Both technologist and humanist in the academic digital humanities?

I've been reading Andrew Prescott's excellent Making the Digital Human: Anxieties, Possibilities, Challenges:

…in Britain the problem is I think that the digital humanities has failed to develop its own distinctive intellectual agendas and is still to all intents and purposes a support service. The digital humanities in Britain has generally emerged from information service units and has never fully escaped these origins. Even in units which are defined as academic departments, such as my own in King’s, the assumption generally is that the leading light in the project will be an academic in a conventional academic department. The role of the digital humanities specialists in constructing this project is always at root a support one. We try and suggest that we are collaborating in new ways, but at the end of the day a unit like that at King’s is simply an XML factory for projects led by other researchers. 

Beyond the question of how and why digital people are pushed into support roles in digital humanities projects, I've also been wondering whether the academic world actually allows one to simultaneously be a technologist and a humanist.  This is partly because I'm still mulling over the interactions between different disciplines at a recent research institute and partly because of a comment about a recently advertised 'digital historian' job that called it "'Digital Historian' as slave to real thing – no tenure, no topic, no future".

The statement 'no topic' particularly stood out.  I'm not asking whether it's possible for someone to be a good historian and a good programmer (for example) because clearly some people are both, but rather whether hiring, funding, training and academic structures allow one to be both technologist and humanist.  Can one propose both a data architecture and a research question?

It may simply be that people with specialist skills are leant on heavily in a project because their skills are vital for its success, but does this mean an individual is corralled into one type of work to the exclusion of others?  If you are the only programmer-historian in a group of historians, do you only get to be a programmer, and vice versa?  Are there academic roles that truly make the most of both aspects of the humanist technologist?

And does this mean, as Prescott says, that 'intellectually, the digital humanities is always reactive'?

Drinking about museums: the Manchester edition, July 10

A few years ago the Museums Computer Group committee started inviting people attending our events to join us for drinks the night before. For locals and people who've travelled up the night before an event, it's a nice way to start to catch up with or meet people who are interested in technology in museums. These days people around the world are organising events under the #drinkingaboutmuseums label, so we thought we'd combine the two and have a #drinkingaboutmuseums in Manchester on Tuesday July 10, 2012. Come join us from 6:30pm at the Sandbar, 120 Grosvenor Street, Manchester M1 7HL.

And of course, the reason we're gathering – on Wednesday July 11, 2012, the MCG (@ukmcg) are running an event with the Digital Learning Network (@DLNet) on 'Engaging digital audiences in museums' in Manchester (tickets possibly still available at http://mcg-dlnet.eventbrite.com/ or follow the hashtag #EngageM on twitter) so we'll have a mixed crowd of museum technologists and educators. You're welcome to attend even if you're not going to the conference.

If you've got any questions, just leave a comment or @-mention me (@mia_out) on twitter. We'll also keep an eye on the #drinkingaboutmuseums tag. You can find out more about #drinkingaboutmuseums in my post about the June New York edition which saw 20-ish museum professionals gather to chat over drinks.

Museum technologists redux: it's not about us

Recently there's been a burst of re-energised conversations on Twitter, blogs and inevitably at MW2012 (Museums on the Web 2012) about museum technologists, about breaking out of the bubble, about digital strategies vs plain old strategies for museums.  This is a quick post (because I only ever post when I should be writing a different paper) to make sure my position is clear.

If you're reading this you probably know that these are important issues to discuss, and it's exciting thinking about the organisational change issues museums will rise to in order to stay relevant, but it's also important to step back and remind ourselves that ultimately, it's not about us.  It's not about our role as museum technologists, or museums as organisations.

Museum technologists should be advocates for the digital audience, and guide museums in creating integrated, meaningful experiences, but we should also make sure that other museum staff know we still share their values and respect their expertise, and dispel myths about being zealots of openness at the expense of other requirements or wanting to devalue the physical experience.

It's about valuing the digital experiences our audiences have in our galleries, online and on the devices they carry in their pockets.  It's about understanding that online visitors are real visitors too.  It's about helping people make the most of their physical experiences by extending and enhancing their understandings of our collections and the world that shaped them.  It's about showing the difference digital makes by showing the impact it can have for a museum seeking to fulfil its mission for audiences it can't see as well as those right under its nose.

I'm a museum technologist, but maybe in my excitement about its potential I haven't been clear enough: I'm not in love with technology, I'm in love with what it enables – better museums, and better museum experiences.

Notes from Culture Hack Day (#chd11)

Culture Hack Day (#chd11) was organised by the Royal Opera House (the team being @rachelcoldicutt, @katybeale, @beyongolia, @mildlydiverting, @dracos – and congratulations to them all on an excellent event). As well as a hack event running over two days, they had a session of five minute 'lightning talks' on Saturday, with generous time for discussion between sessions. This worked quite well for providing an entry point to the event for the non-technical, and some interesting discussion resulted from it. My notes are particularly rough this time as I have one arm in a sling and typing my hand-written notes is slow.

Lightning Talks
Tom Uglow @tomux “What if the Web is a Fad?”
'We're good at managing data but not yet good at turning it into things that are more than points of data.' The future is about physical world, making things real and touchable.

Clare Reddington, @clarered, “What if We Forget about Screens and Make Real Things?”
Some ace examples of real things: Dream Director; Nuage Vert (Helsinki power station projected power consumption of city onto smoke from station – changed people's behaviour through ambient augmentation of the city); Tweeture (a conch, 'permission object' designed to get people looking up from their screens, start conversations); National Vending Machine from Dutch museum.

