or the building,” said Shaw.  “Unionizing is the most effective way for us to assert our value to the institution.  Unionizing is the most effective way to make that sometimes invisible labor material to the institution.”

Museums have focused on making staff more diverse.  But not improving salaries or changing educational requirements has prevented that goal from becoming a reality.  During the recent protests against police brutality and systemic racism, the public has noticed that museums have not improved in this area.  Shaw says unions can help.

“Making changes to hiring practices, employee support and promotion, and pay equity will make our workplace more diverse and look more like the city of Philadelphia,” said Shaw.  “That is going to make the PMA a more welcoming place to everyone.”

A museum’s worth is measured by how well it serves its community, and that includes its own employees.  Shaw says that a unionized workforce benefits the community as well.

“The workers of the Philadelphia Museum of Art are Philadelphia’s workers,” says Shaw.  “Improving the working conditions, improving the standard of living, improving benefits, making our workplace more inclusive and more equitable, that is a service not just to the workers of the museum but a service to our community because we are part of Philadelphia.”

Where the unionization effort is today

By March of this year, a supermajority of eligible employees had signed authorization cards indicating they supported forming a union.  The PMA leadership had the option to voluntarily recognize the union.  Instead, leaders hired an anti-union law firm to handle negotiations with the union and the National Labor Relations Board (NLRB).

During the initial NLRB hearing [near the end of June], PMA leadership and its law firm claimed that some employees are not “core” to the museum’s mission and that “core” and “non-core” employees should be split into two unions.  “Non-core” positions, according to PMA leaders, include visitor services, technology, development, and membership, among others.  This is ridiculous.  Every position at a museum is core to the mission.

Unions provide employees with an opportunity to have a say in layoffs and rehiring, which is critical at a time like this.

“Workers who aren’t unionized in institutions that have instituted furloughs and layoffs have no legal recourse,” says Shaw.  “At least if you are unionized, there is a legal mechanism to negotiate an extension of benefits or rehiring policies.  You can negotiate that when the museum is ready to rehire workers they are going to rehire folks who were laid off, not all new people.”

Unfortunately for workers at the PMA, since the union is not yet recognized, workers will not have a say on furloughs and layoffs.  On June 24, the PMA announced that 100 staff members would be furloughed or lose their jobs through voluntary departures and possible layoffs.  A museum spokesperson told the Philadelphia Inquirer that furloughs were distributed across departments, but that the curatorial and conservation staff were not impacted.  A union organizer told the newspaper that many working in visitor services were being furloughed.  This is more insight into what the museum views as “core” and “non-core” positions.

On June 25, the union and the PMA reached an agreement.  The union will not be split into “core” and “non-core” employees.  Since the museum failed to voluntarily recognize the union, employees now need to vote whether they will unionize.  Employees who are eligible to participate in the election, even if they are furloughed during the voting, will be allowed to vote.  Votes will be taken by mail July 9 – 30 and counted on August 6.  Since a supermajority have already signed authorization cards, it is expected that the vote will be overwhelmingly in favor of unionizing.  If that is the case, the museum must recognize the union.  The Museums + Democracy Project will continue to follow this effort.

Museum workers should support unionization efforts everywhere.  As these efforts grow they improve conditions for everyone in the field.  More democracy in museum workplaces benefits workers.  Through improving conditions for workers, unions benefit museums and their communities as well.

Interested in how you might start a union at your museum?  The next blog post will detail the steps employees at the PMA took to organize and establish their union.

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About the Author

ERIC MORSE: Founder of the Museums + Democracy Project, and a museum professional in central Iowa in the United States. Eric has a Master of Arts in Museum Studies from the Johns Hopkins University. He has experience working in museums, non-profits, and communications. Eric is the founder of the Central Iowa Community Museum. This new museum has a mission to create more democracy through exhibitions that celebrate the people of central Iowa and the issues they must face together. Eric is writing a book on the subject of Museums + Democracy.

Art Therapy at the Manchester Museum

Written by Chloe Sykes

This guest post from Chloe Sykes, Art Therapist Trainee, is reposted with persmission from the Manchester Museum’s hello future blog.

As a trainee art psychotherapist, I was very fortunate to be offered my final placement at Manchester Museum in the UK. As it has come to an end, I have been asked to write a blog post reflecting on my time at the museum. But first, I will briefly explain what an art therapist does.

