Because a Good Question is Hard to Find

MUSEUM NOTES 

          Jeanne Vergeront 

       Vergeront Museum Planning 

        Originally posted April 2018

I love a really good question: chewy, shiny, juicy, provocative. Like a brilliant cup of coffee or morning pastry it makes my day.

A good question can be strategic or tactical; pedagogical, experiential, or operational; evaluative or reflective. Really good questions are like an itch. When we have been bitten by a good question, we simply have to come back to it again and again.

But really good questions are hard to find and have at the right moment. Gradually, however, I have realized that appreciating good questions has also helped me find more good questions. I notice questions in reading and interviews and I collect them. I write them down on scraps of paper and in notebook margins. I borrow and up-cycle promising questions. Sometimes I search stacks of sticky notes to get unstuck myself; frame a blog post, prepare for a workshop, or push my thinking. I occasionally suggest a question when someone’s process is off track and needs a reset. Framing questions has become my tool for thinking, learning, and working.

As our questions go, so goes our thinking, noticing, choosing, experimenting, and acting. Consequently thinking hard about what makes a really good question is thinking well spent. Yes, good questions are open-ended, but they are far more than that. They help us focus and get at more complex or inaccessible aspects of the world. They generate more questions. Asking, Who owns this place? easily prompts another one like, What can we do to increase a sense of ownership in our museum?

The questions that follow come from various sources: questions I have heard and read; borrowed and modified; constructed and revised. My appreciation goes to many, especially Lani, who forms many, good, strong, useful questions that reveal other questions. The questions I have selected are not only roomy, but help get at what we frequently miss until it's too late. They also help illustrate qualities of robust, productive questions. Perhaps they will invigorate your thinking about questions, offer a just-in-time question to hone, or start your list of really good questions.

Really good questions serve different functions. Some are openers, inviting exploration and opening dialogue. By asking, How can we develop an identity together as a group, or as a community? a question can initiate changes in how we see others, ourselves, or situations and create greater change. A question like, Whose agenda is it, any way? can challenge our thinking. Questions to invite analysis are different than ones to invite reflection. A question for sustained study will not help in deciding how to begin an experiment. Some questions, like, What makes a good stick? provoke thinking with their simplicity.

Seemingly small differences among questions matter. Questions get better when we take a close look, push on what is being said and not said, and compare. For instance, the question, What partners can we collaborate with to create a better version of our ideas and learn from? offers meaningful distinctions compared to, Who should we partner with on this project?

Frequently, questions nestle inside of other questions and we must look for those questions. Examining them uncovers assumptions and reveals lacking relevant or foundational knowledge. When we wonder, how can we serve families in our community, we might want to start by asking, What ideas do we have about families in this neighborhood?

So it’s not surprising that a really good question does not emerge full-blown but is developed by peering into it, pushing on its assumptions, honing it, and finding the right language for it. This circling around and through a question is explored in A Shiny Question. An initial question moves through four versions.

• What do children learn in a neighborhood-based learning environment?

• How do children become connected to the neighborhood?

• How do children of different ages experience their community?

• Finally:  How are children of different ages and cultural groups building connections to their neighborhood through our community program?

Staying with a really good question is important because often we don’t know the answer to it. In fact, a really good question often is one that can’t be answered. What does your museum make possible? tugs at our thinking, encouraging us to back up and reexamine beliefs and aspirations. While challenging us to be compassionate, generous, and bold, (and imagine what that looks and feels like) we are not likely to come up with a crisp to-do list or measurable goals but we may have a stronger sense of what creates meaningful change.

We can end up with the same old answers unless we find new starting points. What does this mean? is a familiar question when we look at information gathered from observations and surveys. How much more thinking, discussion, and insight could emerge from asking, What is the deeper structure of these ideas? This may surface more thoughts about what lies beyond the obvious words, numbers, drawing, shapes, or activity that produced them.

An uncomfortably open question like, What is worth discovering? pushes us to consider new starting points as does, What is fascinating to children? We might ask, What are we not seeing in this situation or opportunity? when familiarity with a situation clouds our vision. On the other hand, asking What questions have I not asked that I should be asking? can help in navigating unfamiliar territory or exposing biases that hinder us.

Because we often confuse intention with achievement we need more productive questions. We want visitors to set challenges and take risks. We want them to care about climate change. Goals that insist this will happen because we plan for it are highly unlikely to be realized. However, a question that asks more of us and our thinking, like, How can we encourage and support visitors in setting their own challenges? may push us to imagine new ways of thinking about agency and engagement.

When we want to bring others’ perspectives into our thinking and planning, for instance in visitor experience planning, we might ask, What relevant competencies and questions do visitors bring with them to the museum that we are not thinking about? 

Often our thinking stops short of where we hope it will take us. Our team, department or partners may enjoy a deeply satisfying exploration about shared values or practices. Will it continue? To create new space we may need to ask, How can we keep our shared understandings open and moving, experimental, improvising?

