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the future

4 Valuable Online Resources for Museum Futurists. No…Right Now-ists.

There are six practices of high-impact nonprofits, according to Crutchfield and Grant’s findings in their book, Forces for Good. One of the central six? Nurture Nonprofit Networks. It means share knowledge (grow the pie, work together for change…) Knowledge sharing is a practice that nearly all of the world’s most impactful nonprofits have in common.

Nurturing networks and spreading best practices is one of many things that sets the nonprofit sector apart from the private sector, and it may be one of the biggest differentiations. You won’t catch Thomas’ English Muffins freely giving away the secret to their “nooks and crannies” just to bring the entire world (competitors included) one step closer to creating the perfect English muffin. If they can’t do it, they don’t want anyone else to do it. But nonprofits will put themselves out of business if it means bringing the world one step closer to a common goal.

People are becoming a bit like organizations as individuals build personal brands and play important roles in information dissemination to advance social change. A museum must be conscious of its brand and the professional advantages supplied by the institution. But a museum should not overlook the more personal/professional advantages that can be leveraged when museum employees have the tools they need to connect and engage with other professionals If nurturing nonprofit networks creates high-impact nonprofits, then certainly nurturing nonprofiteer networks leads to even higher-impact nonprofits.

These are four basic online resources for arming museum professionals with the social technology tools needed to embrace new media and encourage both sector transition and innovation:

 

1. MUSEUM 3Museum 3 is a nonprofit organization dedicated to exploring the future of the cultural institution sector. Since it began in 2007 as a social network, Museum3 has grown to almost 3000 members from across the world. In 2010 Museum3 incorporated into a not-for-profit organisation. This has allowed us to plan for extended services including conferences, masterclasses, public talks, new partnerships and new cultural products including podcasts and vodcasts.” One of the reasons why I think that this site is so cool is because it’s international. Talk about sharing the knowledge.

 

2. MUSEUM-ID: Another cool connecting site is MUSEUM-id, which is also run through Ning and called an “ideas exchange and social network for museum professionals.” Let’s not go nuts here- neither of these social networks is booming with the activity of your Facebook or Twitter feed, but when you consider that these social spaces exist to exchange ideas with similarly-interested professionals, the spaces are pretty darn cool and extremely useful.

 

3. MUSE TECH CENTRAL: How did I find the leads for so many of these innovative museum social technologies? I started out on Muse Tech Central. I adore it. Muse Tech Central is the Museum Computer Network project registry and it’s a gold mine of museum inspiration. It’s pretty simple, too: it is a list of new and ongoing technology-based projects taking place in museums.

 

3. CFM’s RESEARCH ROUND-UP: Recommending AAM’s  Center for The Future of Museums to museum futurists (right now-ists) is like recommending Mashable for a social media fan; it’s been done and you probably already know a lot about it. Yes, the blog is awesome… but have you checked out their Research Round-Ups? They have everything from academic findings to news articles to essays to commentary. It’s a great complement to the weekly Dispatches from the Future of Museums that you can sign up to have arrive in your inbox, but I don’t see the Research Round-up celebrated as frequently. Knowing what research has been uncovered can be a powerful tool for your museum. Why reinvent the wheel? It helps to take a look at what we’ve figured out thus far.

 

Getting involved in these networks and checking out these websites probably shouldn’t replace normal social media activities like engaging professionals in your network on Facebook and Twitter- but it’s a great start and a terrific complement to those efforts. In fact, I’d go so far as to say that keeping an eye on these resources will keep you smarter than the average museum social media guru. Not to mention, they’ll keep you thinking, questioning the future, and preparing for new ways to engage audiences online.

*Header image from The Nonprofit Quarterly

Posted on by colleendilen in Community Engagement, Leadership, Management, Museums, Nonprofit Marketing, Nonprofits, Social Change, Social Media, Technology, The Future, Words of Wisdom 1 Comment

5 Ways That Social Media May Replace NYC as the Center of Creative Development

Elizabeth Currid's book, The Warhol Economy, discusses the elements that produce NYC's one-of-a-kind creative industry. But what if these elements don't belong only to NYC anymore?

I let out a laugh when I saw last week’s Onion article, 8.4 Million New Yorkers Suddenly Realize New York City A Horrible Place to Live. It seemed especially silly to me, as I’d just finished Elizabeth Currid’s, The Warhol Economy- a book that identifies the unique characteristics that have made NYC an international mecca of creative production. Despite the fact that the book raves about the benefits of NYC’s unique environment for artists and the career development of creatives, the Onion article got me questioning the future of this city.

Some of the key social and economic qualities that have made New York City so successful as a place for creative and cultural career development have been (and, I would guess, will continue to be) replaced by online social networks. “Every generation has its own neighborhood,” Zac Posen said of NYC to Currid during an interview mentioned in the book. I predict that for Generation Y, and perhaps increasingly for the generations following us, that neighborhood will not be Chelsea or the West Village. It will be online.

