Reading List: June 2015

A sampling of what's been intriguing me this past month (June 2015):

Smartphones,selfies and salvaging art tradition: museums grapple with technology tension
by Jeremy Story Carter for RadioNational
I tweeted this one out, just because it's a relatively concise summary of what many of us grapple with daily at the intersection between fine art and digital technology:

Re: #musetech @sree says "let's work together & increase access w/out reducing scholarship" Could not agree more! http://t.co/zmJqSTIzmr

— Douglas Hegley (@dhegley) June 3, 2015

The Myers-Briggs Personality Test Is Bunk But I Don't Care | WIRED by Sarah Seltzer
The author points out that the popular and well-known Myers-Briggs personality test is reductive, simplistic, and based on a false assumption that we are defined by clear dichotomies. In addition - and for me this harks back to my graduate school training in psychology - the test doesn't meet the basic tents of social science:

• Lacks reliability (isn't consistent over time)
• Isn't valid (doesn't hold logically)
• Isn't independent (plenty of variables muddying the waters)
• Isn't truly comprehensive (doesn't explain everybody)

And yet ... the author argues that the test is still useful. "Any means for busy adults to take time to comprehend ourselves and see how our styles converge and diverge from others has a use ... "

I find this interesting. There are so many possible "personality tests" and/or organizational tools used by businesses to identify strengths and weaknesses in teams and/or individuals. Most of these would suffer in light of the same criteria. However, if the output of the instruments can be taken with the proverbial grain of salt, it can be argued that each has the potential to foster:

• Insight
• Tolerance
• Empathy
• Patience
• Embracing diversity

What Makes an Organization "Networked"? by Greg Satell for hbr.org
The author argues that the industrial revolution required bureaucracy to meet scale, then the information age engendered matrix organizations in an attempt to foster cross-functional collaboration. He goes on to argue that even the matrix organization cannot keep up with the rapid change of pace and the complexity of the marketplace " ... matrices, in a sense, led to the worst of both worlds, a cumbersome organizational structure and the inability to adapt to fast changing contexts." So what to do? So-called small world networks, which arise organically in any connected system, are seen as the next step in business evolution. Interestingly, he doesn't proclaim that flat organizational structures nor holocracy are necessary to achieve the most-effective networking. What matters most are clustering (small groups of individuals working together closely and focused on a goal) and path length (the distance, or number of links, between clusters). Shorter path length increases communication and enables alignment and productivity. Organizations must encourage networking, and leaders should instill passion and commitment. While this formula, in my humble opinion, is a bit of a simplification, I find it resonates with leadership styles that I attempt to embody. If anything, the article reminds me that success isn't based only on the raw number of connections across the organization, but on the inter-connectedness of the clusters within the organization. Achieving that is truly silo-busting.


8 Ways to Tell if You're a Good Boss, on Leading with Trust blog
Okay, so this blog post starts off with a rather silly Wizards of Oz reference & photo, but read on and perhaps find some food for thought about leadership and being a "good boss". It's based on the findings from Google's People Operations unit, in which they crunched a lot of feedback in an attempt to find out what makes a good boss. It's a summary of course, and perhaps lacks nuance, but when I read through, it made me pause for a moment to think about whether I consistently meet these criteria. I won't repeat the list here, please click through and read for yourself. I will say that I *think* I strive to meet these characteristics, although I'm sure that I fall short at times. I plan to share this post with my team and get their thoughts not only on the criteria but also on my/our performance. Might not always be easy to look in the mirror honestly, but in my opinion it's an extremely useful effort that can pave the way for better success. Am I a good boss? I have to leave the answer to that question up to those who work with me.

Image Source: http://bit.ly/1e4Qkz1

This is the Product Death Cycle, by @andrewchen

I think this article interested me so much because it seemed to argue against being customer-focused. However, as I re-read it, I think it's making a more nuanced point. While I suppose it's possible to emerge from some kind of intensive period of seclusion with "the next big thing", I also think it's much more likely that iterative cycles that include customers help most companies develop products that are more-refined, more likely to work, and capable of creating buzz leading to peer-to-peer marketing.