Sometimes a rich and complex question emerges from dropping a single word. Consider, What are the rules? compared with What are rules? The latter opens a whole new line of exploration about who makes the rules and where they come from.

While asking a lot of questions is important, being alert to really good ones is critical. The more attuned we are to finding good questions, the more likely we’ll come across one that someone has thoughtfully honed and asked. Then it is ours to write down, revise, and polish. Ultimately, being inclined to refine a promising question to suit our purposes is the best way to answer the question: What makes a good question?

I Have a Problem with Failure

MUSEUM NOTES 

Jeanne Vergeront 

Vergeront Museum Planning 

I have a problem with failure. Let me be more specific about that. I have a problem with how we celebrate failure, especially for children. 

How many times have you heard, or said yourself: children learn from failure, failure is good for children. We say, fail forward with such certainty and confidence that we believe it. How do we know children learn from failure? Or that it’s good for them? 

Yes, failure is a part of life. Mistakes are inevitable. It’s valuable for children to be able to deal with setbacks. Distress or frustration tolerance is an important life skill to master. And fostering protective factors and resilience has life-long benefits. Is celebrating failure the way to accomplish all that? 

Children, as novices in this world, take on many new things every single day: forming words, riding a bike, making friends, learning to read, helping around the house, understanding the physical world. But block towers crash. Estimates are off. A cherished toy is left on the plane. It’s what happens. Children get hurt and they will experience disappointment. Some setbacks are difficult to observe. 

When there is so much to marvel at in children’s urge to play, their eagerness to try so many things, and their delight in their accomplishments, why are we so eager to celebrate their failures? Remarkably, we even ask them to enjoy their failures.  

Our assumptions about children and failure suggest that we underestimate them and their capabilities. When we see failure as a tool for teaching competence, we are not recognizing that even very young children are already competent learners. They are curious and resourceful. They are already exploring, experimenting, learning, and they are ready to move on to something new. We also underestimate children’s capabilities to follow their interests, assess their capabilities, meet challenges, and ask for help when we make their world too narrow, safe, and predictable. Celebrating failure is, unfortunately, becoming an antidote to relentless perfectionism in the lives of too many children. 

I am puzzled about why we are so certain that how we, as adults, view failure would be the same as a child’s experience of failure. I suspect our adult lens on children’s experiences is clouding our perspective. We confidently assume that we know what’s going on for the child when they climb a tree and can’t get down, spill milk, forget to do their homework, or hurt a friend’s feelings. 

We might consider what the possibility of trying something risky, stretching to meet a challenge, learning something new, or accomplishing a hard task feels like to a child. Fascination with what might happen is powerful; a child wonders what will happen if they try this, then what will happen, and then what will happen next? When things didn’t go as we think they should, we assume failure. The child, however, finds new information, a better idea, something else to try, and moves on. Where we see failure, a child finds an opportunity to figure out how a lid snaps closed, how to slow down a bike, how to make-up with a friend, or build a sturdier fort. 

Before labelling something as a failure, we should consider what’s happening for the child. For instance, what does a child experience as a setback? And what does that mean to them? Especially for young children, an adult idea of success or failure is irrelevant. Children don’t know about failure until we teach them about it, often with sharp words, a look of disappointment, or a rush to fix everything. In play, children often incorporate setbacks into a play narrative, a new construction, or the rules of a game. When a child plays, tinkers, or putters, they don’t have a checklist or time frame as adults do in many areas of child development and education. “Shares with a friend.” CHECK. “Carries a bucket of sand without spilling.” CHECK. 

Championing failure implies that we view life as a test. For children, especially younger children, life is practice, not a constant, on-going set of tasks and tests. By celebrating failure, we are judging all the time, placing everyday happenings on a game field of win-lose, success-failure, right-wrong. Is it really helpful to label an effort a failure and add a dose of shame or embarrassment to how a child understands what happened? Lost a mitten? Dropped something down the drain; knocked over the glass vase, didn’t make the team? 

What else are we saying by celebrating failure? There's a message that we value failure over persistence or having new ideas. That adults’ naming failure takes precedence over children understanding and incorporating what they’ve learned, or finding new ways to solve their problems. Ironically, by calling out failure we might just be stigmatizing rather than celebrating it. 

True failure does exist and should not be trivialized. We don’t, however, need to celebrate failure in order to accept that life and learning are seamless ways of wondering, exploring, finding out, and growing. Richard Feynman, 1965 Nobel Prize Winner in Physics reminds us: 

    Being wrong is not a bad thing like they teach you in school. 

It is an opportunity to learn something. 

There are no mistakes, only lessons. 

Growth is a process of trial and error. 

