ICOM-ITC Relevant forever lecture_vs3

R e l e v a n t f o r e v e r I C O M - I T C 2 0 1 5 d i g i t a l e n g a g e m e n t

digital engagement

Relevant forever means:

how to: • articulate a dream • make the dream come true • share this dream and • keep this dream alive, using different (digital) media

• together with your audience, stakeholders, partners…

R e l e v a n t f o r e v e r I C O M - I T C 2 0 1 5 d i g i t a l e n g a g e m e n t Step by step to an understanding of identity & fangagement,

how they strengthen eachother; using digital and social media

1. understanding what environment and business we/you are in

2. understanding the identity and values of your organization, how it works to attract an audience based on shared interest

3. personifying this identity, building relations with individuals 4. getting an understanding of the assets, the main activities,

relationships and distribution channels (“venues or meeting places”) of your organization

5. find out who to follow, who wants to follow you and who to involve and why this can lead to added value.

Which all together will lead to a more engaging and sustainable organisation, that is relevant for visitors, stakeholders, partners, society.

(digital) engagement starts with a powerhouse…

• introductiontotheBigIdea:why,how&what,who=thepowersourceofyourorganization- makingheritagerelevant:essentials&fangagement

• yourcaseintheworkshop- introductiontoReady,SET,Go!- within+13questions,you'llhavecreatedabasisforyourorganisation’ssustainableengagement

• yourstrategyintheworkshopintroductiontotheDigitalEngagementFrameworkandlearnhowtoworkwithit

R e l e v a n t f o r e v e r I C O M - I T C 2 0 1 5 d i g i t a l e n g a g e m e n t Two tools: the Digital Engagement Framework and

the Social Engagement Tool, will lead you to further understanding, and to putting things into practise with a strategy for your museum.

“If you're not prepared to be wrong, you'll never come up with anything original.”

Ken Robinson The Element: How Finding Your Passion Changes Everything

Relevant forever means: dare to realize your ultimate ambition

My identity:

I love to make museums (more engaging)

museum in the making: in the cloud, reaching out with satellite buildings

“I am not interested in erecting a building, but in […] presenting to myself the foundations of all possible buildings.” Ludwig Wittgenstein

schoolslibrariesmuseums

makers followers customers

engagement in the making + Richard Sennett

• Learning by doing and by repetition reconnects the mind with the hand and the body.

• Understand the importance of sketching – that is ensuring that you do not know too precisely what you are about when you begin.

• Sennett’s notion of ‘the sketch’ is key to understanding the educational potential of the new media

• Learning by repetition should be in the context of an open system, not a closed curriculum

• A museum could (and should) make the connection between (old) craftmanship and 3D printing, between production and customers, between resources and makers, between tradition and future economies

engagement in the making + Gardner

Howard Gardner argues that in our rapidly changing world, the following five minds, encapsulating skills, values, attitudes and knowledge, are crucial:

• The Disciplined Mind • The Synthesizing Mind • The Respectful Mind • The Creating Mind • The Ethical Mind > The ethical mind is more abstract than the

respectful mind. It is more about meaning: our role as a student, future worker and citizen; how we can serve a greater, common good that goes beyond self-interest

"I believe that current formal education still prepares students primarily for the world of the past, rather than for possible worlds of the future."

R e l e v a n t f o r e v e r I C O M - I T C 2 0 1 5 d i g i t a l e n g a g e m e n t “Most company leaders are too narrow in defining their

competitive landscape or market space. They fail to see the potential for “non-traditional” competitors, and therefore often misperceive their basic business definition and future market space. But the biggest threats usually come from oblique competitors that are solving the same problem, in a different way with an alternate offering for the customer.”

‘‘We don’t want to go back to the same normalcy that we’re coming from. We will create a new normalcy which will stay and keep on moving and

change the world.’’

Nobel Peace Prize winner Muhammad Yunus, World Economic Forum 2009, Davos

1. What business are you in right now? 2. What is the value museums create?

Finally, we start doing business. What business?

googleglass

blueoceanstrategy

what is the value of museums and how is it created?

guests museum

joint value

audience staff

what is the value of museums and how is it created?

assets

resources

knowledge

The first 'museum' was actually a library.

Museums and libraries still share the principle of collecting wisdom,

knowledge, beauty and amazement. Both

function as a meeting place. Together they

can contribute to shaping our future.

1. topics & terminology #I museums as conversations

a museums is not mainly a depository for conserving & safeguarding, research and communication of local, regional or national treasures for the sake of historical or cultural understanding. It used to be that way, like the buildings for the embodiment of peoples history, which is necessary. But society changes and technology enhances that change.