Here’s how social media and online networks match up to the key elements that secured NYC’s reputation as an international center for creative development:

 

1. Low economic barriers to entry in the community

Utilizing social media is catching on quick, and is a relatively cheap endeavour. The rise of New York City as an international hub of creativity also arose from low barriers to entry. Namely, the recession of the 1970s created cheap rents that allowed artists to focus more time and energy on their artwork instead of taking up second jobs to make ends meet. Artists bought up low-rent spaces in many of the same neighborhoods, resulting in communities of creatives with a little more time on their hands and getting a little more bang for their buck. All you needed then was a little bit of money (to afford rent), something to say, and the ability to relocate to New York. In order to enter an online community today, the barriers for entry are even lower. You don’t need to move to New York. You just need a little bit of money (to afford a computer) and that same something to say.

 

2. Production with no real regard for economic growth

There are more than 900,000 blog posts put up on the Internet every 24 hours. Why do we blog? The answers may be shockingly similar to those of “why do we make art?” Some people blog for emotional release or to create a connectedness with the world. Some people blog to make money, but a lot more people (including myself), blog to create symbolic capital. In other words, to gain or maintain regard as a professional in the field you’re writing about. (I utilize my human capital to discuss social capital on this blog to build my symbolic capital! Yes, these are the things your brain comes up with when you are in grad school…) In fact, according to Pew Internet and American Life Project, to make money is the least common reason why people blog. The main reason? Creative expression. Social media and online expression share the same emotional (and similar economic) fuel that drives NYC’s creative community.

 

3. Utilizing and building weak ties

In her book on NYC’s creative economy, Currid cites the work of Dr. Mark Granovetter who has published significant studies on the importance of “weak ties.” He found that the ties that were farther away  from us (versus our close-knit friends) were most influential in creating success. People with the most weak ties are in the greatest position to “diffuse innovation.” While having social exchanges with random folks on the street in New York City does create weak ties, it’s much less hard to imagine how social media promotes these kinds of relationships. Also, social media makes it easier to track weak ties. One needs only to check their @replies on Twitter to get a good sense of the weak ties they’ve created. Social media is a large network of these weak ties. And more than that, they are more easily tracked and weak ties can more easily grow stronger through social networks than meeting someone on the street in NYC- a method that has worked for generations before.

 

4. The ease of peer review and access to gatekeepers

Listen to the story of any great artist in NYC and they will tell you the stain of people that they met that helped them get to the top. In NYC, there are places where ‘the cool kids’ hang out. There are places to see and be seen. It’s not a stretch to say that there are a hierarchy of sites upon which bloggers and social medialites aim to be mentioned or linked. My boyfriend’s startup sees a greater rise in visitors when it’s mentioned on Mashable than when it’s mentioned on a random blog. The higher the site is on the totem pole, the more likely your work is to be seen by gatekeepers- key people in your industry with the power to aid you in achieving success. This is the same way it works in posh nightclubs, bars, and museum events in NYC. The reason online interactions may have the upper-hand? They are remote.

 

5. More creative people leads to economic productivity

You don’t need to be in New York anymore to have access to the most influential gatekeepers, or to get attention for your cause or story. The game is changing. In New York City, the above factors created ideal conditions for the spread, sharing, and development of creatives. Similarly, on web, the above factors create ideal conditions for the spread and development of creatives– but also for non-creatives. In a sense, New York just got bigger. Now it’s the entire world. Or rather, anyone with a computer or access to the library.

Social media networks have other advantages that NYC (or any physical location) lacks. This may change our idea of location as ideas are spread freely with no regard to physical region. For instance, time plays a different role. You don’t have one chance to hand over your business card- as you might when running into an ideal client on the street that you may never see again. You can send a message (or respond to that message) at your leisure. This may lead to more strategic communications. Also, places with more people see more economic activity, and for that very fact, it is a good idea to know what’s happening online.

*These five points are based upon select points in Currid’s The Warhol Economy: How Fashion, Art and Music Drive New York City. Check out the book to learn more about how they relate to NYC’s economy and social structure.