We might fail less and celebrate accomplishments more if we were to create physical and social-emotional environments and experiences for children in museums, classrooms, playgrounds, backyards, and homes that: 

• Value persistence and having ideas 
• Highlight open-ended materials and activities 
• Encourage focus and absorption 
• Make room for children to choose and follow their choices 
• Manage expectations and patience 
• Invite conversation about ideas and what’s happening 
• Trust children to direct their play, exploration, and learning 
• Celebrate accomplishments, small and large 
• Let play happen; in play, outcomes are undefined, consequences are minimal 

Seeing Ourselves as Learners

MUSEUM NOTES 

Jeanne Vergeront 

Vergeront Museum Planning 

Photo Credit: Anagram Bookshop

Fresh from a recent 2-hour Zoom with my Thursday morning thinking group, I wondered what I would do without them and, for that matter, without my Wednesday afternoon talk group. For years these lively, meandering conversations have excited my mind, introduced me to new ideas, and dislodged me from some brittle certainties. They have sharpened my thinking for some Museum Notes posts. To be honest, these rich collegial conversations (along with videos of babies and dogs) have recharged and delighted me over these pandemic years. 

So, when I watched Paul Orselli’s FAQ interview with Dr. Preeti Gupta and Dr. Lynn Tran on professional learning’s role in rebuilding the museum field, my mind took off to think about museum staff and volunteers as learners. 

Learning happens everywhere, all the time and over time. All of us, from all walks of life, throughout our lives, learn in everyday moments, casually, in virtually every setting we are in. We learn at home, work, school; on-line, in the garden and on walks; when we talk to neighbors over the fence or travel the world. We are constantly adding to, tinkering with, or revising our thinking and learning. That’s just the way it is in this world and it's just the way we are as humans. 

Photo: Portland Children's Museum

We are so wired to learn from birth that we almost have to try to not learn. Still, we do have to work to continue learning in meaningful, relevant ways to stay abreast with our dynamic world and changes in our jobs, museums, communities, and ourselves. We encounter new technologies, theories, perspectives, relationships, vocabulary, health research, etc. all the time. 

How do we prepare ourselves as individuals and as professionals for these changes? How do we keep up with, be invigorated by, and enjoy the changes we encounter? Discover and explore new ideas? I can’t think of another way than to grow ourselves as active, engaged learners, the kind of learners we hope our visitors are. 

Of course, we all grow somewhat as museum learners, but I am certain we could grow more as self-directed, supported learners if we were more intentional and viewed our learning more broadly. I have found myself thinking about the following questions. 

• How do we square our explicit museum commitment to advance learning without also committing to being active, intentional learners ourselves? 

• What limits supporting vibrant learning communities among colleagues? 

• How can we engage and support learners in a vibrant, on-going museum learning community? 

• Why not get started right now? 

How do we square our explicit museum commitment to advance learning without also committing to being active, intentional learners ourselves? This is a critical question to address honestly. Museums liberally sprinkle their visions, missions, and values with learning; life-long learning; education and educational. Learning is at the heart of other ideas: expanding public knowledge, an ever-deeper understanding, or engage, educate, and enlighten. Museums identify as places of informal learning and as part of the learning ecosystem. They focus on family learning, early learning, and experiential learning. Websites highlight how museums accomplish their learning interests—educational outreach, field trips, teaching strategies, innovative learning experiences, and PD workshops for teachers. Museums often talk about co-constructing experiences with visitors, but less so about co-constructing knowledge among colleagues. 

Being true to museums’ roles and responsibilities means seeing ourselves as learners, infusing our work with an energy around our learning as well as visitors’. It means working in a state of curiosity, questions, ideas and making meaning together. This is a responsibility of both the organization and its staff and volunteers. 

What limits supporting vibrant learning communities among colleagues? Time, always scarce, is inevitably the big hurdle in growing a robust learning community among colleagues. We are busy, often carrying large workloads which hardly allows enough time to cover everything; schedules vary. Unfortunately, time is also critical for growing a community of learners. It is necessary for reading, reflecting, and discussing articles, studies, and ideas; for exploring complex issues in a meaningful way; for following ideas and integrating practices into the museum’s work; for tracking impact; and, for building trust. Professional growth during brown bag lunches simply doesn’t communicate that the activity is valued as much as saving time is. 

Funding is also critical to staff learning being a priority. Realistically, professional growth isn’t likely to reduce costs. More likely it will add costs and compete for time with demands of job responsibilities. Fortunately, other benefits accrue: improved staff satisfaction, innovative strategies, greater collegiality and long-time friendships; and increased capacity and impact. 

Mini-YMEC reunion at ASTC:
Paul Richard & Paul Tatter

How we see ourselves as thinkers and learners plays out here as well. While we come into our positions with expertise and skill, we may not question 5 or 10 years later how sharp our skills are. When confident in our expertise and experience in our area, we may not challenge assumptions, consider new scholarship, or try new practices. So busy doing, preparing, and moving to the next set of deadlines, we assume our work has a beginning and end rather than fits into repeating cycles which invite reflection and learning. 

