Science museums matter

Aside from the news media, which now has less science coverage as the journalism business contracts, museums play a vital role in how the public learns about science outside of school. New data show that science museums play an important part in this informal learning.

Despite enthusiastic scientists who are using social media, leading citizen science, and supporting other kinds of outreach, the vast majority of scientific information is ensconced in journals and conferences.

To connect this knowledge to the public, it’s common practice for closed-access journals to give journalists free (advance) access to new articles. But the same courtesy is not provided to science museums that would also benefit from new articles, as well as a back library of older articles. And science museums rarely budget for journal subscriptions.

This is a shame, as science museums can strongly influence the public’s knowledge and attitudes about science and technology, and to a surprising degree can cut across racial, ethnic, educational and economic barriers. (See OSU press release.)

Science museums lack journal access

Scholarly knowledge is hidden in closed-access journals. Vital and current knowledge is behind paywalls, out of reach of educators. This reduces the quality of new exhibitions and harms the chances of new funding.

Charlie Carlson, senior scientist at the Exploratorium, says this lack of access is unfortunate because “scientific journal access would be extremely useful in covering, describing and presenting the latest scientific developments and discourse. This seems a bit like a no brainer.”

Martin Weiss, a science interpretation consultant for the New York Hall of Science, says he needs journal access to research and prepare content for exhibitions. Since he does not have access himself, “when I really need something I prevail upon colleagues who have university library access for PDFs.”

Jeff Courtman is director of exhibit development at Museumscapes, an exhibit design and fabrication firm, and has worked in the museum field for over 25 years, mostly in science centers. During that time, he lacked ready access to science journals. But ironically, now that he’s switching fields and is a student again (working on an Masters degree in mental health counseling) he has access to a broad spectrum of journals via his university.

The converse is true for science organizations who don’t have access to education journals. Sue Ann Heatherly is an education officer at the National Radio Astronomy Observatory (NRAO). She has access to science, astronomy and engineering journals, but not to fee-based science education journals. Heatherly says she “can ask my organization to purchase articles for me, but that’s not the same as the ‘random walk’ one needs to do in the early stages of finding relevant studies.”

Heatherly says that as an informal education practitioner, she should be reading more of the research on learning and “not flying by the seat of our pants when developing educational programming. I’m working now on a rewrite of the failed proposal and I have learned so much from digging into the research as I always do.” She doesn’t have an alternative, “I’m trying to gain privileges at a state university — so far no luck. Right now, I read abstracts, and purchase a few articles.”

Open access & blogs

The good news is that museum and educational staff increasingly rely on open access journals and blogs for access to new information about scientific advancements & research, as well as social science research about learning. (See my recent articles about open access journals; and rise of blogging.)

In lieu of institutional journal subscriptions, Carlson personally pays for his own subscription to Science, uses someone else’s subscription to Nature, and reads the open access PLoS journal. Carlson is an avid reader of blogs, and enjoys the provocative themes of New Scientist and Wired. Still, he says that while he loves the blogs and magazine, “I very much like to reference the original materials and see the original papers.” He says, “science bloggers have picked up the slack and they bring freshness and new perspectives, and frequently their perspectives provide valuable observations and insights.”

Courtman was originally trained as an artist. But blogs and free online news have helped him look for new connections and discoveries. He says, “I appreciate sites like physorg.com because it gives me the top-level view.  I don’t have to be a science expert to understand and if something piques my interest — perhaps I begin wondering about a connection — I can dig deeper.”

Relying on science advisors and stale knowledge

Weiss has a strong science background, but says, “I don’t think the majority of science centers have staff to be able to utilize [science journals]. For them the science advisors are sufficient.” Creating new exhibitions is a complex business, involving many staff, and the science is only a small piece. Weiss says that not all of the staff who are preparing programs or exhibitions “need or really want to have access… we use expert advisors to vet information for us.”

Only a small subset of staff at science museums actually want to read science literature, Carlson says. “It seems to me that getting the focus of informal science education back on the science and process of discovery would be a first step.  When I started the focus was science and investigation, now it’s education and science is the vehicle, and it should be the other way.”

There may be too much focus on methods instead of substance. Carlson says that informal science education professionals tend to focus on “educational technique and methodologies rather than content, principles, and critical thinking. Basically, science is not deemed critical to the mission, which is unfortunate, since it’s actually central to the mission and essential to the development of new content.”