Leila Johnston, @finalbullet talked about why the world is already fun, and looking at the world with fresh eyes. Chromaroma made Oyster cards into toys, playing with our digital footprint.

Discussion kicked off by Simon Jenkins about helping people get it (benefits of open data etc) – CR – it's about organisational change, fears about transparency, directors don't come to events like this. Understand what's meant by value – cultural and social as well as economic. Don't forget audiences, it has to be meaningful for the people we're making it (cultural products) for'.

Comment from @fidotheCultural heritage orgs have been screwed over by software companies. There's a disconnect between beautiful hacks around the edges and things that make people's lives easier. [Yes! People who work in cultural heritage orgs often have to deal with clunky tools, difficult or vendor-dependent data export proccesses, agencies that over-promise and under-deliver. In my experience, cultural orgs don't usually have internal skills for scoping and procuring software or selecting agencies so of course they get screwed over.]

TU: desire to be tangible is becoming more prevalent, data to enhance human experience, the relationship between culture and the way we live our lives.

CR: don't spend the rest of the afternoon reinforcing silos, shouldn't be a dichotomy between cultural heritage people and technologists. [Quick plug for http://museum30.ning.com/, http://groups.google.com/group/antiquist, http://museum-api.pbwiki.com/ and http://museumscomputergroup.org.uk/email-list/ as places where people interested in intersection between cultural heritage and technology can mingle – please let me know of any others!] Mutual respect is required.

Tom Armitage, @infovore “Sod big data and mashups: why not hack on making art?”
Making culture is more important than using it. 3 trends: 1) collection – tools to slice and dice across time or themes; 2) magic materials 3) mechanical art, displays the shape of the original content; 3a) satire – @kanyejordan 'a joke so good a machine could make it'.

Tom Dunbar, @willyouhelp – story-telling possibilites of metadata embedded in media e.g. video [check out Waisda? for game designed to get metdata added to audio-visual archives]. Metadata could be actors, characters, props, action…

Discussion [?]:remixing in itself isn't always interesting. Skillful appropriation across formats… Universe of editors, filterers, not only creators. 'in editing you end up making new things'.

Matthew Somerville, @dracos, Theatricalia, “What if You Never Needed to Miss a Show?”
'Quite selfish', makes things he needs. Wants not to miss theatre productions with people he likes in/working on them. Theatricalia also collects stories about productions. [But in discussion it came up that the National Theatre asked him to remove data – why?! A recommendation system would definitely get me seeing more theatre, and I say that as a fairly regular but uninformed theatre-goer who relies on word-of-mouth to decide where to spend ticket money.]

Nick Harkaway, @Harkaway on IP and privacy
IP as way of ringfencing intangible ideas, requiing consent to use. Privacy is the same. Not exciting, kind of annoying but need to find ways to make it work more smoothly while still proving protection. 'Buying is voting', if you buy from Tesco, you are endorsing their policies. 'Code for the change you want to see in the world', build the tools you want cultural orgs to have so they can do better. [Update: Nick has posted his own notes at Notes from Culture Hack Day. I really liked the way he brought ethical considerations to hack enthusiasm for pushing the boundaries of what's possible – the ability to say 'no' is important even if a pain for others.]

Chris Thorpe, @jaggeree. ArtFinder, “What if you could see through the walls of every museum and something could tell you if you’d like it?”

Culture for people who don't know much about culture. Cultural buildings obscure the content inside, stop people being surprised by what's available. It's hard if you don't know where to start. Go for user-centric information. Government Art Collection Explorer – ace! Wants an angel for art galleries to whisper information about the art in his ear. Wants people to look at the art, not the screen of their device [museums also have this concern]. SAP – situated audio platform. Wants a 'flight data recorder' for trips around cultural places.

Discussion around causes of fear and resistance to open data – what do cultural orgs fear and how can they learn more and relax? Fear of loss of provenance – response was that for developers displaying provenance alongside the data gives it credibility; counter-response was that organisations don't realise that's possible. [My view is that the easiest way to get this to change is to change the metrics by which cultural heritage organisations are judged, and resolve the tension between demands to commercialise content to supplement government grants and demands for open access to that same data. Many museums have developed hybrid 'free tombstone, low-res, paid-for high-res' models to deal with this, but it's taken years of negotiation in each institution.] I also ranted about some of these issues at OpenTech 2010, notes at 'Museums meet the 21st century'.

Other discussion and notes from twitter – re soap/drama characters tweeting – I managed to out myself as a Neighbours watcher but it was worth it to share that Neighbours characters tweet and use Facebook. Facebook relationship status updates and events have been included as plot points, and references are made to twitter but not to the accounts of the characters active on the service. I wonder if it's script writers or marketing people who write the characters tweets? They also tweet in sync with the Australian showings, which raises issues around spoilers and international viewers.

Someone said 'people don't want to interact with cultural institutions online. They want to interact with their content' but I think that's really dependent on the definition of content – as pointed out, points of data have limited utility without further context. There's a catch-22 between cultural orgs not yet making really engaging data and audiences not yet demanding it, hopefully hack days like CHD11 help bridge the gap and turn data into stories and other meaningful content. We're coming up against the limits of what can be dome programmatically, especially given variation in quality and extent of cultural heritage data (and most of it is data rather than content).

[Update: after writing this I found a post The lightning talks at Culture Hack Day about the day, which happily picks up on lots of bits I missed. Oh, and another, by Roo Reynolds.]