Responsibility for professional growth may receive inadequate attention in a museum, as an afterthought, or tucked into “other duties as assigned.” A patchwork of responsibilities in HR, department budgets, or director’s choice means required training tops the list and annual conferences are automatically approved. Midyear budget trimming takes a bite out of it. 

A robust professional growth and development program is not an item on a checklist, but an expression of a museum’s values, its commitment to its people, a belief in its impact, and its investment in its future. It takes time, resources, collaboration, and imagination. 

How can we engage and support museum learners in a vibrant, on-going museum learning community? Conjure up the most powerful professional learning experience you’ve ever had, something that really inspired you, changed your perspective, or energized you to do something differently. Was it discovering a new practice? A deeper understanding of a familiar concept? Glimpsing how to engage more effectively with visitors? And what about it was so valuable? Navigating diverse perspectives? Extended time with colleagues? Time to consider ideas critically? Moving at your own pace? 

As informal learning settings, museums start with an advantage in creating learning experiences that are participatory, learner-directed, offer choice, and reflect an understanding of adult learners. Then, museums limit themselves to a few formats like trainings and conferences to deliver targeted professional content. This contrasts with museums encouraging staff to shape experiences that reflect their own learning interests. 

These interests vary widely across any museum. Staff may be brand new or long serving; have a museum background or not; have practical or philosophical inclinations; be drawn to local or national issues. Still, everyone deserves access to professional learning and growth opportunities that suit them. The following examples (many of which are, unfortunately, no longer active) illustrate just how wide-open learning opportunities can be, opportunities where museum learners adapt formats, play with group size, and modify along the way. 

Thinking Groups, self-forming groups of practitioners, are connected by an interest such as facilitation, design thinking, assessment and documentation, early years, or cultural competency. Thinking groups are flexible. Small or large, they may be contained within a museum or reach across museums, link with academic or other settings. Familiar in museums as communities of practice (CoP), members get together regularly around a shared concern or a passion for something they do and learn how to do it better together. 

Thinking—or working—groups may be formed to address museum as well as field-wide needs such as regional support networks, leadership development; and exhibit resources. Thirty years after two groups of children’s museums formed YMEC (Youth Museum Exhibit Collaborative) and MC2 exhibit collaboratives (Midwest Children’s Museum Collaborative), members still talk about how much they grew professionally through their involvement, sharing with others, and solving problems together. 

Extended Inquiry is not just for evaluators and researchers, not just for scientists, and not just for grants. Rather, on-going inquiry can be carried out with colleagues at a museum and in other places with shared interests. Do you have a chewy question? Most everyone does—about their practice, learning, observation, the power of objects that can be explored through various approaches. Team-based Inquiry and collaborative action research are two just examples of processes. 

Years ago, I facilitated several groups of K-12 teachers engaged in year-long action research projects. These teachers spent the school year questioning, observing, introducing new strategies, reflecting, and changing their practice in areas of importance to them. They were invigorated by formulating research questions that mattered to them, critiquing their own classroom practice in order to change it, and thinking with colleagues. 

Small group reflection in Reggio 2013

Study Tours, focused group-learning experiences, combine travel with an extended investigation of an approach, set of practices, or other settings. A 2013 museum study tour allowed 52 participants on 9 museum teams along with partners from research, higher ed, design, and early childhood to participate in an 8-day study tour of the municipal schools of Reggio Emilia (Italy). With daily presentations by early childhood specialists, educators and studio teachers, visits to the infant-toddler centers and preschools, a tour of the Documentation and Educational 

Research Center, and facilitated reflections, the study tour allowed extended amounts of time for exploring and reflecting which is typically absent from professional learning experiences. Study tours can involve less time and money while maintaining the benefits of exploring other settings with group visits to arts organizations, libraries and nature centers, or behind-the-scene tours of museums. 

• Museums have book groups for their members (http://www.museumedu.org/museum-book-clubs/); why not for staff? Reading groups can take many forms: be small or large; sample topics or deep dive into a subject; be in-person or virtual; include one or multiple departments or museums; be facilitated or open-discussion. What they have in common is a shared experience with varied perspectives, new research, content connections; and time for lively discussion. 

In the mid 1990’s ASTC fielded an NEH-funded project for staff in museums in 3 areas, Boston, Twin Cities, and the Bay Area to read a number of classic books paired with science exhibits. Books included Plato’s Meno, Swift’s Gulliver's Travels, Shelley’s Frankenstein, and Keller’s A Feeling for the Organism. Discussions were facilitated in seminars by St John’s College tutors including Tom Simpson. A participant in the project, I found the readings and discussions both strenuous and invigorating. This project stands out as rich and multi-layered, an impressive invitation to learn together. 

What many, if not most, of these professional growth opportunities have in common is that personal choice and external support are built into them. They involve shared interests, growing relationships, continuity over time, building trust, and offering a sense of comfort and safety. 