Carlson says that excessive focus on methodology “inherently diminishes the role of scientific discovery. Most information discussed in the informal science education field comes from secondary and tertiary sources where it has been preprocessed and sometimes distorted. And then it’s impossible to get to the sources. Carlson says, “I think that there can be a stagnation without access to journals. The New York Times [science section] will take you only so far.”

Collective bargaining power?

If museums can’t afford the rates from commercial journal providers, can they band together to get a better deal? The membership society of science centers, Association of Science-Technology Centers (ASTC), has not used its bargaining power of 600 member museums and centers in 45 countries to negotiate journal access to get a good deal for this overlooked corner of the market.

The merchandisers fills in

Where there’s no money for knowledge, the merchandizers have a field day. One alarming example is the content in the $2m Harry Potter exhibition which recently circulated several top museums, and had it’s content provided by Warner Bros. Consumer Products division, which handles licensing and merchandising deals, like action figures for fast food kid’s meals. See my article on blockbuster traveling exhibits.

Without science as a mandate, that Harry Potter exhibit missed a ton of opportunities to bring in the science of potions, flight, or invisibility. By contrast, when the U.S. National Library of Medicine created a small format (a set of panels) traveling exhibition, “Harry Potter’s World: Renaissance Science, Magic, and Medicine,” which travels to libraries for less than $500 cost, they included much more science.

Update: 27-Apr: Minor typos fixed.

Just as this June 24, 1959 evening rush hour traffic jam on Chicago’s Congress Expressway caused bottlenecks, so can webmasters who are responsible for posting web content. Allowing authors and project staff to post directly to a web site can bypass the bottleneck.

Problem

Relying on a technically inclined Webmaster to post content to a site is cost-prohibitive and can result in project delays.

Solution

Allowing authors and project staff to post content directly on the site, without having to go though an intermediary, streamlines projects and saves money.

Discussion

Typically, Webmasters are experts in the design and maintenance of the technical aspects of a website, rather than experts in the site’s content. Although their expertise is invaluable, it is unnecessary to have a technical expert perform what is essentially an administrative task.

Hiring a Webmaster to post content to a site can cause a project to incur a number of unnecessary expenses, including the salary of a staff member who must act as a liaison with the Webmaster and the cost of the Webmaster’s time.

As a project grows, a Webmaster can be a bottleneck to successfully creating and updating content for a website because of his or her time constraints or due to the necessity of back-and-forth communications with project staff. As a result, content developers and users get frustrated at the slowness with which the site is updated. Even “quick fixes” can take days to implement.

While content management software (CMS) allows authors to bypass the Webmaster and post directly online, projects that don’t use CMS can still take steps to prevent bottlenecks:

1. Use templates for content pages.
2. With a little training, an html editor, and a program to upload content to your web server, a staff person can post and edit text.
3. If you contract with a Webmaster, negotiate an agreement whereby he or she will work on your site during a certain window of time each week or month. Such consistency will let authors and staff know when the site will be updated, and they can plan accordingly.

Permitting respectful disagreement heads off larger conflicts.

Problem

An open exchange of ideas is crucial to organizational growth and development. However, disagreements between individuals can lead to interpersonal conflicts that can create an unpleasant environment and reduce an organization’s effectiveness.

Solution

Create a team culture that embraces differences and gives members permission to disagree.

Discussion

Although many people are uncomfortable with conflict, disagreements are inevitable—and beneficial—within a diverse, freethinking culture. While conflict is a certainty, the reaction to such disagreements varies based on the associated personalities, situation, and team culture.

People may choose to react to conflict in one of five different ways:

• Avoidance: The conflict is ignored or not addressed directly by one or more of the parties.

• Accommodation: One person simply gives in to the other to keep the peace.

• Competition: One or more of the parties engages in unrelenting “warfare” until they achieve their goal at the expense of the other party.

• Compromise: A solution is reached where each side gives a little and neither side is completely satisfied with the outcome.

• Collaboration: Following an active discussion, those involved craft a mutually agreeable solution to the problem that satisfies both parties.