After the lightning talks I popped over the road to check out the hacking and ended up getting sucked in (the lure of free pizza had a powerful effect!).  I worked on a WordPress plugin with Ian Ibbotson @ianibbo that lets you search for a term on the Culture Grid repository and imports the resulting objects into my museum metadata games so that you can play with objects based on your favourite topic.  I've put the code on github [https://github.com/mialondon/mmg-import] and will move it from my staging server to live over the next few days so people can play with the objects.  It's such a pain only having one hand, and I'm very grateful to Ian for the chance to work together and actually get some code written.  This work means that any organisation that's contributed records to the Culture Grid can start to get back tags or facts to enhance their collections, based on data generated by people playing the games.  The current 300-ish objects have about 4400 tags and 30 facts, so that's not bad for a freebie. OTOH, I don't know of many museums with the ability to display content created by others on their collections pages or store it in their collections management systems – something for another hack day?

Something I think I'll play around with a bit more is the idea of giving cultural heritage data a quality rating as it's ingested.  We discussed whether the ratings would be local to an app (as they could be based on the particular requirements of that application) or generalised and recorded in the CultureGrid service.  You could record the provence of a rating which might be an approach that combines the benefits of both approaches.  At the moment, my requirements for a 'high quality' record would be: title (e.g. 'The Ashes trophy', if the object has one), name or type of object (e.g. cup), date, place, decent sized image, description.

Finally, if you're interested in hacking around cultural heritage data, there's also historyhackday next weekend. I'm hoping to pop in (dependent on fracture and MSc dissertation), not least because in March I'm starting a PhD in digital humanities, looking at participatory digitisation of geo-located historical material (i.e. getting people to share the transcriptions and other snippets of ad hoc digitisation they do as part of their research) and it's all hugely relevant.

Survey results: issues facing museum technologists

In August 2010 I asked museum technologists to take a survey designed to help me understand and communicate the challenges faced by other museum technologists (as reported in 'What would you change about your workplace? A survey for museum technologists', and as promised, I'm sharing the results (a little later than intended, but various galleries and my dissertation have been keeping me busy).

There were 79 responses in total, (49 complete responses, the rest were partial).  According to SurveyGizmo's reporting the survey had responses from 10 countries.  The vast majority were from the UK (36%) and the US (49%), possibly reflecting the UK and US focus of the email lists where I publicised the survey.  Respondents were based in a wide range of art, history, science, local authority/government, university and specialist museums (in almost any combination you can think of) and had a variety of roles, including content, technical, project managers and managerial titles.  As reported originally, for the purposes of the survey I defined 'museum technologist' as someone who has expertise and/or significant experience in the museum sector and with the application or development of new technologies.

I've done my own coding work on the results, which I could also share, but I suspect there's more value in the raw results.  I'm also sharing the results to the first two questions as CSV files (compatible with most applications) so you can download and analyse the data: CSV: As a museum technologist, what are the three most frustrating things about your job?, CSV: List any solutions for each of the problems you listed above.  Please note that the data in these files is alphabetised by row, so you should not correlate responses by row number.

My thanks to the people who took the time to respond – I hope there's some value for you in this sampling of the challenges and joys of digital work in museums.  I'd love to hear from you if you use the results, either in a comment or via email.

Question 1: As a museum technologist, what are the three most frustrating things about your job?

First response box:

An institutional culture that values curatorial opinion over the expertise of technologists
Bad management
Becoming impossible to do new work AND maintain existing sites.
Bureaucracy
Central ICT department not being supportive
Colleagues who think of things digital as somehow separate and of lesser importance
Committees
Convincing administration of the value of new technology
Difficulty accessing social networking sites/FTP/etc through Council systems
Funding (lack of)
Going over the same ground again and again
I spend a lot of time doing non-tech work, or helping people with basic IT issues
IT department not implementing effective change management and training.
IT dept walls
IT infrastructure – restrictions and problems
Image rights
Institutional IT provision
Justifying new technologies
Lack of Resources (People)
Lack of clear copyright procedure hampers the greatest ideas
Lack of committment reuslting in long drawn out meetings that never go anywhere
Lack of communication
Lack of decision making from senior management at early stages in the project
Lack of interest in updating technology
Lack of planning
Lack of power to influence major decision making
Lack of resources for web tools/infrastructure
Lack of understanding of what we (as technologists) are trying to achieve
Lack of updated skills in co-workers
Lukewarm funding
Overcoming bureaucracy and overly cautious policy to try new technologies in a timely manner
Pace of sign off
People assuming I know everything about every technology
Senior managment attitudes
Trying to encourage change for the greater good
Unreasonable objectives
Varying age of equipment
Working within IT limitations
Working within existing budgets
bureaucratic oversight
clarity & simplicity of goals
data migration
dfdf
fear of change
getting buy in from people who don't understand the technology
imprecise demands
insufficient staff resources
lack of communication between team members
lack of vision
lengh of time from concept to implementation (it is too long)
mmmm
no $$ for training
not being included early enough in planning processes
not enough time
reactionary IT managers
too many stakeholders and a very conservative attitude to sign off
unrealistic expectations
Getting the management of the museum to take the web seriously and use it themselves to try to understand it
The decentralized culture of our Museum. Each department is doing their own thing, which makes it difficult to access needs, plan for improvements, allocate resources and staff efficiently.
The little understanding colleagues have of the challenges faced (e.g. building a professional website is doable in 1 week with a 300€ budget)
Lack of understanding of digital audiences, trends, issues and technologies by those commissioning digital projects (I call it 'and then it needs a website' syndrome
The organizational structure of the museum. The IT Department should be for networking, desktop support and infrastructure but instead they end up being the ones who call the shots about applications and systems.
Integrating our technologies and ideas into the museum's IT infrastructure e.g. wireless hubs, installing software, updating software etc.