That means we have to talk about museums, technology, and society. And about change. Do we want to change? Why? There is the Chinese proverb: "When the wind of change blows, some people build shelters, others build windmills."

McKinsey: "companies that have successfully transitioned to become high-performing digital enterprises are able to orchestrate six building blocks: strategy and innovation, the customer decision journey, process automation, organization, technology, and data and analytics (exhibit). Now, not every digital initiative requires each building block to be developed and used to the same degree. Some blocks will also serve as more natural starting points, depending on a company’s circumstances."

Be clear about the change, and set high aspirations. Create incentives that are aligned with business outcomes. Create a ‘single team’ mind-set. Build a continuous-improvement and data-driven culture. Build the right capabilities.

1. topics & terminology #I museums as change agents

distributed (inside out) connected (social, relational) building sustainable (relations) dispersed (loosely joined)

enabling (interaction education)

engaging (who?) learning (from everyone) participating (in society)

What are the values, ambitions, targets, roles/tasks your audience is looking for? Where can you meet?

Museums can bridge the gap between people and culture, people and history, people and technology, people and the changing world… And provide true connections between real people and real experiences. The social part is allways very real, very analogue and human in the digital world

http://www.museumoflondon.org.uk/files/4413/7468/3728/Telling-Tales.pdf

1. topics & terminology #I museums as storytellers

‘We are stories. We make sense of the world through stories. We make meaning out of stories and remember through stories.’

Jane Cockcroft, Handel House Museum

"Digital storytelling seems to constitute an appropriate foundation for designing and experiencing visits to museum exhibitions. […] the CHESS project proposed a plot-based approach, where the story authors (e.g., curators, museum educators, exhibition designers) write and produce narratives around preselected museum themes (Vayanou et al., 2014). Similar to the making of a movie, the interactive story creation includes four main phases: scripting, staging, producing, and editing."… >

http://mw2015.museumsandtheweb.com/paper/the-museum-as-digital-storyteller-collaborative-participatory-creation-of-interactive-digital-experiences/

… "With the widespread adoption of interactive digital exhibits and mobile technologies, storytelling in a museum is taking new forms, incorporating such mechanisms as branching narratives, personalization, and adaptivity to visitor behavior and actions. […] Nevertheless, digital experience (co-)creation is not without challenges. On the one hand, it must consider the redefinition of the museum’s internal organization or workflow, which now has to open to horizontal but also external exchanges (i.e., with professionals from outside the institution). On the other hand, pure academic skills are no longer enough; authors need to have an interdisciplinary background or at least to become familiar with new methodologies (e.g., visitor-centered design, less academic and emotionally evocative storytelling techniques) and tools (e.g., authoring and publishing software)."

Maria Roussou, Laia Pujol, Akrivi Katifori, Angeliki Chrysanthi, Sara Perry and Maria Vayanou

https://museumhack.com/storytelling-workshop-at-the-modern-museum-malmo/”

Museumhack: "Art (or science, history) can be talked about in a way that fascinates, teaches, and entertains. By wrapping your audience up in a fantastic, hilarious or relatable story about the work or the artist- they become invested in the art, and learn to appreciate it in a totally different way. The gold standard is when your stories go viral, i.e., they are so memorable and compelling that your visitors go home and tell their friends and family about what they learned at the museum." For a story to go viral, two things are needed: 1. a good story, that comes from a core text (easy to understand, remember and repeat), that is brief, concise, direct, that has a good storyline, facts, humor, personal interest; 2. channels through which it can travel, be transmitted and modified (like a virus that adapts itself to the new host body). Digital media are very suitable in providing channels, invite people to share and co-create (modify) the stories. But it starts with understanding what it takes to produce an engaging, compelling story.

Social institutions are places where all stakeholders structurally and systematically work together to create value. Museums are made by people for people, that why they are social.

Jasper Visser says: "The digital revolution is a human revolution." It is about new relations between organisations, people, issues, causes and moments. There are 8 themes that define social institutions:

Story Leadership Audience Organisation

Community Society

Space Assets

1. topics & terminology #I museums are social

Story and leadership, which means the idea behind the organization from the vision and mission and with whom the organization want to build relations, are part of the organizations identity. When this is situated in the context of society, aiming at communities, values and topics in society, that means the organization is participating in society as a social institution.

don't you like it? Hack the Museum!

1. topics & terminology #I museums… why?