Art therapy (or art psychotherapy – both are protected and interchangeable titles) is a mental health intervention and has the scope to be utilised in many different ways. Some people engage in art therapy with no previous art making experience but want to explore and connect to their thoughts and feelings in a creative way.

Using art materials during the therapy session can allow someone to find meaningful ways to explore any difficulties and/or develop new self care and resilience tools. It is my role to be alongside them during this journey, ensuring the person feels safe, seen and understood.

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Image 1: Reflective image exploring the role of the art therapist in create a safe space for a client.

Image 1 explores how it is the art therapist’s role to ensure the therapy space feels safe, protected and secure (shown by the blue outer circle). This allows a client to feel like they are somewhere that they can express their thoughts and feelings freely (like the centre of image 1, with the free-flowing colours and textures, feelings and thoughts, remaining held by the blue circle).

During my experiences prior to and throughout my training, I have developed a keen passion for working with different communities. I believe that a person’s mental health and well-being can be influenced by how we engage socially and individually. Unfortunately, mental health is sometimes hard to navigate and can often be daunting to experience alone. Therefore, it is exciting to see and be part of a cultural establishment that is actively making space for mental health and well-being. I truly do believe there is a place for health and well-being to be offered alongside the learning that is already available for communities; these cultural organisations have a great opportunity to bring people together through exploring the arts and our history. It is through this sense of coming together and sharing experiences, when paired up with creativity, that culture can have a powerful positive effect on a person’s well-being.

The Manchester Museum is already known for doing amazing work, engaging in various ways, with many local communities and organisations. This is something that clearly aligns well with my own passions. So, at the very start of the placement, time was spent considering where art therapy could lay within the museum and their already existing outreach partnerships. It seemed natural to introduce an art therapy service that would be offered to the organisation as well as their participants.

The planned art therapy sessions were to be held within the museum; regular sessions making artwork and exploring museum objects, in a way that would relate to how a client was potentially thinking and feeling. However, as the ripple effects of COVID-19 took hold, the shape of the placement at the museum had to adapt to the ‘new normal’. As people and organisations took the necessary time to adapt to the new unknown, it seemed appropriate to adjust where art therapy could lie during these times at the museum. A new direction was taken to offer virtual art therapy sessions to the museum staff and volunteers during the lockdown.

Each week I have been facilitating individual art therapy sessions for staff and volunteers through video conferencing. In spite of meetings being held virtually, they have still been very beneficial in many ways. A simple example of this has been how simply having a weekly time scheduled for meetings has given a much-needed sense of routine during a time when everything else seems so unknown. Also, knowing that there is a protected hour each week to reflect on any difficulties can be very powerful for some, it can feel like a beneficial space to breathe and pause.

As a trainee art therapist, facilitating something as personal and intimate as therapy over video calling needed to be carefully thought about. Because video calling can sometimes feel distant and strange, it was important to make some adaptations in light of this shift onto online delivery. Under normal circumstances, sharing the same space in therapy allows for a sense of safety and trust.

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Image 2: Reflective image of connecting in a therapeutic space virtually.

Image 2 (above) explores the ideas of sharing a space and time whilst being in a different place. Moving online, it was important to still have ways to feel like we were sharing the same safe space, despite being at separate locations, finding a way to feel connected. I introduced the use of lighting a candle at the beginning of each session (seen in the centre of the drawing). This allowed for us both to know that we had entered into the same shared space (connecting our separate spaces together through the candles). Blowing out the candles also brought the session to a close in unity; it also was a reminder of returning back to our own homes and metaphorically stepping out of the shared space.

Grounding exercises were useful for some, as it helped to bring the mind back into the virtual therapy space and similarly, back into their homes at the end of the session. Much like a commute, where we have some space to allow our minds to return to where we were before.

Once we had virtually entered into the shared space, art making through various materials was used as a way to explore any thoughts or feelings for the clients. Sometimes, even online museum collections or galleries were used, with reflective chats about what those images meant for the person. The images (made or found) were reflected on, discussing what feelings, thoughts or sometimes memories were brought forward, or sometimes an imaginative narrative would be given to the piece(s).