Second response box:

"shiny new toy" syndrom
Assortment of operating systems
Bureaucracy
Changing priorites
Enforcing efficient use of storage space (delete your DUPES!)
Excessive review cycles
Gaining buy-in from overworked staff who need to contribute to tech project
Getting curators to take the web seriously and want to use it
Having other people re-invent things I invented 10 years ago
Institutional IT provision
Institutional blindness to the outside world (i.e., "nobody actually trusts Wikipedia")
Interdepartmental Workflow
Internal "Ownership" of information
Justifying the expense/time of trialling and sharing new ideas
Lack of Finance
Lack of appreciation for the amount of work involved
Lack of funding
Lack of medium/long term visions
Lack of shared museum assets (inter and intra)
Lack of understanding of digital media by senior executives
Lack of understanding of my role at more senior levels and by my peers
Non-existent budgets
Ph.D syndrome.
Some staff negativity about integrating new technologies
Stodgy curators
Tempering desire with reality
Time to just 'play' with new technologies
Too many egos
Too many people involved
Too many tasks seen as top-priority without enough support to get them done.
Understaffed and underfunded
Unwillingness to try small cheap ideas (on the understanding that if they don't work you stop)
Upper management not grasping value of online outreach
Working in isolation
board and execs who are focused on shiny objects, not mission
dealing with the ramifications of technology decisions made by non-technical employees
entrenched views on how things should be done
funding and management structures that lead to short term, siloed thinking
inability to ack quickly and be flexible (cumbesome review process ties up projects)
inablility of coworker to understand projects
institutional resources
lack of staff time or positions alotted to technology (two minds are better than one)
mmm
no say over even how our web page is designed
not enough money
poor instructions
sparse training
tendency for time to get sucked into general office work
unprofessionalism
unreasonable expectations
unwillingness to fund projects
Lack of understanding in the wider museum of the work that we do and the potentials of technologies in learning.
People in museum administration often know less about technologies than their counterpart in the private sector.
Lack of training offered on national scale for those who are beyond beginner level with technology but not an expert
Not having admin rights to my computer and not being allowed to connect my own laptop to the work network
The expectation of a high-impact web presence without making the appropriate content available (in time)
Never knowing what others departments are doing, but still being expected to "fix" whatever when it goes down.
The little commitment others (even people asked/hired to do so) have towards social media, even after tons of workshops.
Turf wars – different staff not working toward a consensus; arguments are recycled and nothing is ever finalized
redundancy–for example, entering metadata for an image from an external source and entering it into our DAM
Funding is spread unevenly. New galleries might come with big pots of money but it's much harder to fund work on existing sites and sections.
Lack of IT understanding by other staff in the museum and in some cases a negative attitude to putting stuff online

Third response box:

"non-profit" pay and no insurance
Always defending my position to condescending curators
Assortment of learning curves among staff
Balancing the demands of day to day tasks with the desire to expand IT use
Bending commercial products to our own needs.
Communication barriers
Conflicting messages about the purpose of online – is it to generate income or provide access?
Cross departmental walls
Cultural stigmatism
Curators/educators living in the dark ages!
Difficulty finding funding/support for less visible tech projects (content architecture, etc.)
Division between web/curatorial/education/etc.
Everyone is scared
Explaining complex systems to co-workers with limited tech background
Getting "sign off"
Hard to sell technology (APIs, etc) to staff who just want their event on the homepage.
Institutional IT provision
Keeping up with web science/standards
Lack of by in by senior management
Lack of change management at institutions
Lack of communication
Lack of professional development
Lack of support
Little allowance to "try out" tech tools/software/web
No time to experiment and try out new things
Projects never finished
Reliance on external consultants
Secret stakeholders appearing late in the production cycle
Software provider lack of focus on end users and Web
That every bit of the organisation has to be involved in every project
Too much dependence on content producers, e.g. curators, gallery authors, education staff
Trying to get other colleagues involved in technology!
Willingness of colleague tech adoption
capacity of organizations to take leaps of faith
dealing with art historians
defining projects in terms of ROI
frequent interruptions during thought-intensive work
lack of adminstrative support in the way of $$
lack of forward planning
misunderstanding of implications
mmm
not enough focus on early prototyping before the tech comes in
not enough staff
not enough staff and too many things to do…
not enough time
passive/aggressive behavior
resistance to new technologies on the basis of their perceived danger/risk
strong aversion to risk-taking, which hampers innovation
supporting software that was incorrectly chose (e.g. retrofitting a CMS to act as a DAMS)
user incompetence
wide range knowledgement needed
Magical thinking about technology: somehow hoping projects will be cheap and cutting edge with few resources devoted to them
There's a web/multimedia team, but all the exhibition design is outsourced, so it's difficult to mount integrated digital projects (that work both online and onsite)
disconnects between depts in larger museums, that make it hard to get all those who could contribute to and benefit from digital projects really engaged
Irrational fear of open source; irrational fears concerning access to collection information and even low-res images.
The fact that doing "online stuff" means you have to solve every problem related to technology ("My iPhone doesn't synch my music, help!")
Convincing staff to use project results (this is true for some staff in key positions. Other staff happy to use the results)
my department uses a DAM system, but others outside my department won't use it but want access to the content archived there

