Museums and Societal Collapse explores the implications of societal collapse from a multidisciplinary perspective and considers the potential museums have to contribute to the reimagining and transitioning of a new society in the face of collapse. Arguing that societal collapse is well underway, but that total collapse is not inevitable, Janes maintains that museums are well-positioned to mitigate and adapt to the disruptions of societal collapse. As institutions of the commons, belonging to and affecting the public at large, he contends that museums are both responsible and capable of contributing to the durability and well-being of individuals, families, and communities, and enhancing societal resilience in the face of critical issues confronting our species. Within the pages of this groundbreaking book, Janes demonstrates how museums and their staff, as key civic resources with ethical responsibilities, can examine the meaning and value of their work, how that work is organised and managed, and to what end. This is a call to action, demonstrating how museums can move the conversation about collapse and extinction forward and into society at large. Museums and Societal Collapse will be of great interest to academics and students of Museum and Heritage Studies, Gallery Studies, Heritage Management and Arts Management. It will also be of essential reading for museum professionals working in museums, galleries and cultural organisations around the world. He lives in Canmore, Alberta, Canada.

Museums and Societal Collapse explores the implications of societal collapse from a multidisciplinary perspective and considers the potential museums have to contribute to the reimagining and transitioning of a new society in the face of collapse. Arguing that societal collapse is well underway, but that total collapse is not inevitable, Janes maintains that museums are well-positioned to mitigate and adapt to the disruptions of societal collapse. As institutions of the commons, belonging to and affecting the public at large, he contends that museums are both responsible and capable of contributing to the durability and well-being of individuals, families, and communities, and enhancing societal resilience in the face of critical issues confronting our species. Within the pages of this groundbreaking book, Janes demonstrates how museums and their staff, as key civic resources with ethical responsibilities, can examine the meaning and value of their work, how that work is organised and managed, and to what end. This is a call to action, demonstrating how museums can move the conversation about collapse and extinction forward and into society at large. Museums and Societal Collapse will be of great interest to academics and students of Museum and Heritage Studies, Gallery Studies, Heritage Management and Arts Management. It will also be of essential reading for museum professionals working in museums, galleries and cultural organisations around the world. He lives in Canmore, Alberta, Canada.

Are Museums Irrelevant?

Museums are rarely acknowledged in the global discussion of climate change, environmental degradation, the inevitability of depleted fossil fuels, and the myriad local issues concerning the well-being of particular communities ? suggesting the irrelevance of museums as social institutions. At the same time, there is a growing preoccupation among museums with the marketplace, and museums, unwittingly or not, are embracing the values of relentless consumption that underlie the planetary difficulties of today.

Museums in a Troubled World argues that much more can be expected of museums as publicly supported and knowledge-based institutions. The weight of tradition and a lack of imagination are significant factors in museum inertia and these obstacles are also addressed. Taking an interdisciplinary approach, combining anthropology ethnography, museum studies and management theory, this book goes beyond conventional museum thinking.

Robert R. Janes explores the meaning and role of museums as key intellectual and civic resources in a time of profound social and environmental change. This volume is a constructive examination of what is wrong with contemporary museums, written from an insider's perspective that is grounded in both hope and pragmatism. The book's conclusions are optimistic and constructive, and highlight the unique contributions that museums can make as social institutions, embedded in their communities, and owned by no one.

Drawing together nearly 40 years of experience, Museums without Borders presents the key works of one of the most respected practitioners and scholars in the field. Through these selected writings, Robert R. Janes demonstrates that museums have a broader role to play in society than is conventionally assumed. He approaches the fundamental questions of why museums exist and what they mean in terms of identity, community, and the future of civil life. This book consists of four Parts: Indigenous Peoples; Managing Change; Social Responsibility, and Activism and Ethics. The Parts are ordered chronologically and each begins with an introduction and an overview of the ensuing articles which situates the papers in their historical and cultural contexts. Using an interdisciplinary approach that combines anthropology, ethnography, museum studies and management theory, Janes both questions and supports mainstream museum practice in a constructive and self-reflective manner, offering readers alternative viewpoints on important issues. Considering concepts not generally recognized in museum practice, such as the Roman leadership model of primus inter pares and the Buddhist concept of mindfulness, Janes argues that the global museum community must examine how they can meet the needs of the planet and its inhabitants. Museums without Borders charts the evolving role of the contemporary museum in the face of environmental, societal and ethical challenges, and explores issues that have, and will, continue to shape the museum sector for decades to come. This book demonstrates that it is both reasonable and essential to expand the purpose of museums at this point in history - not only because of their unique characteristics and value to society, but also because of Janes' respect and admiration for their rich legacy. It is time that museums assist in the creation of a new, caring, and more conscious future for themselves and their communities. This can only be done through authentic engagement with contemporary issues and aspirations.