MuseumHack: "Many museums have been transformed from restrained containers to exuberant companions… Surveys show that better-educated people are more likely to be museum goers. They want to see where they fit in the wider world and look at museums for guidance. Museums can be authentic and intriguing for young people when their electronic entertainments start to pall." (unless museums are offering mainly electronic entertainments…)

MuseumHack: "Offer narratives to exhibitions, provide a layered context, link objects, images and stories to other people, locations, periods and information." Narratives go very well with digital media. It can help to enable visitors to participate, also digitally, as well as watch and listen."

Reach out and keep in touch with them online, mobile, digital devices, but do not forget that technology is changing rapidly. People do not. They are best in human behavior, socially endowed, looking for each other, and perhaps for a museum, a meeting place for reflection and wonderment.

1. topics & terminology #I engagement is radical?

Engagement is a way to help your museum te be not just interesting or attractive, but essentially relevant. Relevant to the audience, visitors, participants, partners, stakeholders, and anyone else your museum can build a relation with.

Engagement is both an attitude and a mindset, put into practice in a radically collaborative way. Your organization has to be fit for involving the audience by starting conversations about questions from visitors, issues in society, about filosophy, art, poetry, science, challenging the audience and daring to be challenged by the audience, fit for co-creation, learning by doing, design thinking. Digital resources, tools and distribution channels can help with all this and can be used to speed up and intensivate this process.

Nina Simon says: "How do you build a radically collaborative institution? Practice the art of invitation."

1. topics & terminology #I engagement is radical? skip the museumwebsite?

1. topics & terminology #I engagement is radical? Google?

will they look for shared

experiences?

1. topics & terminology #I engagement is radical? media on top of ech other?

1. topics & terminology #I engagement is radical? search engine or valuable fun?

1. topics & terminology #I engagement is radical? collecting / recollecting?

1. topics & terminology #I engagement is digital? in a playful way

So what's the "secret sauce"? The book outlines six coordinated practices that make organizations "magnetic":

We've all seen them, those organizations that have the ability to attract innovative leadership, talented staff, energetic board members, dedicated volunteers, devoted followers, and ample resources that enable them to accomplish big things and thrive, even when times are tough.

How do they do it? By investing in personal relationships, forging emotional connections, and creating meaningful experiences.

1. topics & terminology #I engagement: organization

engagement in the making: become essential

The museum should participate in and contribute to society. That means not just generating economic value. A museum could also act as an inspiration and an incubator for new start-ups, thus connecting the past and the future.

engagement: never waste a good crisis

mission: build an ark, get everyone on board, especially when it comes to digital engagement

Build trust through high performance: - external orientation, like 'market responsiveness', finding

opportunities - organizational design - (internal) culture: values, leadership & responsibility

(individuals), roles - focus on process (instead of control), mission and executive

strategy - technology & communication

turn the museum inside out (and outside in), use digital media for connectivity

the museum can be anywhere, where people are

Martin Barden (Tate) says, that any customer or user ‘visiting’ your museum, already said yes. So accompany them on their journey through the whole environment of your museum

It’s Really About What You ValueBut Parents Won’t or Don’t Want to Participate?! 1. Be positive and do away with the word ‘No’. Tell visitors what

they can do at the door, don’t pin up a list of things they can’t.

2. Share storieswith each other. Listen. Families can be experts too.

3. Don’t say ssshhhush! If kids are being noisy, ask yourself ‘Why?’ Is it because they’re excited? Great! Then capture that excitement. Is it because they’re bored? Then give them something meaningful to do.

4. Say ‘Please touch!’as often as you can. Everyone finds real objects awesome. Direct kids to things that can be handled, teach respect and explain why others can’t.

5. Give a hand to grown-upsas well as children. Sometimes it isn’t the kids who are shy – parents need your support too. Produce guides, trails and activities so everyone can join in.

6. Be aware of different families’ needs.Use your imagination with signs, symbols, and words understood by all. Design everything you offer to be equally accessible to disabled and non-disabled visitors alike.

1. topics & terminology #I engagement: education

"On November 21 fifty children will create inventions for the cities of the future, inspired by the smart cycles of nature. This Design-a-Thon is organized in the context of the Dutch Presidency of the EU in the first half year of 2016. The children will present their inventions to Prince Carlos de Bourbon de Parme, who will use them as inspiration for a widely supported vision on the Netherlands as a hotspot for the circular economy. The vision is currently being prepared in collaboration with a broad group of prominent leaders from business, government and academia."