Question 2: List any solutions for each of the problems you listed above

First response box:

$$ for training would be easy to get
Better IT training and also digital awareness training for all staff
Better investment
Better organisational understanding of the importance of project management
Better qualified staff – training
Circumnavigating IT when they sya can't do and supporting it all ourselves.
Cloud based
Creative use of budgets – taking parts from several budgets to make a whole
Education
Fewer and smaller
Focusing on the benefits of the new technology when presenting changes to staff
Good management
Greater funding support for equipment
Hiring further staff
IT managers who are less about security and NO and more about innovation
Improve communication by removing large egos
Keeping to meeting agendas and ensuring people involved are enthusiastic about the project
Long term strategy agreed at top levels to ringfence time and money for non-project based work
Lots of demonstrations
Make responsibilities of depts clearer
Meetings, Meetings, Meetings
More independence from IT
More staff!
Much clearer policy on approach to copyright, possibly by museums supporting one another
New, professionally trained management
Sack the lot of them and start again
Strict procedures and continuously stressing how things work and how they don't.
The acknowledgement at senior levels of competence and experience further down the scale
Training in Project Management
Upgrade technology to a consistent level
Willingness to learn
come up with your own
educate administration, show them how other museums are taking advantage, find funding
fundraising
no foreseeable increase in staffing, so no luck here
none in sight
planning
solutions that we have found or solutions we wish for? The questions is confusing.
steel myself to do it once more in a way that means they can't forget it
umm..if I had a solution I'd be rich :)
Adjust the expectations by explaining the process more in depth and always provide more conservative time estimates, and times that by 150%
We are now submitting a business case to our IT department for us to have access to these sites. Hopefully this will be widened in the future as Council's become more aware of the essential part technology plays in museums.
reallocation of institutional resources to recognise changing technological and social environment
Having highly-placed technologists who are trusted by the museum involved in projects at an early state can help significantly to teach the institution the value of technological expertise.
Advocate your work to anyone who will listen, get involved in projects from the beginning – and try not to let technology lead, only support good ideas
Rethinking contracting policies–especially for Web 2.0 services that are free–and approval processes
Look to private sector technology vendors for workflow and project management techniques and tools or hire consultants (voices from outside are often heard louder than those inside).

Second response box:

$$ we are given we do not always get
Allowing staff to make their own decisions
Cost effective training or events or 'buddying up' to share expertise and experiences
Crossover training
Don't tell, stay away from committees until you have something (good) to show
Encouraging positive comment and activity from outside
Establish an agreed level of autonomy and freedom for web projects
Fix to IT issues that take up so much of my time!
Fundraising specifically for technology as an ongoing need–not just project by project
Involvement of Technologists before design
More educated staff about abilities and weaknesses of technology
More funding and resources for projects
More rewarding work environment
More tech-savvy upper management (happened recently)
More training being offered via bodies such as Museums Galleries Scotland
More trust in teams
New, professionally developed board
Outside normzl dept relationships
Priorities either need coherent justification or to be realigned.
Reassigning permissions
Recruit more staff and do more work in house
Remove large egos
Request more specificity and detail
Speaking to people to explain the complexity and time necessary for project?
Streamlining Project Management
The creation of roles at a senior level with understanding of technology
Training for staff
Trying to get a pot on our web page for e-learning which displays and advocates our work.
agreement on acceptable standards for public facing databases
occasionally half-successful compartmentalization of time spent on specialized and general work
question assumptions
shoot the current managers
sponsorships
strong compromise with staff training
technology being an embedded part of the work, like education
would require a wholesale change in Museum culture – not likely to happen quickly
institution-wide training in Word, PowerPoint, Excel etc AND in newer more interesting tools for presentations (eg Prezi), data visualisation (ManyEyes, Wordle) etc
Increase levels of digital literacy through out organisation and sector by training, workshops and promotion
Write in the importance of technology projects to accomplishing the mission in strategic planning and grant documents and form interdepartmental teams of people to address technology issues and raise technology's profile and comfort level within the institutional culture.
make sure to 'copyright' my own inventions and publicise them before anyone else needs to re-invent them
Show them that colleagues in their field are using the same technology, once they're willing to listen, show how the results will help them, then make participation as easy as possible for them.
If, for every bit of unfounded, unresearched opinion, the technologist can counter with facts about how people actually behave in the world outside the museum, over (large stretches of) time this problem can be gradually allayed.
Presenting the case for how technology can do certain things really well and how it is best find the better fit than to force technology to be what it isn't
Our institution could benefit from professional training on effective communication, but it's not in the budget.
Organising lunches and other team activities to continuously explain and inspire people about new and social media

Third response box:

(Sadly) winning awards
Admin-down promotion of tech initiative adoption
Agreement on stakeholders and sign off processes up front – and sticking to that
Be very strict with project deadlines!
Better communications from the top
Developing a Museum Service strategy for everyone to use IT – like V&A have!
Education
Ensuring that people at senior levels support digital projects
Go and do. Prototype to prove point
Good management
Hired more competent users or remove technically-involved tasks from users
I think we need new ways of demonstrating value other than £s or people through the door
Identify internal skills before commissioning outside consultants
Improved communications – more vision
Informal brown-bag lunches where ideas are pitched and potential explained.
Inventiveness!
Longer timelines, adequate staffing levels
Look for oppurtunity to learn more and implement new systems that help with the day to day work
Make it as easy as possible to use the results
Museums need to start thinking more like libraries
No idea how we can make LA central ICt departments more helpful
Outsource all IT relating to web projects
Professional development for staff
Remove large, scary egos
Smile, help them, and complain in silence.
Some inovative young blood in these roles
Technologists in upper management
Try something small as a pilot to reveal realistic benefits and pitfalls
act of God
bringing techies into the development process earlier in a new exhibit etc.
ditto
effective allocation of scarce resources
rewriting job descriptions to incorporate tech initiatives into everyday tasks
specialization
there is no solution for art historians except possibly to keep them out of museums and galleries
time-shifting certain kinds of work to early morning or evening, outside regular hours
Trying to find public outputs of infrastructure-related technology can help with this problem. The way some museums have begun using collections APIs as, in essence, a PR tool, is a good example of this approach.