That being said, shirking the responsibility for designing products by simply polling the public isn't the same thing. If you are saddled with a poorly-performing product, then asking people what color to paint that thing isn't really going to move the dial. I'd argue that there must be a balance of some kind - take the poor product, redesign it with public input, then test it to see if the new product is improved (on whatever measure your company cares about). In short, it's less about "what features should we add?" and more about "what are our customers trying to accomplish and how can be help them?"


Making Decisions Transparent, by Joan Baldwin on Leadership Matters blog
The author makes strong points about the importance of a transparent style of leadership. I was particularly struck by the ties made to trust, learning, and respect for alternative points of view that arise from effective transparency and sharing. I also agree wholeheartedly with the point that a " ... closed-door process left everyone else free to fill in the narrative. And narratives, whether created at museums or schools, whether about policy, personnel or change, take on a life of their own." I was discussing my decision-making with a colleague last week, and reflecting on my discomfort at making any decisions completely on my own. I much prefer to sound things out and explore the ripple effects of any decision with other people, before "deciding" - I put that in quote, because to me it often feels more like a consensus + commitment than it does a decision. By sharing the process openly and honestly, everyone has an ownership stake in the decision itself and (I think) more skin in the game to help reach successful outcome. Like collaboration, transparency isn't a magical pill that solves all problems - handled poorly it can lead to suspicion of incompetence! But applied professionally and thoughtfully, true transparency empowers an entire organization.


Back to Basics: Setting Priorities on @lifehackorg
The author of this post makes the very important point clearly: "When we don’t set priorities, we tend to follow the path of least resistance". We are all susceptible to this. When feeling overwhelmed, it's a lot easier to deal with your Inbox or check out the latest Twitter feed than it is to really dig in and figure out the hard stuff.

To overcome this problem, the author lays out three potential strategies, and advises us to try each in order to understand what works best for each of us individually. I'll summarize briefly here, but I recommend you read the article (it's short) to learn more.

1. Eat that frog: Tackle the hardest, least-pleasant task FIRST, every day.
2. Move big rocks: Prioritize, then focus on those priorities. 
3. Organize tasks using Covey quadrants: This enables you to see clearly what you should be working on, instead of constantly reacting to whatever crosses your plate.

Three potential strategies, and not a comprehensive list, but at least thought-provoking. I think at the core it's about having an intentional and thought-through approach to your work, whatever form that may take. People who've worked with me probably get sick of me interrupting meetings by saying "Wait, what are we trying to do here?" Each time I ask that question, I'm trying to reframe the discussion to focus on the meaningful goal(s) and then make sure that we're driving toward that set of goals, instead of getting mired down in details or spinning off into scope-creep hell. That's what "Back to Basics" is ultimately about for me.

A (Somewhat) Tongue in Cheek Digital Strategy Consultation

Image source: http://www.ayantek.com/week-digital-strategy-3714

 Note: the following post is meant to be tongue-in-cheek, at least mostly. I don't believe that there is a single "correct" way to go about crafting or using any kind of strategy, including a digital strategy. That being said, there are elements that most digital strategies have in common. I find that I am often asked "would you share a copy of your digital strategy?" by other organizations. Hmm. I actually don't have a digital strategy per se; digital is part and parcel of the overall strategy here at the Minneapolis Institute of Arts, woven carefully and intentionally into the fabric of what we do as a museum that is dedicated to audience engagement. The requests typically come from colleagues with whom I have an existing relationship, so I feel justified in replying with a somewhat casual attitude and (I hope) friendly manner. It goes something like this:

Dear Worried Digital Strategy Maker,

As you know, I'm not the biggest fan of stand-alone digital strategies. Especially the kind that end up as nicely bound paper binders collecting dust on a shelf.

Image source: http://news.lib.ncsu.edu/scrc/files/2014/01/bush_binders_crop.jpg

 Instead, I'm a big fan of Strategy. You know, Strategy strategy. One strategy. THE strategy.

But that's not to deny that having some organization, prioritization, and guidelines around digital technology isn't needed.

Now, in my opinion this whole digital strategy thing requires more than just a short and sassy reply , so clearly <your organization> must fly me to <your city> very soon for a full-day discussion session, right?