Design Thinking Boot Camp:
Minnesota Children's Museum

Why not get started right now? The list 

doesn’t have to end there. Be inventive; 

shape your own professional learning experiences. 

Be bold! What about a boot camp, your very 

own think tank, or a symposium? Start with 

what sparks your curiosity. What you want 

to know more about: adult learning? the 

socio-cultural context in learning? tinkering 

for elders? What topics in articles, journals, 

and blogs have made you light up thinking, 

“Yes! I’ve been waiting for that!” Look 

below at some resources that might move 

you and your colleagues forward and build 

some momentum towards a museum 

professional learning community. 

 

Form a group, even a small group of two or three. Name it to help get it going. I once started a group called “The Little Big Ideas Club” with two friends. We had ideas for projects that we wanted to explore; they weren’t big or remarkable project ideas. 

Join an existing talking or thinking group like NISE Network’s Team-based Inquiry. 

Check-out the following links or websites. These resources are for different audiences, evaluators, scientists, educators, the problem finders, and the curious. Most resources link to tools and more resources. You will surely find something. 

• “How Can Professional Learning Help Rebuild the Museum Field?” POW’s FAQ with Dr. Preeti Gupta and Dr. Lynn Tran
• Hand To Hand Vol 34, No. 3. July 2021: Regional Networks
• Children’s Museum Research Network
• CulturalCompetence Learning Institute
• Bronwyn Bevan, Research to Practice: One Way, Two Way, No Way, or New Way? Curator: The Museum Journal. Volume 60, Issue 2. April 2017  
• NISE (Nano-scale Informal Science Education) Network: Team-based Inquiry
• Museum Notes: 2013 Reggio StudyTour and the Children’s Museum Field  
• Center for Playful Inquiry…picking up where the Reggio-inspired Opal School at Portland Children’s Museum left off when it closed in 2021
• Museum Notes: Observation: Seeing, Un-seeing, Re-seeing 
• Museum Notes: In Between Theory, Research and Practice 

Resilience: What Do We Mean?

Sculpture by Michal Trbak

MUSEUM NOTES

Jeanne Vergeront

Vergeront Museum Planning

Among the buzzwords brought to us by COVID-19–pivot, unprecedented, agile, and pandemic–is the near-ubiquitous word, resilience. Throughout the pandemic, resilience seems to have been everywhere, in headlines, blog topics, articles, and conference themes. 

When I asked two colleagues what they mean by resilience, one said, “keep going in spite of all sorts of things that have happened and continue to happen.” The other said, “optimism and hope that what you’re working towards is going to get you to a better place.” One website recommended museum workers develop resilience by taking a break and allowing time for self-care. Other views of resilience in a museum context are set in long-term, large-scale challenges such as Louisiana Children’s Museum’s resilience framework developed in response to Hurricane Katrina. 

And that’s resilience only in the museum context. 

My introduction to resilience was in the mid 1990’s by Ann S. Masten, then a Minnesota Children’s Museum board member, professor of Child Development at the University of Minnesota, and researcher on resilience in children. In that context, resilience refers to children’s ability to pull through or bounce back from challenges and stress with the help of a set of protective factors provided by positive experiences, individuals, the family, and the community. 

So, when someone refers to resilience, I can’t help but wonder what they mean. Are they referring to individuals—children, youth, museum staff, or leaders? Maybe they mean groups such as families, museums or schools. Or cities and communities. Might they be viewing resilience as mental health, child development, family strength, organizational health, or climate change? Are they thinking resilience is surviving, recovering, or thriving? While any, or even all, of these meanings are possible, they are not always clear or applicable. 

Resilience, also referred to as resiliency, is understandably of great interest to museums especially after our long pandemic year, economic slowdown, and social unrest. The pandemic, however, was not the first upheaval for some museums; nor will it be the last. In the wake of hurricanes Katrina (2005) and Sandy (2012), museums coped with environmental disruption, endured related trauma, and struggled to survive. Going forward, all museums will encounter change including large-scale disruption. External circumstances intersect with museum missions, community responsibility, resources, and long-term viability. They always have, but we are acutely aware of it now. 

An attractive, timely construct, resilience is much more than bouncing back which is precisely what makes it so valuable. 

Unpacking Resilience 

Over the last 40 years, multiple theories, frameworks, models, and studies on resilience have developed across disciplines, from human development to epidemiology to educational administration to social sciences. Although terms and definitions vary among disciplines, models, and researchers, resilience is applied at the level of the individual, family, organization, community, and environment. Frameworks and models are not interchangeable, but they do share some underlying elements related to good outcomes in the face of challenge, adversity, and misfortune. 