Selected responses to Question 3: Any comments on this survey or on the issues raised?

Some comments were about the survey itself (and one comment asked not to be quoted, so I've played it safe and not included it) and didn't seem relevant here.

  • Would like to know what other museum staff feel, but am guessing response may be very similar
  • There is still some trepidation and lack of understanding of what it is exactly that digital technology can play in display, interpretation and education programming. Though there are strong peer networks around digital technology, somehow this doesn't get carried over into further advocacy in the sector in general. In my learning department there is some resistance to the idea of technology being used as a means in itself working across audiences, and it instead has to be tied in to other education officers programmes. The lack of space to experiment and really have some time to develop and explore is also sadly missed as we are understaffed and overstretched.
  • Not enough time, money or staff is true of most museum work, but particularly frustrating when looking at the tools used by the private sector. This imbalance may be part of the source of unreasonable expectations – we've all seen fantastic games and websites and expect that level of quality, but museums have 1/1000th of the budget of a video game studio.
  • The interdepartmental nature of many tech projects has challenged us to define under whose purview these projects should be managed.
  • In my organisation I find the lack of awareness and also lack of desire to do things online difficult to comprehend in this day and age. It is not universal, fortunately the Head of Service gets it but other managers don't. I'm fed up hearing 'if its online they won't visit' and I'm afraid I've given up trying to convince them, instead I tend to just work with the people who can see that putting stuff online can encourage visitors and enhance visits for visitors.
  • Being a federal institution, we receive funds for physical infrastructure, but rarely for technical infrastructure. I would say fear around copyright of digitized collections is a barrier as well.
  • Until the culture of an institution of my size changes at the top, it will continue to be a challenge to get anything through in a timely manner.
  • Funding and resources (staff, time, etc.) are the main roadblock to taking full advantage of the technology that's out there.
  • There needs to be a way to build a proper team within the museum structure and make silos of information available.
  • I think the frustrations I raised are exactly the reason why some of us are in the museum sector – for the challenge.
  • We are fortunate in that we have a very forward-looking Board of Trustees, a visionary CEO and a tech team that truly loves what they do. But we – like any non-profit – are always limited by money and time. We've got loads of great ideas and great talent – we just need the means and the time to be able to bring them to fruition! We have actually rewritten job descriptions to make certain things part of people's everyday workflow and that has helped. Our CEO has also made our technological initiatives (our IVC studios, our online presence, our virtual museum….) part of our strategic plan. So we are extremely fortunate in those respects!
  • I am a content creator, rather than a technie, but as my role is digital, everyone assumes I understand every code language and technological IT issue that there is. And I don't.
  • why is it that those who are not involved in our work have so much to say about how we do our work down to the last detail
  • One of the largest problems faced by IT staff in museums is the need to push the envelop of technology while working within very limited budgets. There is always a desire to build the newest and best, but a reluctance to staff and budget for the upkeep and eventual use and maintenance of the new systems. That said, working for a museum environment offers more variety and interesting projects than any for-profit job could ever provide.

What would you change about your workplace? A survey for museum technologists

[Update: I've shared the data]

This week I launched a survey designed to help me understand and communicate the challenges faced by other museum technologists.

It's research for a chapter in a forthcoming book on museums on the web and social media in the first instance, but I'd left the terms and conditions fairly open as I wanted to be able to share and/or re-use the data in future – I wasn't sure if this would put people off, but I figured it was better to be upfront than to end up with great data I couldn't share.

Someone wrote to me to ask what the questions were – they didn't feel qualified to take it themselves but couldn't see all the questions without starting the survey.  I figure it'll also help with the bounce rate if I share them, so here you go:

1. As a museum technologist, what are the three most frustrating things about your job?

For this survey, I'm defining 'museum technologist' as someone who has expertise and/or significant experience in the museum sector and with the application or development of new technologies.

2. List any solutions for each of the problems you listed above

3. Any comments on this survey or on the issues raised?

4. What's your main job role? (if you don't mind it potentially being quoted)

5. Please enter your institution name and/or type (e.g. art gallery, history museum, local authority museum, science centre). (if you don't mind it potentially being quoted)

It's pretty simple – 'what are the three most frustrating things about your job' is the main question, the rest are aimed at providing just enough additional information to provide pointers to the effects of different factors. I didn't want to ask people for so much information that they'd be identifiable as I felt that might make people hold back.  I thought about saying 'things other than lack of resources/time/money' as they're pretty much a given and they're not unique to the museum sector, but I figured they're also too important too ignore.
For further context, when I posted it to the MCG and MCN lists I said:

I'm particularly interested in opportunities and problems that arise when (new) technologies meet (old) museums. … Your answers will help build a body of evidence that could help make a case for improvements in the way museums understand the issues and expertise around using technology to engage audiences, or at least help us understand what the solutions might be. And at the very least you get to vent a bit!