Image source: http://www.caledonianblogs.net/gcusa/files/2014/06/take-off-16xxggv.jpg

Hmm. On the unlikelihood of that happening anytime soon, here are some things that you might find useful, or that you might choose to ignore entirely. Up to you. Please share as you see fit, most of this is stuff that I - or someone else much smarter than me - has already put out there. I realize of course there is so much more to it than this paltry list, but maybe something here can be of assistance.

I'm a firm believer in Guiding Principles, which can be used to establish a consistent framework for decision-making and prioritization. Every organization would develop somewhat unique Guiding Principles when it comes to technology, but you might consider things like:

• The roles and responsibilities of all technology staff are defined and communicated.
• All technology projects include a commitment to end-user testing and iterative development cycles.
• The decision-making process around technology projects is clear, shared, and applied consistently.
• etc.

I think the key here is to understand what is important to your organization, and to formulate a sort of structural promise that your digital technology stuff will be free of BS, transparent, collaborative and professional. And once promised, your job is to deliver on it, everyday.
 
Also consider Importance and Difficulty as the key axes for a straightforward schema you could apply to  making tough decisions. Something like this:

Okay, I'm running out of time now - I have to go to yet another meeting to explain myself (sound familiar?). Before I dash off, here's some more stuff that might help you:

For dealing with prioritization, check this blog post: http://thoughtsparked.blogspot.com/2015/01/leading-change-how-to-prioritize.html

IMHO being a "servant leader" will empower your digital tech staff to shine. And applying the lessons of Agile approaches (aka Radical Management) can also drive to success in today's world. Read this book: The Leader's Guide to Radical Management

Big questions remain - some are explored on these slides: http://www.slideshare.net/dhegley/digital-strategy-the-arts-a-reflection-on-l

We're museum people, so we have a responsibility to engage audiences, smartly. These slides offer one way to think about this: http://www.slideshare.net/dhegley/overall-interpretive-framework-v2

Okay, okay, I still haven't really helped you with digital strategy, have I? Sigh. Check out this super-smart slide deck: http://www.slideshare.net/jaspervisser/crash-course-in-digital-strategy-museumnext?qid=d84d5f2c-f6db-41e1-a59b-225fbf63d405&v=default&b=&from_search=2

Oh, and don't hire any tech people until you read this book: Smart and Gets Things Done

Best of luck, and I'll be watching for those plane tickets,

Douglas

Griot: An Open Source Toolset for Sharing Engaging Stories

Update, January 2018: This post (below) from 2015 describes the initial phase of a project to build and utilize an open source storytelling platform. Since that time, Mia has initiated a second phase of this initiative, backed with funding from the Knight Foundation, to re-imagine and upgrade the platform. The new software, called Lume, is scheduled for release in Summer 2018.

Original post:


The Minneapolis Institute of Arts (MIA) has created an open source toolset for crafting and sharing engaging stories. The software tools – which create an optimized website - were developed in-house as part of the museum-wide project called The Digital Experience (nicknamed TDX).

Screenshot: ArtStories, published on the Griot toolset, featuring highlights from the Minneapolis Institute of Arts

TDX is a cross-functional effort to delight our visitors by delivering interesting and accessible stories based on the museum’s vast collection using digital platforms. The MIA will continue to refine and implement the tools, while at the same time sharing them with the wider community in hopes of finding collaborative partners who will use and expand the functionality going forward.

The first phase of the TDX project was launched in November 2013, to coincide with the re-opening of the MIA’s African Art Galleries. Phase 2 was launched in February 2015, expanding the range of stories to include museum highlights across the entire collection. The museum branded the digital delivery as “ArtStories” to help visitors locate and recognize each installation (they can also access the stories on their own devices, onsite or offsite). The roll-out has been met with positive response from audiences and the press. The stories are accessed every day - engaging people, driving social interactions and shared experiences, as well as allowing individuals to dive deeply into the content on their own.

The development team has dubbed the software toolset "Griot" (a West African term for a wise story-teller). The toolset provides user-friendly methods for crafting stories, and incorporating multimedia content (e.g., images, audio, and video). The stories are presented online or in-gallery via an internet browser (works best on Chrome).

