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

本研究探讨了社会参与博物馆员工如何在组织文化中管理他们的个人价值观和情感，以确定组织变革的途径。尽管大规模的行业运动要求平等、代表性和权力再分配，但传统博物馆作为官僚主义和等级制度的机构，一直难以实施内部变革。本研究质疑了博物馆作为一个不变的巨石的概念，并探讨了组织社会正义变革是如何在博物馆作为工作场所的日常人际互动中推进和阻碍的。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，并提出建设更具同理心、反应灵敏和公正的博物馆的途径。由于该部门及其影响的社会在社会正义运动中处于紧迫时刻，本研究旨在消除变革的障碍，并授权社会参与从业者在受限条件下产生可靠的解决方案。研究问题“社会参与的员工如何在博物馆组织文化中管理他们的个人价值观和情感？”探讨了社会参与的博物馆员工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。它包括他们在工作中实施价值观的策略，以及组织文化如何抑制、吸收和培育这些价值观。一些子问题包括：博物馆工作人员在组织内部以何种方式为他们的个人价值观和情感争取空间？他们对这个过程有什么看法？通过与组织协商他们的个人价值观和情感，参与社会活动的员工形成了什么样的身份？社会参与型员工在组织文化中培养哪些特质，以促进社会公正和变革？该项目采用女权主义理论框架；将情感知识、具体化经验和生活现实赋予特权，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界限，采取积极的、集体主义的、乐观的、面向解决方案的、前瞻性的观点。它旨在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，为参与者提供有用，积极和授权。它通过借鉴“人性化博物馆”的概念和日常生活理论，丰富了对生活现实的关注，这些概念解决了在等级系统中工作的人们的代理问题。该项目分为两个阶段：与c.20社会参与博物馆教育和解释人员进行创意元素访谈，以及与c.10子集进行行动研究。在创造性活动的刺激下，半结构化的一对一访谈将探索参与社会活动的博物馆工作人员的情感体验。从访谈数据分析中得出的结论将与行动研究小组分享，他们将共同努力，确定和测试现实的解决方案，并破坏压迫性的组织文化。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，最终形成一份共同撰写的成果，如宣言或工具包，可以与该部门分享，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.