I'm running the survey until August 31 and my initial analysis will be completed by mid-September.  If you'd like to take the survey, or know someone who should, the address is http://www.surveygizmo.com/s3/348155/Challenges-facing-museum-technologists (or http://bit.ly/95oGtr if shorter is easier).

Finally, thanks to the person who suggested making the text boxes wider – I've done that now.

Ask a cultural heritage technologist?

I'm speaking at Open Tech 2010 (book your ticket now, only £5!) and it feels like the situation (and the mood) in the UK has changed since I first wrote my proposal and I'm not sure it suits anymore.  So I wanted to throw a few questions open to you to help me re-focus on the things that matter now:

  • what do you value about museums and technology, particularly the web, social media, open data? 
  • what do you want to know from someone working behind the scenes in museum technology?
  • what suggestions would you make if you were able to talk to museums?
  • what aren't museums asking our audiences (including our geek audiences) that we should be asking?
  • what's your favourite biscuit (or cookie)?
The title, by the way, is a play on 'ask a curator', an online event of some sort where you can ask whatever you've always wanted to ask a curator by using the hash tag #askacurator on twitter (or possibly also by commenting on a museum's blog, Facebook wall, twitter account, etc).

On 'cultural heritage technologists'

A Requirements Engingeering lecture at uni yesterday discussed 'satisfaction arguments' (a way of relating domain knowledge to the introduction of a new system in an environment), emphasising the importance of domain knowledge in understanding user and system requirements – an excellent argument for the importance of cultural heritage technologists in good project design.  The lecture was a good reminder that I've been meaning to post about 'cultural heritage technologists' for a while. In a report on April's Museums and the Web 2009, I mentioned in passing:

…I also made up a new description for myself as I needed one in a hurry for moo cards: cultural heritage technologist. I felt like a bit of a dag but then the lovely Ryan from the George Eastman House said it was also a title he'd wanted to use and that made me feel better.

I'd expanded further on it for the first Museums Pecha Kucha night in London:

Museum technologists are not merely passive participants in the online publication process. We have skills, expertise and experience that profoundly shape the delivery of services. In Jacob Nielsen's terms, we are double domain experts.  This brings responsibilities on two fronts – for us, and for the museums that employ us.

Nielsen describes 'double usability specialists' or 'double experts' as those with expertise in human-computer interaction and in the relevant domain or sector (e.g. ref).  He found that these double experts were more effective at identifying usability issues, and I've extrapolated from that to understand the role of dual expertise in specifying and developing online and desktop applications.
Commenters in the final session of MW2009 conference described the inability of museums to recognise and benefit from the expertise of their IT or web staff, instead waiting until external gurus pronounced on the way of the future – which turns out to be the same things museum staff had been saying for years.  (Sound familiar?)

So my post-MW2009 'call to arms' said "museums should recognise us (museum technologists) as double domain experts. Don’t bury us like Easter eggs in software/gardens. There’s a lot of expertise in your museum, if you just look. We can save you from mistakes you don't even know you're making. Respect our expertise – anyone can have an opinion about the web but a little knowledge is easily pushed too far".

However, I'm also very aware of our responsibilities. A rough summary might be:

Museum technologists have responsibilities too.  Don’t let recognition as a double domain expert make you arrogant or a ‘know it all’. Be humble. Listen. Try to create those moments of understanding, both yours from conversation with others, and others from conversation with you – and cherish that epiphany.  Break out of the bubble that tech jargon creates around our discussions.  Share your excitement. Explain how a new technology will benefit staff and audiences, show them why it's exciting. Respect the intelligence of others we work with, and consider it part of our job to talk to them in language they understand. Bring other departments of the museum with us instead of trying to drag them along.

Don't get carried away with idea that we are holders of truth; we need to take advantage of the knowledge and research of others. Yes, we have lots of expertise but we need to constantly refresh that by checking back with our audiences and internal stakeholders. We also need to listen to concerns and consider them seriously; to acknowledge and respect their challenges and fears.  Finally, don’t be afraid to call in peers to help with examples, moral support and documentation.

My thoughts on this are still a work in progress, and I'd love to hear what you think.  Is it useful, is it constructive?  Does a label like 'cultural heritage technologist' or 'museum technologist' help others respect your learning and expertise?  Does it matter?

[Update, April 2012: as the term has become more common, its definition has broadened.  I didn't think to include it here, but to me, a technologist ia more than just a digital producer (as important as they are) – while they don't have to be a coder, they do have a technical background. Being a coder also isn't enough to make one a technologist as it's also about a broad range of experience, ideally across analysis, implementation and support.  But enough about me – what's your definition?]

A quick summary of my MW2009

I'm posting this now to get it out of the way (and done in April) though I still haven't caught up on the Museums and the Web 2009 'backchannel', tidied my notes or read all the papers I wanted to read. I may update this later as I remember things I wanted to say.

Some strong themes (memes?) emerged during the conference. In general, while lots of great sites and projects were presented, including some lovely examples of projects breaking new ground in best practice, some of the most important ideas weren't about presenting new, flashy things but rather reflected a maturity in approach, and a consolidation of the role of the web in museums.

Breaking out of the bubble
From the informal conversations and unconference sessions proposed it seems to be an issue lots of people are struggling with – how do we communicate with managers, curators, educators to get them excited about the possibilities of the web; Nina's question about how we bring the levels of participation we're seeing on museum websites into the physical museum; how does (or how should) an integrated web program change an organisation; how do web teams go from mavericks to maturity?

