The Outcomes Conversation [Peer Exchange]

“Engagement” is a security blanket. It’s vague enough to mean almost anything — attendance, repeat visits, social media impressions, time on site — and doesn’t have to have any relationship to what the museum’s users (visitors, members, donors) actually want or value. The alternative feels risky, though. If we specify the outcomes that generate value for users, we introduce an uncomfortable degree of accountability, and we trigger loss aversion. That is, if we stop saying “we engaged x number of visitors through program y last year” and instead decide that we believe we can — with the proper coordination — say “here’s how we helped people connect with others in unexpected ways through program y last year”, then we’re both putting ourselves on the hook to demonstrate that. And a colleague down the hall is probably going to say, “Ok, helping people connect with others is great, but what about helping people discover something new about themselves or making sure people feel relaxed and calm? Aren’t we going to miss out on supporting those other outcomes if we choose this one?” It’s easy to see why outcomes conversations take a back seat and “engaging audiences” remains the default. But engagement is what the organization wants. It just doesn’t matter to museum participants. A visitor enters expecting (on whatever level) to have a particular kind of feeling or experience. The museum can call that engagement, but it’s a mistake to think that that’s what the participant is seeking. Getting specific about the kind of value your institution provides is challenging but also rewarding. It’s purposeful. The sooner your teams have a shared understanding of the value you want to double down on, the sooner you can build the experiences and measurements that demonstrate it. And that proof is what enables leaders to articulate the value of their museums in unique ways. An Invitation to Get Specific I think one of the most valuable things we can do for museum leaders is give them the time, space, and structure to begin reflecting on these questions. Without an external accountability mechanism (like an event RSVP — time held on your calendar), day-to-day demands will always outcompete. Busyness wins. This session is an invitation to make time for what matters. What to Expect After a brief discussion about outcomes, you’ll have 10–15 minutes of structured, individual reflection guided by our Outcomes Assessment. The questionnaire gets you thinking about the value your museum provides as well as the challenges your institution faces today. The discussions that follow will let you dig deeper into the relationship between the two: Peer discussion 1: In small breakouts, you’ll talk with other museum folks about where you felt confident your institution provides value and where you are less sure. You felt more confident that your museum provides people with a sense of physical safety? Less confident that the institution is helping people discover new things about themselves? What does that mean or suggest to you? How does it compare to others in your discussion group? Group reflection 1: Hear from other groups as they share out. Where did people hesitate? Where were they confident? We’ll layer in patterns from our research — how your uncertainties compare to what we hear from others in our community. Peer Discussion 2: What would have to be true for your institution to prioritize one or more of these outcomes? Why might you choose some over others? Think about the local ecosystem of supports for the outcomes that interest you — are there many or fewer good alternatives in your area for people who are looking for ways to “feel relaxed or calm” or to “feel free from work or routine”? Peers respond with diagnostic observations: “The barrier I hear you naming is…” Group reflection 2: What’s the uncertainty you’ll carry forward? We can’t resolve these questions in 80 minutes, but we can help you name the ones worth taking back to your institution. This session is for people working inside museums and cultural institutions — leaders and teams navigating strategic decisions about what their organizations provide and how to demonstrate it. It will be especially useful for those entering a strategic planning cycle or early in that process. If you’re a consultant, vendor, or service provider working with museums, this session isn’t the right fit. Expect small breakout groups of 3 to 4, Chatham House Rule, no pre-work required. Space is limited to ensure quality discussion. If you RSVP and then learn you can’t make it, please update your RSVP so someone else can take your spot. This session will be recorded for internal review, but the recording will not be shared. Questions? [email protected]