The Griot package includes three specific tools for (1) authoring content, (2) presenting stories, and (3) tiling & annotating large images to enhance zooming, panning and to highlight particular details. The tools can be used to produce mobile device-ready experiences and/or to develop websites.  Because the software is open source, it is available for free and can be used by many different types of organizations. In addition, open source enables any skilled developer to modify the software and to contribute those modifications to the project, enhancing Griot for all who use it.

Griot open source software that created the ArtStories responsive design website is one major deliverable of The Digital Experience (TDX) project. TDX was initiated in 2013 to deliver new interpretive media and technology projects that inspire and delight audiences and support deeper visitor engagement. All TDX projects meet the following strategic goals:

• Interfaces are quickly and easily navigated
• Provide multiple layers of content for varied audiences
• Enable self-guided exploration and learning
• Content has the greatest impact – audiences remember the stories, not the technology
• At the museum, encourage users to engage and/or re-engage with the collection
• Enable and encourage lively social interaction
• Accessible to all ages, cultures, education level and socio-economic standing
• Develop products using iterative cycles that include direct audience input

A survey of available software to accomplish TDX goals showed a paucity of open source options for audience engagement and storytelling. The MIA endeavors to be a leader in the cultural heritage field, developing software to meet needs beyond its own walls. By sharing the software tools openly and at no cost, the efforts of the TDX project are available to support museum interpretation and delight audiences widely.

To develop Griot, the TDX project considered:

• Visitors seek concise information that offers context, to help them understand and engage with the objects nearby.
• Museum tour guides can use the interface effectively.
• Art works will be presented with engaging stories, differing in tone to traditional museum didactics (more friendly, less formal, readily accessible).
• While visitors are increasingly bringing their own smart devices along on museum trips, the museum will continue to provide devices for those who do not.
• Content is shared via the internet to anyone who has ability to connect.

Of course, one of the most-important aspects of digital story-telling is each story itself. To empower the MIA's professional curatorial staff, a series of collaborative writing workshops were held over time.

Curators work with media production staff to craft engaging and intriguing content, published via the Griot toolset.

The second phase of Griot/ArtStories was completed museum-wide in February 2015. Announcing it to the public, the museum noted “ArtStories invites you into an interactive, in-depth conversation about great artworks, from hidden details to secret backstories. Zoom in. Dive deep. ArtStories is a web app. It’s available on iPads in the MIA galleries, and it’s also optimized for your smartphone or computer. Try it on your personal device as you explore the galleries or from the comfort of home.”

All ages can enjoy ArtStories, and the content is crafted to enable and encourage social interaction.

Griot specifications

• AngularJS MVW Framework
• WordPress CMS (similar systems could be adapted – Drupal, Joomla, etc.)
• JSON

Griot toolset components and documentation

• HTML5 application http://github.com/artsmia/griot
• WordPress plugin for annotating images & writing content http://github.com/artsmia/GriotWP
• Image tiling http://github.com/artsmia/tilesaw

Building Griot: How We Work
The TDX project embraces and depends upon cross-functional teams to deliver engaging content. A Core Team is made up of producers and developers, and a wide array of vital stakeholders provide guidance, content, and feedback at every step along the way. As always, it starts and ends with the Audience.

 The TDX project uses an iterative approach to software development. This begins with early prototypes – often sketches on paper – brought to the public for formative testing. Visitors are asked specific questions about the interface design, and their responses are collected, collated, and turned into action plans. From this feedback, working versions of digital interactives are built, and the cycle is repeated: visitors try them out, respond, and those responses are taken into account to build out the production version. For any given project, the team will go through from 3 to 6 cycles.

Museum visitors respond to an iteration of ArtStories, recording their impressions for developers to review.

