While
there is no standard way to ensure success in collaborative projects, we’ve
decided to distill what we’ve learned through readings down to a sort of “10
Commandments” meant to guide you on your path to meaningful and impactful
partnerships. While by no means comprehensive (for example, some of our points
are modified from Brian O’Neill’s 21
Partnership Success Factors!) our list is meant to outline what we see as
the most vital steps towards fruitful collaboration.
1. Thou
shalt endeavor to know and understand thy audience
This
commandment applies to ALL museums, period. If we’ve learned anything this
semester in our Museum Audiences class, it’s that knowledge of your audience
provides a fundamental baseline necessary in order to deeply connect with and
provide meaningful services and educational experiences for any given group of
people. Maslow’s Hierarchy of Needs further echoes this sentiment – in order to
provide an ideal learning environment so that individuals can become more
self-actualized and self-transcendent (i.e., so individuals can step outside
the worries of the here and now and begin to understand bigger picture ideas
and concepts) – we need to first understand and meet the basic physiological
and psychological needs of our audience.
2.
Thou shalt create content with thy
audience, not for thy audience
I’m
sure everyone has heard the expression “there’s no ‘I’ in team!” and community
collaboration is no exception – collaborative projects are about working in
tandem with a partner, not dictating down to them what should be done. By
creating content with audiences and not merely for audiences, museums generate
much richer, more vibrant, and ultimately more interesting exhibitions that can
be enjoyed by a wide range of audiences. By making exhibitions with community
collaborators, institutions have the opportunity to learn more about a segment
of their audience. Each new collaborative project brings with it the
opportunity to learn new things and reassess older assumptions. In endeavoring
to teach others, we must also be open to being taught. As O’Neill sums it up
“partnerships are about ‘we’ not ‘I’…they are about creating an equality of
importance – an environment where individual personal egos are subservient to
the interests of the whole.”
Keep in mind that engaging in collaborative efforts does NOT
mean that your institution must give up autonomy or influence, but successful
collaboration requires sharing power and control. A good partnership, according
to O’Neill, is one that represents a delicate balance between maintaining one’s
own identity and adding value to a collective effort.
3. Thou
shalt strive to be proactive in seeking community involvement
This
commandment is useful to consider when first deciding whether or not your
project will benefit from collaboration with a particular group. In some cases,
collaboration might not be the best way to accomplish your goals – always be
sure to put proper thought and planning into collaborative projects BEFORE you
begin them! Once you’ve decided that collaboration is, indeed, the way you want
to go, be proactive in finding partners – seek out the partner or partners that
can best help you accomplish your goals. This can only be done if you’ve
carefully thought through your needs (a design challenge is an excellent way to
go about thinking about what you need/want out of collaboration) and have done
your research on what sorts of groups might be ideal collaborators. From there
it should be easy to explain to groups of interest why you approached them,
what you hope to accomplish with their help, and what they can expect to see
(benefit-wise) from working with you.
4. Thou
shalt have clear goals and specific projects for thy collaborators and thou
shalt give them the power and responsibility to provide useful/actionable
feedback to thy institution
Once you have made the decision to partner with community
collaborators, it is crucial that you communicate to them the goals and
projects you would like them to work on, their particular responsibilities in
the project, and the means they have of communicating advise, constructive
criticism, and other forms of feedback. Successful collaboration means that you
must have a definite role or project for your collaborators and that they must
have the power and responsibility to effect meaningful changes during the
course of the project. If any component of the above is missing from your
collaborative project…you’re doing it wrong!
5. Thou
shalt communicate continually, clearly, and consistently with thy collaborators
As
Brian O’Neill aptly states: “partnerships, like any human relationship, are
about communication, communication, and communication.” However, as easy as it
sounds, good communication can be tricky on a person-to-person basis – not to
mention the fact that the Internet has opened up a new can of worms with the
myriad forms of instantaneous electronic communication now available to anyone
with a computer. A misunderstanding can lead to a negative Tweet, which, in
turn, can lead to a whole flood of angry people who may be less inclined to
visit or support your museum based on some misunderstanding. Open, clear, and
consistent communication should help to alleviate this problem.
Another aspect of this commandment is the fact that
communication with collaborative partners should not cease as soon as the
project is over – it is important to continue communication with partners after
the fact so that the wealth of support and good-will that they have towards
your institution does not dry up once the collaboration has ended. Take the
time to stay in touch and update partners with new projects you have in the
works!
6. Thou
shalt put thy words into actions, honor thy commitments to thy partners, and
shall always put thy agreements into words
This
commandment functions as a reminder to museums to act on the promises they make
to their collaborators and to formally put the agreements they make with
collaborators onto paper. Both parties are thus held accountable for their
words and actions. As O’Neill puts it: “partnerships need formal written
agreements and work plans that define mutual interests and expectations, the
roles and responsibilities of each partner, and clear accountability for the
work to be performed.” Such an agreement is necessary because it serves as a
mutually-binding contract – in other words, it ensures that each partner
recognizes and realizes their responsibility to the other. Agreements of this
type are likely to change over the course of a collaborative project (again,
flexibility and understanding are crucial to success), so be sure to update or
amend the agreement as necessary.