In general, resilience is an asset-based, not a deficit-based, construct. Rather than focusing on the negative consequences of exposure to adversity, resilience centers on the positive variables, or protective factors, that individuals and organizations possess to deal with stressors and to moderate exposure to risk and trauma. Not a single, static trait located in a particular place or person, resilience is more like a capacity distributed across people, organizations, places, and relationships dealing with personal loss, natural disaster, or a pandemic. Interconnections occur not only among individuals, organizations, and other systems, but also among multiple internal and external factors. Internal factors include skills, hardiness, support, and optimism while external and environmental factors include supportive resources, relationships, and robust systems. There appear to be parallel resilience factors such as close relationships, active coping, hope and optimism, and a positive view of self or community that work at multiple levels. 

Across various stages of adversity and challenge, individuals, organizations, and community respond by surviving, recovering, or even thriving. 

• Surviving involves continuing to function but at an impaired rate. 
• Recovering points to a return over time to where the individual or organization was previously in spite of stressful experiences. 
• Thriving is going beyond the original level of functioning as a result of experiencing setbacks as a growth opportunity. 

These shared features across models and scales, from individuals to groups like families and organizations, to cities and regions are a helpful context to museums thinking about and growing their capacity for resilience. 

Resiliency Frameworks 

Much more than reacting to events thrust upon us or our museums or those of our own doing, resilience is how families, museums, and communities prepare for, respond to, and adapt to change and challenge. Since every museum will at some time meet with upheaval as will its leaders, staff, community, and visitors, museums want–and need–to be prepared for the next disruptive event whether it is economic, social, ecological, or medical. 

As many museums have learned over the last 18 months, how they weathered the pandemic was a function of multiple factors, some within their control and others beyond their control. It was not only the nature of the pandemic itself, but how the museum was prepared and how it responded that made a difference in the pandemic's impact. 

To minimize setbacks and adapt successfully to disturbances, museums need to anticipate and prepare for both incremental change and major disruptions before the next crisis. One step in preparing is developing a resiliency framework that identifies risks, develops protective factors, and increases readiness to adapt. 

Each museum’s resiliency framework will be, and should be, different. The specific steps taken, questions explored, and participants involved will also vary by museum. The following sets of questions are intended to help launch discussions and reflections on how the museum has fared over the pandemic, consolidate lessons learned, clarify local resilience challenges, and identify protective factors and opportunities. 

Build a deeper, shared understanding of resilience. Think about: 

• How does the museum view resilience in its context? 
• Where is the museum’s greatest interest, or need, in growing resilience? Is it in its staff, leadership, the organization, its audience? 

Ground the framework in the current situation and its particular resiliency challenge. Think about: 

• In what areas–health and well-being; equity; cohesive and connected communities; resources; environmental–is the museum most likely to face challenges? 
• What might the nature of these challenges, or disruptions, be? 
• What are alternative ways to view the greatest challenges, or view a challenge as an asset? 
• Over which external factors does it have greater and lesser control over? 

Examine the museum’s internal capacity and challenges. Think about: 

• What protective factors does the museum, leadership, staff, children and youth in the community or the city currently enjoy? 
• How can the museum intentionally build on this capacity to better meet disruptions? 
• In what areas could additional capabilities enhance the museum’s resilience? 
• What does the museum have control over that can promote resilience? 

Look ahead, prepare for what’s next. Think about: 

• What does surviving, recovering, and thriving look like in the face of disruptions? 
• Where is the museum under-investing in its capacity? 
• What additional strategies must it develop? 
• Where does the museum start in growing and organizing resources for resilience? 
• What will keep the museum flexible and nimble? 

Developing a resilience framework won't stop a pandemic or natural disaster in its tracks, but it will help soften the blow, assist the museum in adapting, help it bounce back, and, ultimately, flourish in the face of change. 

Resilience Across Contexts and Scales

• Resilient Cities Work being supported by the Rockefeller Foundation 
• The Resilience Playbook, Ann W. Ackerson, Gail Anderson, and Dina Bailey 
• Resilience Theory and Research on Children and Families: Past, Present, and Promise by Ann S. Masten 
• Multisystem Resilience for Children and Youth in Disaster: Reflections in the Context of COVID-19 by Ann S. Masten and Frosso Motti-Stefanidi 
• Conceptual Frameworks and Research Models on Resilience in Leadership by Janet Ledesma

In Partnership with Children: Experience Planning

MUSEUM NOTES

Jeanne Vergeront

Vergeront Museum Planning

With a strong interest in welcoming, focusing on, and serving visitors, museums describe themselves as visitor centered. Children’s museums also focus on their visitors. In particular, they give particular attention to children whose well-being and learning are at the center of these museums’ own long-term, strategic interests. Children, rather than content, are the reason for children’s museums. In fact, they are both the core audience and the primary explorers of the experiences children’s museums create. 