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The creativity and presence of a therapist allows for expression of sometimes powerful emotions to be discovered, seen, felt and shared. This can be a very healing process which is what the image 3 above explores. Clients often come to therapy feeling overwhelmed or stuck, seen in the left-hand side of the drawing.  During the course of therapy, these overwhelming feelings and areas where they feel stuck can be explored and begin to be understood, so that the client no longer feels overwhelmed or stuck. Instead, hopefully they will be able to recognise their feelings/thoughts/behaviours and understand what they mean (the right hand side of the drawing).

Another way that art making can help with growth is through the use of experimenting with art materials in a space that feels secure. Playing with art making, making mistakes and finding new ways to use the materials can allow self-esteem to foster. As materials are like symbolic tools to learn how to use what we already have, uniquely for each person whilst being thought of and supported by the therapist.

Over the past few months it has been a privilege to see how creativity has been used to gain a sense of understanding and bring people together despite being in lockdown. The art therapy for the museum staff and volunteers allowed for any mental health and well-being struggles to be taken on a journey of discovery and growth.

Trauma-Aware Art Museum Education: Principles & Practices

Written by Andrew Palamara, Ronna Tulgan Ostheimer, Stephen Legari, Emily Wiskera, and Laura Evans

After our initial discussion of developing a trauma-aware practice, we have had several conversations about what T-AAME could become. We initially began thinking about T-AAME in reaction to the trauma inflicted by COVID-19, but it has taken on new urgency in recent weeks with the killing of George Floyd.  We have spent time thinking about what would distinguish trauma-aware practice from our regular work as art museum educators. Wouldn’t best practice approaches already be sensitive and responsive to individual experience and need, including trauma? While the answer is yes, we believe T-AAME is still a little different.

Namely, unlike traditional art museum teaching and practice, T-AAME asks art museum educators to be mindful and responsive to implicit or explicit trauma.  An awareness of trauma is no simple task, especially when most art museum educators are not trained therapists. The word ‘trauma’ itself encompasses many different human responses, but it still carries a heavy connotation in our society. It’s not safe to assume that all museum-goers will have experienced something traumatic prior to their visit, but everyone still deserves some compassion and care from us. Compassion and care are the core values of T-AAME from the art museum educator’s perspective, while connection and empowerment are two of the main goals for visitors.

According to recent surveys conducted by Wilkening Consulting, museum-goers have strong reservations about participating in guided tours or programs in the galleries when they visit museums again. We will have to confront a new set of limitations and reinvent our best practices in response. As we continue to develop and refine T-AAME, we have developed a list of supportive and foundational resources about trauma that have informed our approach (see the end of this post for an access link).  We hope to continually update this list and welcome others to contribute resources as well.  We have also begun to articulate some principles and practices of T-AAME. We believe these ideas can be applied to online and in-person programs and are practices that could easily and safely be incorporated into our work as we return to museums. Many are approaches with which you are, no doubt, already familiar and we are highlighting them here to emphasize that certain practices are already sensitive to trauma.  Others may be new approaches or only require slight modifications to make widely-used practices more trauma-aware.

PRACTICE

Creating Relationships with Trained Therapists

We know that good art museum education, especially practices that focus on personal interpretation and perspective, can be therapeutic without being therapy.  But, because T-AAME is at the intersection of art museum education and therapy, we strongly advocate for working with a licensed therapist who has training in trauma-informed practice and experience working with groups and/or teaching. Many therapists regardless of their modality can help with this initiative. Art therapists, we feel, might be especially well placed to work with given their strong connection to the creative arts and to dialoguing with and through art objects.  You can find a list of registered art therapists in your area through the Art Therapy Credentials Board or the American Art Therapy Association.

Preparing a Tour & Preparing your Group

To borrow from art therapy language, setting the frame is an important activity at the outset of a group visit. Set the boundary around what participants can expect from an experience and also the limitations of what the experience can provide. It is important to adapt language and attitude for different groups and their needs. It is also worth noting that this does not mean we are always engaging in serious talk and dire warnings. Helping to get yourself and your group ready should come from a place of warmth, openness, curiosity and can include playfulness and humour. Understanding the goals of the visit can inform our style of preparation. This holds true for virtual visits and live ones.

