How do socially engaged staff manage their personal values and emotions within museum organisational cultures?

这项研究探索了参与社会的博物馆工作人员如何在其组织文化中管理他们的个人价值观和情感，以期确定组织变革的途径。尽管大规模的部门运动争取平等、代表权和权力的重新分配，但传统博物馆一直很难将内部变革作为官僚和等级制度。这项研究质疑博物馆作为一个不变的整体的概念，并探索在博物馆作为工作场所的日常人际互动中，组织社会正义的变革是如何被推进和阻碍的。通过探索个人在构建和颠覆组织文化方面的经验，本研究旨在强调个人价值观和情感对组织的重要性，并提出通向更具同理心、更具响应性和更公正的博物馆的途径。在社会正义运动的这个紧要关头，该部门及其所影响的社会寻求克服变革的障碍，并赋予参与社会的从业者在有限的条件下产生可靠的解决方案的能力。这项研究的问题是“参与社会的工作人员如何在博物馆组织文化中管理他们的个人价值观和情感？”，探索参与社会的博物馆工作人员在平衡个人价值观与组织规范和期望时的专业和情感体验。它包括他们用来在工作中实施价值观的战略，以及组织文化如何压制、吸收和培育这些价值观。一些次要问题是：博物馆工作人员以什么方式在组织内为他们的个人价值观和情感谈判空间？他们对这一过程有何感想？通过与组织协商个人价值观和情感，社会参与型员工形成了什么身份？社会参与型员工在组织文化中培养了哪些特质，以促进社会正义和变革？该项目使用了女权主义理论框架；优先考虑情感知识、具体经验和生活现实，解构权力结构和社会规范，模糊公共领域和私人领域之间的障碍，并采取面向解决方案和前瞻性的激进、集体主义和乐观态度。它试图鼓励博物馆工作和管理中的关怀伦理，并在其研究方法中采用这种伦理本身，作为对参与者有用、积极和赋权的。它的重点是生活的现实，通过借鉴“有人博物馆”和日常生活理论的概念，这两个概念解决了在等级制度下工作的人的代理问题。该项目分为两个阶段：与C.20名参与社会事务的博物馆教育和解释人员采访创造性元素，以及以C.10为子集的行动研究集。在创造性活动的刺激下，半结构化的一对一采访将探索参与社会事务的博物馆工作人员的情感体验。对采访数据的分析得出的结论将与行动研究小组分享，后者将共同努力，确定和测试现实的解决方案和对压迫性组织文化的破坏。行动研究小组将在几个月的时间里举行一系列研讨会，讨论和完善他们的想法，最后制作一份共同撰写的成果，如宣言或工具包，可以与该行业分享，以鼓励实际的变革。

This research explores how socially engaged museum staff manage their personal values and emotions within their organisational cultures, with a view to identifying avenues for organisational change. Despite largescale sector campaigning for equality, representation, and redistribution of power, it is continuously difficult for traditional museums to enact internal change as bureaucratic and hierarchical institutions. This research questions the concept of the museum as an unchanging monolith and explores how organisational social justice change-making is advanced and impeded in the daily human interactions in the museum as a workplace. By exploring the experience of the individual in constructing and subverting organisational culture, this research aims to emphasise the importance of personal values and emotions to organising, and present pathways to more empathetic, responsive and just museums. As the sector and the society it impacts reaches this moment of urgency in the social justice movement, this research seeks to combat barriers to change and empower socially engaged practitioners to generate solid solutions in constrained conditions.The research question, "How do socially engaged staff manage their personal values and emotions within museum organisational cultures?", explores the professional and emotional experiences of socially engaged museum staff as they balance their personal values with organisational norms and expectations. It includes the strategies they use to implement their values at work and how organisational cultures suppress, absorb and nurture these values. Some sub-questions are:In what ways do museum staff negotiate space for their personal values and emotions within their organisations? How do they feel about this process?What identities do socially engaged staff develop through negotiating their personal values and emotions with the organisation?What traits do socially engaged staff foster in organisational cultures to facilitate social justice and change-making?The project uses a feminist theoretical framework; privileging emotional knowledge, embodied experience and lived reality, deconstructing power structures and social norms, blurring the barrier between public and private spheres, and taking an activist, collectivist and optimistic outlook that is solution-oriented and forward-looking. It seeks to encourage an ethic of care in museum work and management, as well as employing this ethic itself in its approach to research as useful, positive and empowering for participants. Its focus on lived reality is enriched by drawing on the concept of the "peopled museum" and the Theory of Everyday Life, which address the agency of people working within hierarchical systems.The project is divided into two phases: interviews with creative elements with c.20 socially engaged museum education and interpretation staff, and action research sets with a subset of c.10. Semi-structured, one-to-one interviews, stimulated by creative activities, will explore the emotional experiences of socially engaged museum staff. Conclusions drawn from analysis of the interview data will then be shared with the action research group, who will work together to identify and test realistic solutions and disruptions of oppressive organisational cultures. The action research group will meet in a series of workshops over several months to discuss and refine their ideas, ending with the production of a co-authored output, like a manifesto or toolkit, that can be shared with the sector to encourage practical change-making.