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Reframing the Museum: Working with S...

Hoffstadt, Rita Mukherjee,

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Reframing the Museum: Working with Staff to Step into a New Community Focused Mission and Vision /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Reframing the Museum: Working with Staff to Step into a New Community Focused Mission and Vision // Rita Mukherjee Hoffstadt.
Author:	Hoffstadt, Rita Mukherjee,
Description:	1 electronic resource (177 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-05, Section: A.
Contained By:	Dissertations Abstracts International85-05A.
Subject:	Chinese Americans. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30669914
ISBN:	9798380709064

Reframing the Museum: Working with Staff to Step into a New Community Focused Mission and Vision /
Hoffstadt, Rita Mukherjee,

Reframing the Museum: Working with Staff to Step into a New Community Focused Mission and Vision /Rita Mukherjee Hoffstadt. - 1 electronic resource (177 pages)

Source: Dissertations Abstracts International, Volume: 85-05, Section: A.

Folsom History is an organization that is embarking on a journey to become more relevant in the 21st century. It consists of Folsom History Museum, Pioneer Village, and the newly conceived Chinese Heritage Museum. As it has been most recently operating, Folsom Historical Society was not relevant to most communities in Folsom. Over the past eighteen months Folsom History's board approved a new mission, vision, and strategic framework; and it took its first steps in reinventing itself. The organization's staff, board, and volunteers will need to step into its new community-focused direction to be successful.This series of Plan-Do-Study-Act (PDSA) cycles were focused on creating a set of iterative interventions that created opportunities for staff to step into a new more community-focused mission and vision. Over the course of 19 weeks I introduced three interconnected change ideas designed to introduce staff to change management theory, reflection tools, and new models of operation in hopes it would result in a better execution of programs and services; decrease the amount of tension with volunteers; and result in more mission focused programs and services that would be brainstormed and developed. To measure the results of my improvement science intervention, I analyzed weekly survey score cards, transcripts of staff discussions, and staff works product to assess changes in staff thoughts, processes, and products. Results of my intervention indicated that staff had a better grasp of how change was impacting our organization, felt volunteer tensions were reduced, identified new inclusive models to help them move ahead in the future, and grew closer as a core team.

English

ISBN: 9798380709064Subjects--Topical Terms:

2070933
Chinese Americans.

Reframing the Museum: Working with Staff to Step into a New Community Focused Mission and Vision /
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520 $a Folsom History is an organization that is embarking on a journey to become more relevant in the 21st century. It consists of Folsom History Museum, Pioneer Village, and the newly conceived Chinese Heritage Museum. As it has been most recently operating, Folsom Historical Society was not relevant to most communities in Folsom. Over the past eighteen months Folsom History's board approved a new mission, vision, and strategic framework; and it took its first steps in reinventing itself. The organization's staff, board, and volunteers will need to step into its new community-focused direction to be successful.This series of Plan-Do-Study-Act (PDSA) cycles were focused on creating a set of iterative interventions that created opportunities for staff to step into a new more community-focused mission and vision. Over the course of 19 weeks I introduced three interconnected change ideas designed to introduce staff to change management theory, reflection tools, and new models of operation in hopes it would result in a better execution of programs and services; decrease the amount of tension with volunteers; and result in more mission focused programs and services that would be brainstormed and developed. To measure the results of my improvement science intervention, I analyzed weekly survey score cards, transcripts of staff discussions, and staff works product to assess changes in staff thoughts, processes, and products. Results of my intervention indicated that staff had a better grasp of how change was impacting our organization, felt volunteer tensions were reduced, identified new inclusive models to help them move ahead in the future, and grew closer as a core team.
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