Drawing together nearly 40 years of experience, Museums without Borders presents the key works of one of the most respected practitioners and scholars in the field. Through these selected writings, Robert R. Janes demonstrates that museums have a broader role to play in society than is conventionally assumed. He approaches the fundamental questions of why museums exist and what they mean in terms of identity, community, and the future of civil life. This book consists of four Parts: Indigenous Peoples; Managing Change; Social Responsibility, and Activism and Ethics. The Parts are ordered chronologically and each begins with an introduction and an overview of the ensuing articles which situates the papers in their historical and cultural contexts. Using an interdisciplinary approach that combines anthropology, ethnography, museum studies and management theory, Janes both questions and supports mainstream museum practice in a constructive and self-reflective manner, offering readers alternative viewpoints on important issues. Considering concepts not generally recognized in museum practice, such as the Roman leadership model of primus inter pares and the Buddhist concept of mindfulness, Janes argues that the global museum community must examine how they can meet the needs of the planet and its inhabitants. Museums without Borders charts the evolving role of the contemporary museum in the face of environmental, societal and ethical challenges, and explores issues that have, and will, continue to shape the museum sector for decades to come. This book demonstrates that it is both reasonable and essential to expand the purpose of museums at this point in history - not only because of their unique characteristics and value to society, but also because of Janes' respect and admiration for their rich legacy. It is time that museums assist in the creation of a new, caring, and more conscious future for themselves and their communities. This can only be done through authentic engagement with contemporary issues and aspirations.

Are Museums Irrelevant?

Museums are rarely acknowledged in the global discussion of climate change, environmental degradation, the inevitability of depleted fossil fuels, and the myriad local issues concerning the well-being of particular communities suggesting the irrelevance of museums as social institutions. At the same time, there is a growing preoccupation among museums with the marketplace, and museums, unwittingly or not, are embracing the values of relentless consumption that underlie the planetary difficulties of today.

Museums in a Troubled World argues that much more can be expected of museums as publicly supported and knowledge-based institutions. The weight of tradition and a lack of imagination are significant factors in museum inertia and these obstacles are also addressed. Taking an interdisciplinary approach, combining anthropology ethnography, museum studies and management theory, this book goes beyond conventional museum thinking.

Robert R. Janes explores the meaning and role of museums as key intellectual and civic resources in a time of profound social and environmental change. This volume is a constructive examination of what is wrong with contemporary museums, written from an insider s perspective that is grounded in both hope and pragmatism. The book s conclusions are optimistic and constructive, and highlight the unique contributions that museums can make as social institutions, embedded in their communities, and owned by no one.

Drawing together a selection of high quality, intellectually robust and stimulating articles on both theoretical and practice-based developments in the field, this Reader investigates the closely linked areas of management and marketing in the museum.

The articles, from established and world-renowned contributors, practitioners and writers at the leading edge of their fields, deal with the museum context of management and how marketing and management practices must take account of the specifics of the museum and the not-for-profit ethos.

Key writings from broader literature are included, and the collection of key writings on the investigation and study of management and marketing in the museum are of great benefit not only to those studying the subject, but also to professionals working and developing within the field.

Museums throughout the world are under increasing pressure in the wake of the 2008/2009 economic recession and the many pressing social and environmental issues that are assuming priority. The major focus of concern in the global museum community is the sustainability of museums in light of these pressures, not to mention falling attendance and the challenges of the digital world. Museums and the Paradox of Change provides a detailed account of how a major Canadian museum suffered a 40 percent loss in its operating budget and went on to become the most financially self-sufficient of the ten largest museums in Canada. This book is the most detailed case study of its kind and is indispensable for students and practitioners alike. It is also the most incisive published account of organizational change within a museum, in part because it is honest, open and reflexive. Janes is the first to bring perspectives drawn from complexity science into the discussion of organizational change in museums and he introduces the key concepts of complexity, uncertainty, nonlinearity, emergence, chaos and paradox. This revised and expanded third edition also includes new writing on strengthening museum management, as well as reflections on new opportunities and hazards for museums. It concludes with six ethical responsibilities for museum leaders and managers to consider. Janes provides pragmatic solutions grounded in a theoretical context, and highlights important issues in the management of museums that cannot be ignored.