When planning a tour or program, carefully consider the individual identities within your group to select appropriate works of art and topics of discussion. Along with being aware of the group, it is also important to be aware of your own presence. Do you have any particular stressors that you need to be aware of? Develop and practice techniques to center yourself and manage your own emotional activation when facilitating a group.

Brian Arao and Kristi Clemens (2013) write about establishing brave spaces instead of safe spaces for dialogue. They advocate for groups to create ground rules for discussion together so that terms like “safe” and “judgment” are defined clearly by everyone involved. For example, when starting a conversation about a social justice issue in the museum, you might begin by asking, “What do you all need from each other to be honest and vulnerable in this conversation?” This makes time for the group to collectively set the terms for their interaction with each other.

While Arao and Clemens use this as a framework for conversations about social justice, it could be adapted as a more compassionate opening to any museum program. In the coming months, museum visitors will likely feel some kind of anxiety about sharing an enclosed public space with other people. If you are facilitating some kind of program in the galleries, you might ask your group, “What do you feel comfortable doing together?”

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Andrew Palamara welcomes a group of visitors to the Cincinnati Art Museum. Photo credit: Erin Geideman.

As explained in Museum Objects, Health and Healing, it is important to craft appropriate warnings for potential emotional activation when looking at and talking about art. Avoid using terms like “trigger warning” or cautioning the group in a way that will increase anxiety. Instead, select terms that encourage visitors to apply their own emotional skills to navigate and stay in control of their experience. Cowan, Laird, and McKeown (2020) offer a few suggestions:

Remember to take care of yourself. You decide how much of this to see. Some visitors have strong reactions. Your reactions are unique to you. It’s okay to be emotional. Reach out if you need help. Do this in your own way” (p. 183).

Group Discussion and Dynamic

Facilitating careful and sensitive conversations is a critical part of art museum education, and paraphrasing or re-voicing (O’Connor & Michaels, 1996) is widely considered to be a best practice in these discussions. In T-AAME, we advocate for a scaffolded approach to paraphrasing, which eventually results in participants speaking to one another, rather than to or through the facilitator or mediator.

Terry Barrett visited with a group of Laura’s university students in the fall of 2019, before COVID-19, and facilitated many discussions about works of art.  Barrett set up several ground rules before the conversations started.  He asked us to speak loudly and to one another (and not to him) so that everyone could hear.  He would frequently remind the group to talk to each other.  He melded into the group – sometimes standing with us, sometimes behind us, sometimes in front of us – giving us the feeling that he was with us rather than removed from us.  Barrett asked for no side conversations (anything that wanted to be shared to a neighbor, could be shared with the group) and no put-downs, and emphasized that listening was as important as talking.  If he couldn’t hear someone, he would simply ask for them to speak up or ask the person farthest from the speaker if they could hear.  Very occasionally, he would paraphrase, if what was shared was a complicated idea or if he needed clarification.  Mostly, he asked provocative questions and moved the conversation forward as the group spoke to one another. He listened far more than he spoke and he emphasized to the group that listening was a form of participation.

Inspired by Barrett, we believe that limited paraphrasing can be a T-AAME practice as it empowers the participant to speak without mediation and connects members of a group.  We think this works best with older participants (not “littles”) and can be eased into or scaffolded by starting out with more traditional paraphrasing and slowly stepping back while introducing the rules of speaking loudly and to one another, while avoiding side conversations and put downs.  The ultimate goal is for participants to be speaking directly to one another, responding to one another, and feeling connected to one another.

Modes of Response and Engagement

Allow for the time and space for deep reflection to occur. Instead of always asking visitors to verbally respond to a work of art as part of a conversation, pass out paper/notecards and pencils for written responses.[1] Tell your participants, up front, that the writing is completely anonymous, that you don’t want them to write their names on their responses, and that after everyone is finished writing, you will randomly read some of the notecards out loud.  Ask a question or provide a clear, open prompt that gives participants the opportunity to express themselves, emotionally or creatively.  They can write just a few words, a poem, a story, or whatever comes to mind as it relates to the question or prompt. After giving the group time to respond, collect the responses. Shuffle the cards and read them out loud without providing any commentary. The responses are for the group to hold in their mind, but not to critique or comment on. An added benefit of this activity is that it can be comfortably done while wearing a mask.

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Students writing an object based personal reflection in the Clark galleries. Photo credit: Tucker Bair.