This ongoing, iterative approach enables the museum to deliver experiences that the public has helped shape. Once final versions are installed and in-use at the museum, MIA conducts formal evaluations using standard evaluation methods (observation, timing and tracking, interviews). The data is analyzed and shared with the team before they begin the next production cycle. Combining formative testing, multiple iterations and summative evaluation empowers to team to work directly with the public in order to deliver engaging and inspiring content.
Is Griot Successful?
In 2014, the MIA contracted with Audience Viewpoints Consulting to evaluate the integration of in-gallery technology from the visitor viewpoint. Primary findings of the summative evaluation included:

• MIA visitors will use technology in the galleries. They will spend a significant amount of time with the technology, and will read aloud and discuss as they do so. The technology was used effectively and with positive response by individuals and groups.
• The use of technology does not detract from visitor focus on the art. The technology was transparent, allowing audiences to focus on the collections and their context. When visitors left the gallery, the descriptions of their visit were almost exclusively about the art, and notably not about the technology.
• People who used the technology spent more time in the exhibit than those that did not use the technology (even after subtracting the time spent using the technology).

Future plans for Griot include:

• Continue improving Griot tools using iterative cycles based on audience input.
• Grow the network of collaborative partners who implement and possibly extend Griot for the benefit of all.
• At the MIA, add more content to ArtStories for deeper and richer engagement with the collection.

The team at the MIA hopes that this software package, and the demonstrated results of using it to delight our audiences, helps all museums to continue to achieve their missions - all of which include making sure that all people can access, learn from, connect with, shared, and be inspired by the amazing collections entrusted to the institutions in our field.

More information and links for Griot.

Credits:
The MIA wishes to thank a long list of contributors to the success of Griot and ArtStories
The TDX cross-functional project team members included staff from the following museum divisions: Curatorial, Learning Innovation, Audience Engagement, Visual Resources, and Media and Technology. The project team ultimately extended to include several other departments of the museum. (Please see below a link for Supporting Document 4: TDX Project Team.)
Douglas Hegley: Executive Sponsor, Director of Media and Technology, project conception
Karleen Gardner: Steering Committee, Director of Learning Innovation, interpretive writing
Matthew Welch: Steering Committee, Deputy Director and Chief Curator
Mike Mouw: TDX Project Manager, project coordination
Alex Bortolot: Curatorial Content Strategist, research, content creation, interpretive writing, story editing
Paige Patet: TDX Project Assistant, project coordination, content creation, interpretive writing, story editing
Amanda Thompson Rundahl: Head of Interpretation, content creation, interpretive writing
Andreas Marks, Chris Atkins, David Little, Dennis Jon, Eike Schmidt, Erika Holmquist-Wall, Jan-Lodewijk Grootaers, Jennifer Komar Olivarez, Jill Ahlberg Yohe, Liz Armstrong, Nicole LaBouf, Patrick Noon, Rachel McGarry, Risha Lee, Thomas Rassieur, Yang Liu: Curators, research, content creation, and interpretive writing
Dawn Fahlstrom, Heather Everhart, Kristin Lenaburg, Kristine Clarke, Natasha Thoreson, Nicole Soukup, Nicole Wankel, Roma Rowland: Curatorial Administrative Assistants, WordPress authoring, image and video acquisition, rights coordination
Britta Jepsen, Camille Erickson, Elise Poppen, Laura Scroggs, Laurel Gramling, Zachary Forstrom: Curatorial Interns, research, interpretive writing
Meaghan Tongen: Media and Technology Project Coordinator, agile software development ScrumMaster, rights coordinator, WordPress training
Jennifer Jurgens: Graphic Designer-Web/Interactive Media, interface design and layout, art direction
Tom Borger: Web Developer, WordPress plugin development, front end integration
Kjell Olsen: Web Developer, image tiling / annotation development, front end integration
Andrew David: Head of Software Development, API development, infrastructure design
Tim Gihring: Editor, content creation, interpretive writing
Amanda Hankerson, Ana Taylor, Charles Walbridge, Dan Dennehy: Photography
Josh Lynn: Digital image processing, metadata coordination, image file preparation
Heidi Raatz: Image rights consultation
Mike Dust: Video and audio producer/director
Ryan Lee, Xiaolu Wang: Videography, video editing, installation
Mike Tibbetts, Rose Nelson, Ryan Jensen, Steve Scidmore: IT support, installation, maintenance
Frances Lloyd-Baynes: TMS consultation
Michael Lapthorn, VJAA: gallery iPad furniture design
Al Silberstein, Shawn Holster, Tom Myers: iPad furniture construction
Steve Johnson: Electrician