Posted on by colleendilen in Arts, Big ideas, Blogging, Book Reviews, Social Media, Technology, The Future, Uncategorized 2 Comments

5 Reasons Why I Chose to Pursue an MPA over an MBA

USC's 2009-2010 Officers of the Graduate Policy and Administration Committee with Associate Dean, Carol Rush

USC's 2009-2010 Officers of the Graduate Policy and Administration Committee with Associate Dean, Carol Rush

 

MPAs and MBAs have a lot in common: they are both professional degrees that provide management training by way of economics, policy, statistics, and finance. What made me pick an MPA (Master of Public Administration) over an MBA (Master of Business Administration), you might ask? The MBA is surely a beaten path with many, well known benefits…but considering my interest and passion for museums and nonprofits, an MBA just wasn’t for me. I liked the idea of a professional degree, but an MBA overlooked the defining features in my field of interest. Here’s why I decided to pursue an MPA over an MBA:

 

1) Museums and nonprofits have harder-to-measure outcomes

A defining characteristic of the nonprofit and public sectors is unmeasurable outcomes because the point of most nonprofits is to fulfill a social mission (nonprofit organizations cannot distribute profits). A powerful business is one that can make the most money (measurable). A powerful nonprofit is one that helps more people, most effectively (not-so-measurable). This does not mean that impact assessments are not critical in the nonprofit world and that they are strongest when they include quantitative data. However, to get an MBA would mean overlooking an opportunity to really think about solving problems of nonprofit outcome measurement and would mean focusing heavily on a monetary bottom-line, which is just not a characteristic of the sector. The MPA focuses on social missions while also emphasizing the skills required to obtain funding for an organization, which is much more relevant to my continuing work with nonprofit organizations.

 

2) It’s a problem-solving degree- ideal for an evolving sector

If MBA programs study the market, then MPAs try to solve market failures– and there’s an obvious difference between studying and solving. In the former, it’s been figured out, you’re just learning how to do it. In the latter, there’s a large-scale problem to be solved. MBAs are hired to make an individual company more profitable and there are books on this (lots of them!) with clear rules (“buy low, sell high,” “always be closing”). In contrast, MPAs are hired to take action to lead their organizations in making the world a better place… and our literature is not nearly as abundant and the tone is less certain. Our academic journals are filled with what’s happening right now or what’s happened in the past. This is ideal for the nonprofit sector because need and the way people communicate and connect (securing funding, donors, etc) is always evolving.  There is certainly no better degree in this case, it’s just based on your goals and interests. Considering my interests, an MPA was the way to go.

 

3) My utility function includes public service

This is not to say that my utility function– and those of my MPA peers– doesn’t include income at all (or that the utility function of MBA grads never includes public service), but it is to say that public service drives my behavior more than money, and most likely drives the behavior of my classmates as well. It shouldn’t be surprising that nonprofit CEOs don’t make as much money as for-profit CEOs. On top of that, nonprofits are often understaffed and leaders may suffer from serious burnout. So why would us MPAs put ourselves through that? Because we want to make a difference. For some of us (and I’ll blame my background at The University of Chicago for the sincerity of this statement), we want to solve big problems and aren’t afraid of hard things. Some people might hate to look back and say, “I wish I made more money.” I respect that– and to each, his own. But for me, the most heartbreaking thing that I can imagine saying is, “I wish I made a difference for someone,” or “I wish I spent my life doing something I deeply cared about.” The MPA degree helps me build the skills to accomplish the things that I care about.

 

4) MPAs want to change the world… but we’re not impractical about it

I spend every day with folks who are determined to change the world. Are we starry-eyed and optimistic? Maybe. Too impractical to be effective? Definitely not. These professionals come from top tier institutions, much like the professionals that enter top MBA programs. Moreover, as an MPA, our speakers, mentors, and professors are professionals in policy and the nonprofit sector– rather than bankers and for-profit professionals. If I were to have pursued an MBA, our speakers and mentors would be those who best understand investment banking recruiting and achieving measurable outcomes– which would be much less relevant to me and my interests. Instead, I am surrounded by future foundation CEOs, grant writers, program producers, and nonprofit directors. A frequent happy hour topic for us: how not warm-and-fuzzy it is to work tirelessly for a mission.

 

5) The future: society’s priorities are placing higher importance on social good.

Signs are pointing toward the need for corporate environments to take on social missions– or at least some corporate social responsibility. Does this mean we might see some MPAs in corporate environments changing up the system in the near future? Perhaps. Consider this: Generation Y, the incoming professional leaders, are said to run on public service motivation. Unlike Generation X, these folks would much rather work for the government than a corporate giant. They want to give back to communities. Moreover, customers are more likely to consume goods that align themselves with some sort of social mission– and communication, transparency, and connection (nonprofit focuses) are beginning to lead corporate environments. In sum, the days of caring primarily about income and individual companies may be coming to a close. In fact, that’s what The Economist predicted for 2010 when they discussed the oncoming decline of the MBA.

When young nonprofit and museum professionals spout their desire to get an MBA because that’s what they think they “should” do, I cringe. There are many incredible reasons to get an MBA and great reasons to get an MPA as well; but I think it’s the responsibility of professional-degree-advocates to know why they are choosing one degree over the other.

Posted on by colleendilen in Education, Generation Y, Graduate school, Leadership, Management, Museums, Nonprofits, Public Management, Public Service Motivation, Social Change, The Future, Words of Wisdom 41 Comments