Noted communications expert Ivor Heyman observes that in the United States, people tend to react to conflict along the extremes of avoidance or warfare, rather than compromise or collaboration. Cultural attitudes contribute to a fear of conflict and a preference for harmony. However, conflict is the inevitable result of self-expression and critical thinking, and is an essential component of growth and positive change.

How can a manager reap the benefits of creative disagreements while circumventing damaging personal conflicts?

Embrace Differences

As a manager, create a team culture that embraces differences of opinion, personalities, and working styles. Create an open and accepting atmosphere for discussion, giving team members permission to disagree. When discussions become heated, resist the temptation to jump in to resolve constructive or creative conflicts; instead, allow the parties to express themselves fully and come to their own resolution. Diversity will only strengthen your project.

Create a Written Policy to Address Grievances

Have a written policy in place to provide an avenue for dispute resolution in the event that conflicts escalate to the point where team relationships deteriorate and the project is impeded. A policy may include the following steps:

• Bring conflicting parties together to discuss the problem one-on-one.

• Enlist the help of a supervisor to mediate the discussion.

• Request that the parties submit their perspectives in writing.

• Call upon senior management to arbitrate the situation.

• Bring in an outside conflict resolution team to help the parties work through the dispute.

Create an Atmosphere for Conflict Resolution

Ivor Heyman explains that the manager’s role is not to extinguish a conflict, but to create a “safe container” in which the conflict can be released without risk of external contamination or repercussions. Just as with a hazardous substance, the sturdiness of the container will vary with the danger associated with the conflict’s release. A minor conflict may be addressed informally, while a substantive conflict may require a more structured environment in order to gain resolution. To create an appropriate environment:

• Approach the parties to schedule a time to discuss the issue in neutral territory (e.g. a coffeehouse or restaurant).

• Set ground rules in advance of the meeting, anticipating any problems or annoyances that may arise to detract from the discussion (e.g. no interrupting; cell phones must be turned off, and so forth.)

• During the meeting, have the parties address specific incidents, rather than general accusations. For example, “You treat me disrespectfully” is a general statement that provokes rancor. On the other hand, “At last week’s meeting, when I brought up a suggestion for the project and you made a joke at my expense and did not add the suggestion to the list,” provides a specific incident to which the other party can respond directly.

Similarly, have the parties discuss their emotions around the incident in question. The statement, “When you made that joke, I felt hurt and devalued that you did not take my idea seriously,” allows the other person to more clearly understand the impact of his or her actions. Finally, have the parties brainstorm specific solutions for future interactions. For example, “Next time, when you ask for team input, please acknowledge my suggestions in an appropriate manner.”

Manage Conflicts Effectively

Conflicts can escalate quickly. Effectively managing conflicts can prevent them from exploding.

• Acknowledge Grievances: As a manager, you have a responsibility to take the feelings of your team members seriously. When approached regarding a conflict, engage in “deep listening” to ensure that both parties are heard. As defined by Ivor Heyman, deep listening involves examining the judgments made by each side; exploring the underlying emotions; and revisiting the basic assumptions of those involved.

• Remain Neutral: To serve as an effective mediator, you must approach the situation without preconceived notions or bias. To do otherwise will escalate the conflict and threaten your credibility as a leader.

• Encourage Resolution: Because conflicting parties are more likely to repair their relationship if they have ownership in the resolution of their conflict, avoid imposing your own solution.

Conflict in Non-Profit Organizations

The very nature of non-profit organizations contributes to interpersonal conflicts. While traditional corporations are driven by financial incentives, non-profits exist for the purpose of fulfilling a specific cause or objective. Non-profit employees typically work for a lower salary and have fewer avenues for professional advancement than their for-profit counterparts. As a result, non-profit staff members seek non-financial means of validation, such as job titles, professional activities and project leadership experience. As a non-profit project manager, make a special effort to validate and praise the contributions of all team members and encourage collaborative discussion and problem solving.

References:

• Billikopf, Gregorio. “Conflict Management Skills” in Labor Management in Agriculture: Cultivating Personnel Productivity. (2003)
• McNamara, Carter. Basics of Conflict Management. (1999)
• Pilgrim, Susan. Conflict—An Essential Ingredient for Growth.

Elisa Warner develops research and training programs for non-profit and educational organizations. She is the former editor-in-chief of The Educational Facility Planner.