Museums throughout the world are under increasing pressure in the wake of the 2008/2009 economic recession and the many pressing social and environmental issues that are assuming priority. The major focus of concern in the global museum community is the sustainability of museums in light of these pressures, not to mention falling attendance and the challenges of the digital world. Museums and the Paradox of Change provides a detailed account of how a major Canadian museum suffered a 40 percent loss in its operating budget and went on to become the most financially self-sufficient of the ten largest museums in Canada. This book is the most detailed case study of its kind and is indispensable for students and practitioners alike. It is also the most incisive published account of organizational change within a museum, in part because it is honest, open and reflexive. Janes is the first to bring perspectives drawn from complexity science into the discussion of organizational change in museums and he introduces the key concepts of complexity, uncertainty, nonlinearity, emergence, chaos and paradox. This revised and expanded third edition also includes new writing on strengthening museum management, as well as reflections on new opportunities and hazards for museums. It concludes with six ethical responsibilities for museum leaders and managers to consider. Janes provides pragmatic solutions grounded in a theoretical context, and highlights important issues in the management of museums that cannot be ignored.

Drawing together a selection of high quality, intellectually robust and stimulating articles on both theoretical and practice-based developments in the field, this Reader investigates the closely linked areas of management and marketing in the museum.

The articles, from established and world-renowned contributors, practitioners and writers at the leading edge of their fields, deal with the museum context of management and how marketing and management practices must take account of the specifics of the museum and the not-for-profit ethos.

Key writings from broader literature are included, and the collection of key writings on the investigation and study of management and marketing in the museum are of great benefit not only to those studying the subject, but also to professionals working and developing within the field.

Only a decade ago, the notion that museums, galleries and heritage organisations might engage in activist practice, with explicit intent to act upon inequalities, injustices and environmental crises, was met with scepticism and often derision. Seeking to purposefully bring about social change was viewed by many within and beyond the museum community as inappropriately political and antithetical to fundamental professional values. Today, although the idea remains controversial, the way we think about the roles and responsibilities of museums as knowledge based, social institutions is changing. Museum Activism examines the increasing significance of this activist trend in thinking and practice. At this crucial time in the evolution of museum thinking and practice, this ground-breaking volume brings together more than fifty contributors working across six continents to explore, analyse and critically reflect upon the museum's relationship to activism. Including contributions from practitioners, artists, activists and researchers, this wide-ranging examination of new and divergent expressions of the inherent power of museums as forces for good, and as activists in civil society, aims to encourage further experimentation and enrich the debate in this nascent and uncertain field of museum practice. Museum Activism elucidates the largely untapped potential for museums as key intellectual and civic resources to address inequalities, injustice and environmental challenges. This makes the book essential reading for scholars and students of museum and heritage studies, gallery studies, arts and heritage management, and politics. It will be a source of inspiration to museum practitioners and museum leaders around the globe.

Only a decade ago, the notion that museums, galleries and heritage organisations might engage in activist practice, with explicit intent to act upon inequalities, injustices and environmental crises, was met with scepticism and often derision. Seeking to purposefully bring about social change was viewed by many within and beyond the museum community as inappropriately political and antithetical to fundamental professional values. Today, although the idea remains controversial, the way we think about the roles and responsibilities of museums as knowledge based, social institutions is changing. Museum Activism examines the increasing significance of this activist trend in thinking and practice. At this crucial time in the evolution of museum thinking and practice, this ground-breaking volume brings together more than fifty contributors working across six continents to explore, analyse and critically reflect upon the museum's relationship to activism. Including contributions from practitioners, artists, activists and researchers, this wide-ranging examination of new and divergent expressions of the inherent power of museums as forces for good, and as activists in civil society, aims to encourage further experimentation and enrich the debate in this nascent and uncertain field of museum practice. Museum Activism elucidates the largely untapped potential for museums as key intellectual and civic resources to address inequalities, injustice and environmental challenges. This makes the book essential reading for scholars and students of museum and heritage studies, gallery studies, arts and heritage management, and politics. It will be a source of inspiration to museum practitioners and museum leaders around the globe.

The articles in this book are outstanding examples of socially responsible museum work, based on the premise that museums, galleries and science centres must move beyond education and entertainment to embrace socially relevant missions. Being a socially responsible museum means addressing issues of relevance to one's community, as well as identifying issues and challenges where a museum's expertise can make a positive difference. This book presents nine rich and diverse case studies of successful civic engagement, which are both practical and engaging. Looking Reality in the Eye provides new directions for assisting museums in achieving long-term sustainability within their communities, while at the same time providing a rich source of ideas on how this can be achieved. With Contributions By: Ruth J. Abram Stephen H. Baumann Beth Carter Gerald T. Conaty Joanne DiCosimo Michele Gallant Robert R. Janes Emlyn H. Koster Gillian Kydd Janet Pieschel Susan Pointe Glenn C. Sutter Paul Tapsell Douglas Worts