Keypoint #1: Creative (digital) tools can strengthen the understanding and exploration of community values. Keypoint #2: Creative (digital) tools increase stakeholder involvement. Keypoint #3: Creative (digital) tools can better engage the public in community and urban design projects.

1. topics & terminology #I engagement: community

"He who controls the past controls the future. He who

controls the present controls the past." (George Orwell)

"The most important attitude towards digital information,

tools and media is using the analogue skills you master

already. That means being human, paying attention, take

care, communicate, build relations." (me)

1. topics & terminology #I digital: beware

Technology changes fast, people don't.

Digital strategy is intrinsic to business strategy today. In fact,

90 percent of digital leaders (versus 60 percent of all leaders)

have fully integrated digital into their strategic-planning

process. The best digital strategies don’t rely on past

analyses, but instead start fresh and carve out a vision based

on where they believe value is likely to shift over the next

three to five years (http://www.mckinsey.com/Insights/Organization/

Six_building_blocks_for_creating_a_high_performing_digital_enterprise?cid=digital-eml-alt-mip-mck-

oth-1509)

We're using social media now and then. It doesn't work well,

demands a lot of time, people get angry with us…

Suddenly we got so many likes…

1. topics & terminology #I digital: take care

- marketing

- communication

- information

- conversation

- education

- storytelling

- activation

1. topics & terminology #I digital: six usages

digitization computerization

open data

multimedia and (mobile)

devices

Innovative technology /

media: domotica,

robotica, etc.

social media communication social innovation

games & gamification

knowledge sharing

education participation moocs, etc.

make your own masterpiece

1. topics & terminology #I digital: screen

personalization

1. topics & terminology #I digital: projection

1. topics & terminology #3 digital: interactive wall

1. topics & terminology #3 digital: 3D print

1. topics & terminology #3 digital: mobile

1. topics & terminology #3 digital: AR

1. topics & terminology #3 digital: app

1. topics & terminology #3 digital: domotica + guide

Social Engagement Tool

2. idea: can the future help you?

2. idea: find solutions, make it work

2. idea: can you attribute to the future?

Wankel engine effect

vision beckoning power

imaginative + influencing draw attention / give direction

mission working power

creating solutions + awareness problem solving / promise

relation recruiting power

connecting, behavioral change, participation

strategy

2. idea: Big Idea as a powersource

A Big Idea is a game-changer. It shifts paradigms and turns category convention on its head. A Big Idea can also be a small spark, a little project that turns your museum into a magnetic 'agora', where people meet, have enthusiastic conversations, are being amazed and inspired and where engagement is enlighted by that spark. The power source of your organisation is defined by the core of existence: vision, mission, relation, put into one sentence. It tells why your organisation exists and for whom.

2. describe the powersource of your organisation, using: • visionairy/beckoning power (“look!”) • missionairy/working power (“because...”) • relational/recruiting power (“and so, that means…”)

summarize them in one sentence…

2. idea: Big Idea as a powersource

• Concepting (Jan Rijkenberg - BSUR) is bringing thought-concepts / big ideas ‘to market’, for the process of attracting audiences, based on the mentality concept of an organisation (instead of spending too much budget on marketing, trying to convince people).

• Societal marketing is the planning and implementation of programs designed to bring about social change using concepts from commercial marketing.

• by sharing the things and thoughts that are really important to you and your museum, coming from the identity and the values (and the collection?), you give your audience the chance to (dis)agree with you and become a follower (instead of an anonymous target group).

2. context: fangagement & followers

Unesco, World Wildlife Fund, Forest Stewardship Council, Amnesty International, Google Art Project… they all use social media to engage their fans.

2. context: museum as a 'lovemark'

a zoo, concerned about the disappearance of the tropical rainforest, starts a conversation about this with the visitors. Together they do fundraising to support something bigger, a transcendent purpose, than the zoo.

2. context: contributing to a bigger theme

R e l e v a n t f o r e v e r I C O M - I T C 2 0 1 5 d i g i t a l e n g a g e m e n t P.E.R.M.A. (* Martin Seligman)

•Positive emotions •Engagement •Relations •Meaning and purpose •Accomplishment

2. context: approach, ambition, well-being

• by knowing what is concerning your audience, and what the most challenging issues in society are, you have the opportunity to start a conversation. Mobile technology and web-infrastructure give you the possibility to make this conversation personal and on-going.

• this way we combine Concepting and Societal marketing. That’s the basis of value creation and exchange.

