These are the notes and slides for a keynote speech I'm giving this Saturday at MuseumNext in Indianapolis. If you'll be there, I look forward to discussing these issues with you. If not, please share a comment and let's talk online.
The theme of this conference is inclusion. All weekend, we've heard uplifting stories about amazing work you all are doing to involve people from all walks of life in museums.
And yet. Here's my beef with inclusion: it's too good. No one is "against" inclusion. There is no other museum conference going on somewhere else in the world today where professionals are sharing proud case studies and helpful tips on how to exclude people.
But museums do exclude people. All the time.
If everyone is "for" inclusion, does that mean it automatically happens? No. But if no one is against it, how do we make sure that we actually are doing it, that we aren't just paying lip service to the idea?
The answer, I think, is to acknowledge the activist, political roots of inclusion. Inclusion isn't a given. Inclusion is something we fight for.
And so I'd like to share some of the story of how we have fought for inclusion, what it changed about our work, and some tips on how to fight.
Our StoryI came to the Santa Cruz Museum of Art & History four years ago. At the time, we were fighting for survival. Financial instability and creeping irrelevance had put the museum in a precarious position. We had to make a change.
And while we wouldn't have said that change was about "inclusion" specifically, it was about empowering as many people as possible to feel like the museum was a vital part of their lives, individually and collectively. We did it in two ways:
- by empowering individuals as participants in content creation, program design, and deep exploration of art and history
- by connecting people across differences, building strong social bridges across race, age, economic background, and culture so that the transformed museum would be a place for everyone instead of a place for a particular target group
These two changes are at the heart of inclusion. Valuing individuals' potential and contributions. Linking diverse people across differences, even when it's uncomfortable. Reaching out, broadly and intently, with generosity and curiosity at the core.
Inclusion isn't just an engagement strategy. For us, it was a successful business strategy too. In my first four years, we tripled attendance. Doubled our budget. Doubled our staff. Got on strong financial, programmatic, and reputational footing. As one visitor recently commented, "the MAH has become 'our' museum, a reflection of us and a place where we can appreciate art, share it with each other, learn and make new connections."
But we didn't get there without a fight. We fought against common preconceptions of what a museum audience looks like or who a museum is for. We fought against critics who claimed that we were dumbing down the museum. We fought overt and covert discrimination on the basis of age, race, and income. We fought our own biases, fears, and uncertainty... and we continue to do so today.
How to FightI want to share four concepts that have been helpful to me in thinking about how we actively fight for inclusion in our work.
1. Start Small
You can't change the world overnight. It's powerful to have a big vision for where you are going. But if you throw every punch, tilt at every windmill, you'll end up exhausted and frustrated.
So start with a goal. Articulate it clearly. And then find small ways to start fighting for it.
For us, inclusion began with learning how to invite community members to be part of our work. Sometimes, that meant asking people to share opinions on our plans, to share stories for exhibitions, to share their skills in community programs. But I often think of one of our simplest, and most powerful, forms of invitation: the wishlist.
On our weekly email newsletter, we often ask people to donate specific junk items--toilet paper rolls, bottlecaps, jeans--that we want to use for exhibitions and programs. I always thought we did this because we're thrifty. But then there was the situation with the cardboard boxes, which changed my perspective.
One time, we did a call-out for cardboard boxes. Hundreds rolled in. One industrious museum member even cleared out his garage and brought down a whole trailer of boxes on the back of his bike. Once at the museum, staff and visitors transformed these boxes into a cardboard castle for a co-created family opera. Junk became something creative, something of value. As I watched the castle go up, I thought about how small, yet powerful, the wishlist is. It's a simple expression of the fact that we KNOW that our visitors have something to give the museum. They don't have to be professional artists, or wealthy donors, or famous historians to contribute. EVERYONE can contribute--with something as humble as a cardboard box. That's a small step towards inclusion.
If you are fighting for inclusion, I ask you: what small invitation could you make to be more inclusive?
2. Arm Yourself
Going into battle? You're going to need a weapon. I want to briefly address three ways to arm yourself in the fight for inclusion (or whatever else you care most about): with strategy, with self-care, and with compatriots.
In some institutions, your strongest weapon is a core strategic document - typically, a mission statement. If your mission statement talks about serving "all Minnesotans" or "creativity for everyone," that's a mandate for inclusion. Even if the mission statement is primarily used in your institution as an aspirational ideal, it's still something that theoretically everyone from top to bottom is working towards. If you can use the sentence: "We can accomplish XX part of our mission by doing YY," people at the top have to listen to you. They may not agree with you, but if you can couch your goals in the context of agreed-upon strategic language, you can use that language as a shield as you pursue action.
And speaking of shields, the second way you must arm yourself is by taking care of yourself. As Audre Lorde said, "Caring for myself is not self-indulgence. It is self-preservation and that is an act of political warfare." Arm yourself with love, with strength, with actions and objects and people who help you thrive. You need that if you are going to fight.
But you don't have to do it alone. The most effective way to arm yourself--especially in a big institution--is with an army. One of my favorite examples of a group of museum professionals fighting for inclusion is the folks at Puke Ariki who led the Ruru Revolution in their large museum/library/visitor center in New Zealand. This band of colleagues created an "underground group working for institutional change"--and they succeeded. They found each other, supported each other, and pushed each other into new ways of working with the public.
What weapon do you have at your disposal?
3. Make Space
When you think about recruiting your army, think about whether your actions are inviting people in or keeping people out. It can be so easy in this work for us to hunker down and focus on "doing the thing" ourselves. It's ironic--and self-defeating--that we can sometimes be exclusive in pursuing inclusion. I have found again and again that we do our most powerful work NOT when we do the thing but when we empower others to do the thing. That's what space-making is all about. It's like a chain letter for good. You make space and support others in their fight, and suddenly, what felt like a lone battle is a movement pushing forward.
Unfortunately, when a new initiative or goal gets set, I often see us clamping down with micro-management instead of making space for the new work to thrive. When I came to the MAH, one of our first goals was to make the space more welcoming for people. One day, I walked in, and there were two armchairs with a sign that said "Sit back, relax, and enjoy the art." The sign was ugly: primary colors screaming amateur preschool hour. Every designerly instinct I had made me want to tear down that sign. And then I stopped and realized that the intern who had made that sign had done so to help accomplish our goal of making the museum more welcoming. The sign DID accomplish that goal. My desire for design perfection did not, and should not, outweigh the benefit that her work was bringing to the organization.
And so the sign stayed. When I look back, I feel guilty about all the times when the proverbial sign didn't stay, when some expectation or threshold for quality led us to shut down something great in development. And not just to shut down some potentially great work, but also to shut down some great people for whom we were not making space to shine.
Where could you have more impact by making space for others?
4. Start Within
Most of my examples in Santa Cruz have to do with us fighting for inclusion beyond our office, with supporters and critics and people throughout our community. But if you work at a big institution, the fight probably begins within, battling statements like "But that's not professional," or "We've always done it that way," or "Isn't that just a marketing thing?"
Starting within can be safest, because you know the people involved. But it can also feel unsafe, because the emotions and potential repercussions are higher. Find the way to start small, to arm yourself, to make space--and to do so wherever you need to start first.
It's hard to embark on this fight. It's not an easy slide into first, even if everyone is "for" inclusion on the surface. But it's worth it.
What's your fight?
***If you'd like to weigh in, please leave a comment or send me an email with your thoughts. If you are reading this via email and wish to respond, you can join the conversation here.