Another trauma-aware approach focuses on creating new sensory experiences that contradict those of trauma, replacing them with sensations rooted in safety, empowerment, and connection. One method is to incorporate multi-sensory objects or prompts into your program, as is commonly done as a best practice. For example, if discussing the process of mummification in Ancient Egypt while exploring an object like the Dallas Museum of Art’s Coffin of Horankh, participants could feel a piece of linen wrap or smell frankincense and myrrh, two oils used in the embalming process. If shared touch objects are of concern in the short-term, ask visitors to touch something of their own, such as their purse or clothing and make a sensory connection to an object they find in the galleries. Use their selection as a point of discussion.

Sensory exploration can also be done verbally. If exploring a scene such as Mountain Landscape with an Approaching Storm, the group could be prompted to describe a place that they have been to that looks or feels similar to the scene in the painting. If they were inside the scene of the painting, what would they hear? Feel? Smell? Taste? If they were amongst the group of villagers in this painting, what path would they take to castle on the hill? What would they encounter along the way?

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In the DMA’s Meaningful Moments for Memory Care Facilities program, participants match texture samples to what they see in the works of art. Photo credit: Dallas Museum of Art.

In Activity-Based Teaching in the Art Museum (2020), Kai-Kee, Latina and Sadoyan illustrate an approach to eliciting low-risk, movement-focused emotional responses from a group:

Our group collects in front of Portrait of Madame Brunet (ca. 1861-63), an early work by Édouard Manet. “If you like this,” Lissa begins, “stand to your right. If you don’t, stand to your left.” Her word choice is intentionally open ended. “This” could mean the person depicted in the portrait, the way in which she is represented, the painting style, the artist, and so on, or a combination of factors. “Take a moment to really think about this question, and tap into your reaction.” Lissa is purposefully slow in leading the group through these steps, creating  space for her visitors to sensitize themselves to the work for their emotions to unfold over time. As the participants start to move their bodies in response to the prompt, Lissa adds another dimension: “Stand closer to the painting if it is a strong feeling, and farther back if it is the opposite. If you are undecided, you might find yourself in the middle.” She then invites the group to share the reasons why they have selected their current positions. “Please listen to others’ responses,” she adds. “They might even affect your decision. Feel free to change your mind, and your position, if you find someone else’s reasoning compelling.”(pg. 134)

We consider Kai-Kee, Latina, and Sadoyan’s approach to be trauma-aware for several reasons. It allows participants to incorporate movement as a mode of response and it acknowledges different levels of trust within a group. Participants are able to share as much or as little as they feel comfortable and to demonstrate reciprocity by changing their position in response to others’ ideas. This approach empowers the visitor by valuing their feelings and opinions while also connecting visitors by giving them the opportunity to observe and react to others.

Making

Until recently, participatory opportunities for museum visitors were an important way for them to be able to externalize something of their lived experience and enter into creative dialogue with the larger museum community. Open studios, creative workshops, arts-based and written feedback, and community exhibitions are all well-established tools that art educators have used to connect with their participants and connect their participants to the museum. COVID-19 has presented serious constraints about the safe use of art materials.

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Participants of the DMA’s Meaningful Moments program explore a variety of materials in the art studio. Photo credit: Dallas Museum of Art.

As creative professionals, the education teams in museums have been quickly adapting and are using a number of simple, digitally-based tools. These include participants sharing their artwork made at home, photography, and digital-art. The gradual return to live encounters means that participants will not be sharing materials for some time. Organizing with groups to bring and use their own materials is one solution.  Another is the exclusive use of easily disinfected materials such as markers, scissors, colored pencils, paintbrushes, needles, and knitting / crochet tools. But, the intention and use of participatory activities remains important and perhaps even more so as we consider the traumatic impact of COVID-19 on large portions of our populations.

The American Art Therapy Association has a guide for best practice of the use of art materials based on CDC recommendations.

The studio remains an important practice whether live at the museum using the appropriate guidelines or in the virtual studio. Along with empowerment through art-making, the art studio will continue to be a place for social connection. The careful attention of facilitators, the casual conversations, and the sharing of work are all essential ingredients in maintaining the connections to communities and visitors that educators have built over many years.