3.What is concerning your audience / society? 4.What are the core values, considering your heritage? 5.What is the most daring ambition of your organisation? 6.Why are these values/issues/topics important for your

2. context: turmoil & trends, core values

example: being social, adaptive

example: share interest

2. examples: Customers as partners

2. examples: sharing a label

2. examples: objects tell a story

2. examples: smart replicas

2. examples: smart pencil

• describeamainissueyourorganisationisfacing,whenengagingbothaudiencesandstakeholdersandthewayfinanceandfunding(orthelackofmoney)isinvolved.Whatistherealbottleneck? (inlessthan5minutes...)

• workingononeofthe5casesinsmallgroups• plenarysessionwiththeoutcomesofthecaseswithbrieffeedbackonthegeneralissues

7.describeanissueyourvisitorisfacingwhendealingwithdailylife,informationoverflow,technology,medialiteracy,etc.

your case

• Business Model Canvas (Osterwalder & Pigneur) • Systematic Inventive Thinking

2. business: assets, proposition, resources

R e l e v a n t f o r e v e r I C O M - I T C 2 0 1 5 d i g i t a l e n g a g e m e n t the business model canvas in a nutshell and how to use the

canvas

8.what are the main assets of your museum, what are you good at?

9.what are the main activities?

10. how about your resources, how will they help?

11.describe the most important relationships

12.which distribution channels (“venues or meeting places”) does your museum use?

2. business: business model canvas

2. business: business model value proposition

1. vision / mission / relation

2. context

3. business (model)

4. social / reach

5. plan / act

environmental factors

2. business: business model as change process

• Systematic Inventive Thinking (SIT) can be used to come up with new ideas from existing ideas, knowledge and creativity, based on the expertise and assets within your organisation

• SIT can also be used for (reinventing) your communication, engagement and/or use of new media

2. business: systematic inventive thinking

Systematic Inventive Thinking (SIT) is a thinking method developed in Israel in the mid-1990s by PhD students Jacob Goldenberg and Roni Horowitz. SIT is a practical approach to creativity, innovation and problem solving, which has become a well known methodology for Innovation. Derived from Genrich Altshuller’s (born Tashkent, Uzbek SSR, USSR, 15 October 1926; died Petrozavodsk, Russia, 24 September 1998) TRIZ (теория), which is also known as Theory of Inventive Problem Solving (TIPS): inventive solutions share common patterns. Focusing not on what makes inventive solutions different - but on what they share in common - is core to SIT’s approach. These patterns, that build somehow the DNA of profitable ideas, could be translated into thinking tools that can be applied on existing situations. Like this we implement this ‘DNA’ in existing products, processes or strategies to create a new situations from the current state that break mental fixedness and make new valuable ideas available, that still are not to far away from the starting point.

• the shortage • the long term

• 5 x R: 1. Research (audience / agora / themes / topics) 2. Resources (content, creation, crowd) 3. Reach/realm (media choice, timing) 4. Relations 5. Relevance!

12.who to follow and who to involve using social media: why and how could your organisation participate in society?

13.Who are the greatest fans and how can you maintain a (co-creation) relationship with them? What’s it worth? (visits, contributions / co-creation, meta-data, money, etc.)

2. social: from friendraising to funding

• Will you offer heritage, art, an experience, products, services, discount, exclusiveness in this journey?

• Are they in for membership, philantropy, benefits, sociability, excitement, information co-creation...

• how about the brand promise, systems, retention engagement, lifetime value, customer motivation...

14.does every step, every interaction in the journey strengthen the ‘bold promise’ of your organisation? How can you make the world a better place , which relationships can be restored?

15. are all your (digital) channels fit to have conversations about this 'bold promise'? Who is talking?

2. social: from friendraising to funding

R e l e v a n t f o r e v e r I C O M - I T C 2 0 1 5 d i g i t a l e n g a g e m e n t "Museum leaders should also explore different approaches for

establishing strategies and choosing priorities. Moving towards a strategic framework about what impact the museum is aiming to achieve first, and how it plans to achieve it second will serve to rebalance the conversation between new buildings, online engagement, and new ways of working for the staff.”

(Janet Carding)

3. digital engagement framework

institutional change on a practical level

Questions?Suggestions?Pleasesendane-mail:

tcmeereboer@gmail.comtheo@stichtingE30.nl

Tw.@theomeereboerFb/WeChat/G+:TheoMeereboer

StichtingE30.nlCOMMiDEA.nlerfgoed20.nl

collectiewijzer.nl inheritage.eu

谢谢 Thank you!

ICOM-ITC Relevant forever lecture_vs3

Education

Transcript of ICOM-ITC Relevant forever lecture_vs3

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