Centering on children is also evident in children’s museums’ visions, missions, and values. Vision statements often envision a promising future with expanding opportunities for children. Missions focus on the critical role of play in children’s development, sparking a delight in learning, and nurturing their unfolding creative potential. Values such as the critical role of play and childhood, early learners becoming lifelong learners, and the supportive relationships of parents and caregivers guide these museums. 

Intentions are not achievement, however. While a strong and aligned set of beliefs and aspirations is critical, it is only a start in keeping children at the center of a museum’s work. Centering is not guaranteed; competition for an organization’s time, attention, and resources is constant. Everything wants to be at the center: safety; subject matter; play; resilience; sustainability; architecture. If the priority is keeping children at the heart of the museum, we must think often, hard, and in new ways about how to do it. 

Project:
Minnesota Children's Museum

How can children’s museums act on their visions and values to create remarkable experiences of enduring value for children and become recognized anchors in their communities across generations? 

They can work in partnership with children. 

In Partnership with Children 

A long-term, active, and respectful relationship between a museum, its staff, trustees, and volunteers, and children connects beliefs with behaviors. Actually a mindset, being in partnership with children permeates how we view children, work in new ways, and see ourselves as learners. 

Typically, museums form partnerships with organizations around relatively near-term objectives for a project, to extend audience reach, or access expertise. While children do participate in museum projects as an invited audience group, their participation is typically short-term and structured around a specific activity. They are unlikely to be viewed as long-term partners or having relevant expertise for the experiences created for them. 

Generally, children’s participation in developing the exhibits and programs we produce for them is limited. When considered at all, their involvement is often a single activity or workshop, something a team schedules and carries out to gather children’s input on preferences, what they like, or icons of popular culture they recognize. Planning team members ask some questions, check the core curriculum, and move through the established experience-planning process, prototyping along the way, ticking off steps, and tucking bits gleaned from children into the final design. 

This is neither a partnership nor an expression of great respect for children’s capabilities to contribute to the opportunities we create for them, in fact, the very opportunities we want them to enjoy at our museums. Consequently, we don’t benefit from children’s insights, expertise, and ideas for shaping varied experiences and opportunities we offer them, their families, caregivers, and teachers. We simply don’t ask them. Ironically, while our goal is to engage children in learning experiences in finished exhibits and galleries, we keep them from the learning opportunities in planning: telling us about themselves, what is fascinating to them, what they wonder about, where they see connections between ideas. 

While we may say we plan with children in mind, 

we fail to add the critical perspective of the

Project: Explore & More Children's Museum
Buffalo, NY

end user. Without children’s first-hand information, we create experiences grounded in adult assumptions and expectations about them. Understanding what children like, how they construct knowledge, or what is humorous to them comes through an adult lens, if it comes through at all. 

Seeing Children 

Whether we are parents, caregivers, teachers, or museum staff, we each carry an image of the child which invisibly directs us as we approach, talk to, listen to, and design for them. At the core of our partnership with children is our view of them. Is it the capable child or the needy child? If we see children as needing help and we focus on what they can’t (yet) do, we overlook their competence and what they are capable of contributing to our understanding and to their exhibit experience. If, on the other hand, we see them as resourceful, capable of making choices using many modalities to express their ideas, children become co-constructors of experiences with us. 

Shifting to a mindset of the child as rich in ideas and potential, strong in spirit, and an active agent in their own learning moves our thinking and informs our work. We begin to assume children have something valuable to contribute which, in turn, suggests questions to explore, ways to engage them, and generates new insights. 

When children are valued partners, competent and full of potential, we view them as actors and active agents with us. They are subjects who think and create, not objects to be studied, managed, or directed to do what we already had in mind. Children are, in fact, sources of information and expertise that is otherwise unavailable to us. Together with them we can investigate our questions and theirs about how they understand a corner of the world in an exhibit in ways that help expand opportunities for them to explore, discover, and learn. 

Project: Hands On Discovery Center
Johnson City, TN

We ask different questions of children when we have a strong, positive image of them. We interact differently with them. Rather than asking, do you like this or that, making up a sorting exercise, or evaluating their knowledge, we shape questions to deepen our understanding of what children wonder about and care about. We follow what they notice and where that noticing takes them. We look into what they think is happening when waves crash, bubbles burst, or fish sleep. At the same time, they are having real-world experiences, exploring, sharing, and understanding their interests, choices, and identities. 

Working in New Ways 

After decades of planning experiences for children rather than with them, bringing them into an established experience planning process seems challenging. In fact, partnering with children builds on existing processes and practices. It engages with a museum-led process to create museum-identified experiences such as an exhibit, placemaking, an initiative, or even a building. Grounded in a practice of inquiry, partnering with children adds their points of view to the diverse perspectives of educators, developers, designers, researchers and evaluators thinking together. From preplanning to opening, every phase of the process includes children in meaningful ways that build on their strengths. Using varied strategies, such as drawing, writing, materials exploration, and discussion, children become co-researchers with designers, developers, and educators in creating an exhibit. 

