Institutional change and leadership in cultural heritage

10/15/22 Institutional Change - DISH 2011

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Modes of institutional change and leadership

DISH Conference, Rotterdam, 2011

Ben Kokkeler, Danielle Lokin, Wouter Groot


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Programme14:00 Opening, introduction of the programme

14:05 Brief encounter: • what do we mean when we talk about institutional

change: practices, hypes, chances

14:15 Introduction• Museums as intelligent organisations • Transformation: the crucial role of networked

professionals • A conceptual model for conjoint transformational

leadership

15:00 Break 15:05 From theory to practice

• Route map writing


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Brief encounter• What do you see as institutional change?• What are the main causes and drivers? • What role do you play in it?


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Museums as intelligent organisations

• Museum development: a pathway• Museum professionals as intelligent navigators • Distributed intelligence in professional

networks


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Transformation: the crucial role of networked professionals

• Transformation of professional live • Transformation of the consumer behaviour • Transformation of the public and private

spheres

Institutional change creates an opportunity for museum

professionals to develop conjoint transformational leadership


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A conceptual model for conjoint transformational leadership

QuickTime™ en een-decompressor

zijn vereist om deze afbeelding weer te geven.


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A routemap for governance of transformation

• Archetypical analysis – 4 quadrants, archetypical concepts

• Governance analysis – (annual) analysis of 3 aspects (distributed conjoint agency, ambidexterity, entrepreneurship)

• Transformation pathway analysis (annual) analysis of 2 aspects (protected spaces, third space)

8-12-2011 3

Archetypical concepts• Museum as sanctuary • Museum as place of entertainment• Museum as collection of curiosities • Museum as an open podium


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Museum as sanctuary

• The expert (curator, director) plays a leading role• Authenticity is guaranteed • Product: the universal truth


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Museum as place of amusement

• earning capacity • contribute to community welfare • event organisor • reach out to a range of diverse target groups• focus on leisure


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Museum as collection of curiosities

• shows identities of ‘foreign kin’ • defines groups, identities, value systems• freezes objects: shows appearances, not functions or its ‘soul’• heritage represents stories of hegemony


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Museum as a podium

• Museum is facilitator; source community adds meaningful activities• Active participation as means for mobilisation • Museum does not supply answers, but poses questions• Museum stimulates networking, diversity of opinions and debate


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Analysis of governance


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Analysis of pathways

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E-culture as trigger and instrument for public entrepreneurship

Topics at board room levelRoles of managers and leaders Imago managers and leadersEnterprising in networks New relationships with stakeholdersEngaging financing partners in new ways


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eCulture and Public Entrepreneurship

Blurred boundaries public and private spheres

The citizen as central agents

New roles voor managers and leaders: moving from cooperation in commercial arrangements, intrapreneurship towards an entrepreneurial culture

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E-cultureKey notions

from consumer to prosumer

User generated content

Visitors add their own attributes, create patterns, share these with others

Crossmedia communication, not just text based

Use of distributed sources

Location and context based services


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‘e-Cultuur’ implies for your museum?1. New ways for communication and education• sense making• value sharing• material and virtual/digital heritage connected


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2. New roles and functions for staff and visitors• inform• meet • share & co-operate

3. New goals: re-using and enriching knowledge• knowledge production and education • knowledge sharing and co-creation

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User-Case writing

• a realistic visitor type in focus• this visitor seen as an informed partner• the collection in context with information sources that this visitor has access to• the museum visit as a string of visitor actions that covers the information chain of the museum and visitor related sources: previous to, during and after the visit. On three levels:– expertise and feelings that the visitor brings with him– digital sources that he has access to– digital sources that the museum manages or can influence

Institutional change and leadership in cultural heritage

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