Google Doc for Resources:

Inspired by La Tanya S. Autry’s Social Justice & Museums Resource List, we started an open-source document of trauma-focused resources:

TRAUMA-AWARE ART MUSEUM EDUCATION RESOURCE LIST

We hope that you will contribute to this document and share it with colleagues.  Likewise, we welcome any and all feedback on T-AAME.  We are grateful and buoyed by the responses we have received so far and we would appreciate hearing about your experiences incorporating any of these practices into your work.

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Works Cited

Arao, B., & Clemens, K. (2013). From Safe Spaces to Brave Places: A New Way to Frame Dialogue Around Diversity and Social Justice. In Landreman, L. (Ed.), The Art of Effective Facilitation (pp. 135-150). Sterling, VA: Stylus Publishing.

Cowan, B., Laird, R., & McKeown, J. (2020). Museum Objects, Health and Healing: The Relationship Between Exhibitions and Wellness. Milton Park, United Kingdom: Routledge.

Kai-Kee, E., Latina, L., & Sadoyan, L. (2020). Activity-based teaching in the art museum: Movement, Embodiment, Emotion. Los Angeles: Getty Publications.

O’Connor, M., & Michaels, S. (1996). Shifting participant frameworks: Orchestrating thinking practices in group discussions. In D. Hicks (Ed.), Discourse, learning, and schooling (pp. 63-103). New York, NY: Cambridge University Press.

[1]  This is another engagement strategy that Laura has witnessed and participated in when teaching with Terry Barrett.

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About the Authors

LAURA EVANS is an Associate Professor of Art Education and Art History and the Coordinator of the Art Museum Education Certificate at the University of North Texas in Denton, Texas.  Evans received her Ph.D. in Art Education, with a Museum Studies specialization, at The Ohio State University, a Master’s in Museum Studies at the University of Toronto, and a Bachelor’s in Art History and English at Denison University, Granville, Ohio. Evans has worked in museums from Australia to Washington DC to New Zealand. During non-COVID-19 summers, Evans lectures about art crime on cruise ships that sail the high seas. Laura’s email address is Laura.Evans@unt.edu

STEPHEN LEGARI is a registered art therapist and couple and family therapist. He holds a Master’s degree in art-therapy from Concordia University Concordia and another M.A. in couple and family therapy from McGill University McGill, where he won the award for clinical excellence. He has worked with a range of populations in numerous clinical, educational and community contexts. In May 2017, he became head of art therapy programs at the Montreal Museum of Fine Arts. He is currently the world’s only art therapist working full-time in a museum. Legari is a member of the MMFA’s Art and Health Committee. Stephen can be reached at slegari@mbamtl.org

ANDREW PALAMARA is the Associate Director for Docent Learning at the Cincinnati Art Museum (CAM). In this role, Andrew oversees the training, recruitment, and evaluation of the CAM docents. Prior to joining the CAM, he worked in education at the Dallas Museum of Art and MASS MoCA. He holds a BFA in Graphic Design and Illustration from Belmont University and a MA in Art Education from the University of North Texas. When he’s not at the museum, Andrew is most likely playing music or coaching his high school soccer team. Singing telegrams can be sent to Andrew at andrew.palamara@cincyart.org

RONNA TULGAN OSTHEIMER has worked in the education department of the Clark for more than eighteen years, first as the coordinator of community and family programs and then, for the past nine years, as director of education. Her goal as a museum educator is to help people understand more fully that looking at and thinking about art can expand their sense of human possibility. Before coming to the Clark, Tulgan Ostheimer taught at the Massachusetts College of Liberal Arts in the education department. She holds an EdD in psychological education from the University of Massachusetts and a BA in Sociology and American Studies from Hobart and William Smith Colleges. She can be reached at rtulgan@clarkart.edu

EMILY WISKERA has worked in museum education since 2011, with a specialized focus on accessibility and working with diverse populations. As Manager of Access Programs at the Dallas Museum of Art, Wiskera oversees initiatives for visitors with disabilities, including programs related to dementia, Parkinson’s disease, autism, developmental or cognitive disabilities, and vision impairment.She is passionate about creating equitable experiences for all visitors. In her free time, Emily enjoys well-meaning mischief. Emily only receives carrier pigeons at EWiskera@dma.org

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Featured Image: A mediator (educator) at the Montreal Museum of Fine Arts working with children. Photo credit © Mikaël Theimer (MKL)