What this approach adds to a typical exhibit planning process is an on-going dialogue between the museum’s team and the children it wants to serve, sometimes involving and learning from parents as well. The team follows its charge from the museum to explore a topic or question and develop an exhibit. It is not looking to children to decide the direction, content, or design. 

Team interest in and curiosity about children’s 

thinking and ideas, along with a spirit of

Source: American University

openness informs how it involves them in a question-powered process supported by inquiry, reflection, documentation; by interpreting and revisiting their words, drawings, and constructions. And finding new meaning there. 

Team-created openings bring children into the process to help shape the exhibit, its approach, context, experiences, and activities. Often framed around overarching questions, children’s involvement allows them to share what is interesting and important in their daily lives. 

Children's exploration of materials, conversations, choices, and expressions of their feelings allow the team to glimpse and appreciate their agency, curiosity, imagination, and funds of knowledge. 

Observation of children’s natural exploration and learning strategies along with their own spoken, written, and visual contributions gathered from conversations, workshops, and physical explorations inform and inspire the team throughout its work. A team may consider drawings, narratives, discussions, photos, asking what are we seeing here? what does this tell us about how children understand this? what is behind these words or inside this drawing? Every contribution, response, new question, and idea children offer in this exchange deserves thoughtful consideration, although not every idea must be used. 

The team selects the most intriguing and relevant traces of children to reflect on and to follow their connections in an effort to better understand them, expand its perspective, and further its own explorations. The team might find a new question, revisit and revise previous assumptions, or encounter possibilities it hadn’t thought of before. In the process, a team and its members begin to see alternative ways of working with children and folding in their views. Teams discover what children know about their world and how that might inform the exhibit context and activities. 

Source: Internet

Children’s drawings, words, photos, or constructions become part of the give-and-take of creating a new exhibit, gallery, or maker space. Their insights help push the team’s thinking and ideas beyond what it thinks it knows. That shove might push a team somewhere it hadn’t planned to go; drive new possibilities of experiences; surface a valuable starting point for a future project. Or simply make environments, exhibits, and experiences better. 

A partnership with children is about wanting to work with children to offer experiences that engage, support, and extend their capabilities. Over time, this work produces a set of supportive practices and resources that can be adapted to new questions, other projects, and different groups of children. Traces of children’s thinking and ideas emerging from a project help document the process and insights it generated. Project-by-project the museum grows a set of resources and builds new knowledge about children. In giving visibility to children’s skills, strategies and competence; to their play, exploration, and learning, it instills pride in children. Through its partnership with children, the museum is living its vision, mission, and values. 

Seeing Ourselves as Learners 

Not only does an active, respectful partnership with children change how we see them as thinkers and learners, but it also has the potential to change how we see ourselves as thinkers and learners. The varied work involved in creating environments, exhibits, and programs with children is capable of transforming work responsibilities and daily tasks into professional growth and development for exhibit developers, designers, program planners, researchers and evaluators. 

We all learn. We learn as individuals and as groups. Sometimes we are more intentional about learning than others. The rich, layered, interactive experience-planning process concerned with creating possibilities for play, exploration, and learning depends on multiple perspectives and varied sources of information. It brings together concept, content and context. Every step along the way is an opportunity for learning, both intentional and incidental. 

Through a steady practice of inquiry, observation, and reflection, teams investigate questions, find connections, and discover how to extend exploration. Teams and their members innovate, adapt, and learn, changing how they work over time. Typically, the nature and quality of questions change. Simple questions such as, what do children like? evolve into polished questions such as what moves children to a place of wonder? A single question is recast as a set of sub questions capable of guiding research, thinking, children’s contributions, and documentation. New ways to explore these questions emerge; new ways to glimpse meaning in children’s work surface. 

Along the way, the team develops a shared vocabulary of words, concepts, and practices. Focusing on children’s thinking and learning builds awareness of individuals’ own thinking and learning and moves the team’s thinking. Discussions become richer and more productive. 

In this territory, teams are often working at the nexus of theory and practice, between theoretical knowledge and what is understood from observing children in exhibits. While learning theories are not the usual background of designers and fabricators, how children and adults play, learn, and think is always at the core of the experiences children’s museum teams create for visitors. Over time, teams deepen and extend their understanding of the nature of learning by sharing and reading blogs, articles, journals, and books. 

 Project: Louisiana Children's Museum

Creating experiences with children represents a museum’s long-term value of and investment in people–children and staff. This on-going work represents an interest in creating opportunities that are responsive to and engage children’s capabilities and potentials as well as growing and supporting staff in their work. In the process the museum cultivates an organizational culture that is interested in, alert to, and nurtures its staff’s outstanding capacities. 

Related Posts 

• Becoming a Museum with a Strong Image of the Child 

• Listening to How Children See the World

• Making Children’s Learning Visible

• Museums as Learners

• A Deeper Model of Community Co-creation