7. Thou
shalt know, utilize, and maximize thy resources and the resources and talents
of thy collaborators
It
should go without saying that each collaborator brings with them unique skills,
talents, resources, and capabilities. Knowing the strengths (and weaknesses!)
of each partner is crucial in decision making during the collaborative process.
Being able to dole out assignments according to ability and resources will
maximize your institution’s resources and the overall efficiency with which you
accomplish your goals. If you don’t know all of your partner’s skills and
assets…ask! Communities engage in collaboration because they see relevancy and
value in it, and may be more than willing to marshal their resources to benefit
the collaboration. You won’t know, however, unless you take the time to figure
out what resources are available (and which partner is the most effective at
mustering said resources.)
8. Thou
shalt seek out and develop relationships with local schools, teachers, and
children and make those partnerships points of pride in thy organization’s
culture
The
most meaningful and long-lasting collaborative projects require sustained
effort, consistency, and continuous communication, and this is especially true
in the case of projects involving schools and children. Collaborations with
schools often fail because the champion(s) of the project move away, get a new
job, or retire…much to the detriment of the next class of children. It is
important that collaborative projects of this sort seek recognition in their
respective institutions as being something of great relevance and significance
that cannot be allowed to lose momentum or cease to exist. By showcasing the
triumphs of the program (and taking the time to celebrate success stories),
both partners increase the likelihood that the program will be seen as
something of enduring value and something that is worth the extra effort to
maintain from year to year.
9.
Thou shalt trust and appreciate thy collaborators and respect differences of
opinion, seeking to make decisions via consensus whenever possible
This
commandment is a blend of several of Brian O’Neill’s Partnership Success Factors – namely 7 (Maintain an Environment of
Trust), 16 (Always be Courteous and Diplomatic), 17 (Honor Your Commitments),
and 19 (Respect the Right to Disagree; Act on a Consensus Basis). Trust is an
essential element in any human relationship, and collaborative projects are no
exception. As O’Neill puts it “trust must be demonstrated and earned day by
day…you build trust through the consistency and integrity of your actions over
time.” A single betrayal of the trust between collaborators can be devastating
and there is no guarantee that you will be able to rebuild and regain that
trust once it has been shattered.
Another crucial part of the trust
equation is showing your partners that the trust goes both ways – you must
trust your partners in order to be trusted yourself. Collaborators have to
trust museums not to misrepresent or inaccurately portray/display their
contributions, and museums have to trust the community not to give them
inaccurate information and provide quality material worth the time, money, and
effort poured into the collaboration.
Also important to note in this
commandment is the call to respect differences and embrace solutions that are
satisfactory to both parties. In any endeavor, differences of opinion are
likely to arise, and it is vital that both sides respect the other’s right to
disagree. O’Neill states: “in successful partnerships, ground rules are
established to give each partner a veto power over proposed actions.” Simply
put…working on a collaborative project means that much time is spent reaching
consensus among collaborators. Be prepared for this reality, but also realize
that time spent reaching agreement is time well spent – at the end of the
project both sides should be able to walk away happy with the end product and
feeling that they have made a valuable, meaningful contribution.
10. Thou
shalt be open, flexible, creative, playful, and responsive
The
more open and accepting of change your institution is, the greater potential
there is for meaningful collaboration. As Daniel Spock wisely muses, “if you
invite people to really participate
in the making of a museum, the process
must change the museum” (6). By being open, flexible, and responsive to our
audiences, museums are better able to adapt their content and create
experiences that are profound and meaningful as well as educational. The old
view of museums as “authoritative cultural arbiters of truth, validity, or
esthetic worth” (Spock 7) where knowledge is conveyed in a unilateral,
authoritative sense is giving way to a new view of museums as centers of civic
engagement, where “content creation is shared with the public in a dialogical
process” (Spock 8). This transition from authority figure to mediator is scary
for some, but is not something that is going away – look at the abundance of
social media, the prominence of Wikipedia and YouTube, and the phenomenon of
open-sourced programs on the ‘net – audiences are clearly interested in
participating in the generation and dissemination of content. Instead of
running from the public, museums need to embrace the eagerness of this new
generation of tech-savvy users and open up to innovative, playful,
collaborative projects that enable us to tap into the wealth of creativity,
knowledge, and enthusiasm that is evident on the Internet. In turn, we will be
able to reach out to, educate, and become relevant to a wide variety of new
audiences the world over.
Works Cited
Brian O’Neill’s 21 Partnership Success Factors.
National Park Service. 1 November 2011 <
http://www.nps.gov/partnerships/oneill.htm>. *
Simon,
Nina. The Participatory Museum. Santa Cruz: Museum 2.0, 2010. **
Spock, Daniel. “Museum Authority Up for Grabs: The Latest
Thing, or Following a Long Trend Line?” Exhibitionist Fall (2009): 6-10.
Please Note:
* References to Brian O’Neill’s
21 Partnership Success Factors are unaccompanied by page numbers since this
is an online document
** References to Nina Simon’s The Participatory Museum contain page
numbers meant as estimates. The
chapter of the book used for this blog was Chapter 7: Collaborating with
Visitors, and since I accessed the book online, I have no way of knowing what
real pages correspond with the pages I printed out. Thus, a notation of (1)
corresponds with Chapter 7, page one. The
page numbers correspond with pages printed from the online version in single-spaced,
12 point Times New Roman font.
~ Posted by CP