Abstract
Park Service and museum professionals live by a multitude of calendar demands that seem to define their days; from grant submissions to shipping dates, from project reports to newsletter deadlines, it isn't easy to build in time for reflection and analysis, let alone the development of strategies that help visitors have meaningful connections and experiences with our resources. In addition, organizational cultures can sometimes feel chaotic, or they can move at a snail's pace, so when professionals are identified as real innovators, they're “Googled,” “friended,” or “followed,” and they're invited to present and publish. There is no doubt in my mind that innovators have resolve and push the limits. They tackle challenges, question assumptions, create richer visitor experiences, get results, and raise the bar for the field.
So how do we achieve dramatic outcomes as a result of, or in spite of, organizational cultures?
Get full access to this article
View all access options for this article.