And leading on from that: the post-conference challenge – do one thing in April

Conferences are great, especially one as social as Museums and the Web. Those inspiring late night conversations, the unexpected connections, putting faces to names… but I sometimes come away from conferences as cynical as I am enthused because before you know it, you're back at the same conference next year and nothing has changed.
The 'do one thing different when you get back' idea that suffused the crowd-sourced closing plenary really inspired me. Using the post-conference high to make one small change or proactively share with colleagues rather than letting it dissipate seemed to appeal to lots of people – I wonder if there's a way of finding out who's taken up the challenge. I hope I'm going to keep the inspiration to do the Right Thing, to keep pushing for quality when resources and energy are limited and projects are many.
I also realised that after all the inspiring conversations of last year some of us came back from MW2008 and ended up with BathCamp, so while the post-conference crash back to reality may be unavoidable, it doesn't mean you can't get something done anyway.
So I've been working away on the museums API wiki (possibly better known as 'museums and re-usable shareable data' but hey ho), tagging links 'mw2009' in delicious, and following up some contacts with email conversations. There's a lot more I should be doing, and if I haven't yet been in contact with you about something we discussed, let me know.

The unconference
I want to write a proper post about how it worked so that other people would feel comfortable running one of their own, but in the meantime, I'll just say that I was thrilled that it seems to have been so useful for people.

Twitter
The impact of Twitter was really evident at this conference. Apart from finding people for food or drinks, I used it most usefully to suggest an informal meetup of people interested in museum APIs during the Friday, and to find a whole bunch of people to go and eat noodles with. You can get a sense of the progress of the conference from my MW2009 tweets (from my 'event' twitter account).

Randomness
On a personal note, I also made up a new description for myself as I needed one in a hurry for moo cards: cultural heritage technologist. I felt like a bit of a dag but then the lovely Ryan from the George Eastman House said it was also a title he'd wanted to use and that made me feel better. And I won a 'backchannel award' for blogging from the conference, woo!

As well as earlier posts on the opening plenary and the unconference session on failure I still have more notes to dump into posts, I'll tag them all so you can find them under MW2009.

Notes from 'The API as Curator' and on why museums should hire programmers

These are my notes from the third paper 'The API as Curator' by Aaron Straup Cope in the Theoretical Frameworks session chaired by Darren Peacock at Museums and the Web 2008. The slides for The API as Curator are online.

I've also included below some further notes on why, how, whether museums should hire programmers, as this was a big meme at the conference and Aaron's paper made a compelling case for geeks in art, arty geeks and geeky artists.

You might have noticed it's taken me a while to catch up on some of my notes from this conference, and the longer I leave it the harder it gets. As always, any mistakes are mine, any comments corrections are welcome, and the comments in [square brackets] below are mine.

The other session papers were Object-centred democracies: contradictions, challenges and opportunities by Fiona Cameron and Who has the responsibility for saying what we see? mashing up Museum and Visitor voices, on-site and online by Peter Samis; all the conference papers and notes I've blogged have been tagged with 'MW2008'.

Aaron Cope: The API as curator.

The paper started with some quotes as 'mood music' for the paper.

Institutions are opening up, giving back to the communitiy and watching what people build.

It's about (computer stuff as) plumbing, about making plumbing not scary. If you're talking about the web, sooner or later you're going to need to talk about computer programming.

Programmers need to be more than just an accessory – they should be in-house and full-time and a priority. It boils down to money. You don't all need to be computer scientists, but it should be part of it so that you can build things.

Experts and consumers – there's a long tradition of collaboration in the art community, for example printmaking. Printers know about all the minutiae (the technical details) but/so the artists don't have to.

Teach computer stuff/programming so that people in the arts world are not simply consumers.

Threadless (the t-shirt site) as an example. Anyone can submit a design, they're voted on in forum, then the top designs are printed. It makes lots of money. It's printmaking by any other name. Is it art?

"Synthetic performances" Joseph Beuys in Second Life…

It's nice not to be beholden to nerds… [I guess a lot of people think that about their IT department. Poor us. We all come in peace!]

Pure programming and the "acid bath of the internet".

Interestingness on Flickr – a programmer works on it, but it's not a product – (it's an expression of their ideas). Programming is not a disposable thing, it's not as simple as a toaster. But is it art? [Yes! well, it can be sometimes, if a language spoken well and a concept executed elegantly can be art.]

API and Artspeak – Aaron's example (a bit on slide 15 and some general mappy goodness).

Build on top of APIs. Open up new ways to explore collection. Let users map their path around your museum to see the objects they want to see.

Their experience at Flickr is that people will build those things (if you make it possible). [Yay! So let's make it possible.]

There's always space for collaboration.

APIs as the nubby bits on Lego. [Lego is the metaphor of the conference!]

Flickr Places – gazetteer browsing.

[Good image on slide 22]: interpretation vs intent, awesome (x) vs time (y). You need programmers on staff, you need to pay them [please], you don't want them to be transient if you want to increase smoothness of graph between steps of awesomeness. Go for the smallest possible release cycles. Small steps towards awesome.

Questions for the Theoretical Frameworks session
Qu from the Science Museum Minnesota: how to hire programmers in museums – how to attract them? when salaries are crap.
Aaron – teach it in schools and go to computer science departments. People do stuff for more than just money.

Qu on archiving UGC and other stuff generated in these web 2.0 projects… Peter Samis – WordPress archives things. [So just use the tools that already exist]

Aaron – build it and they will come. Also, redefine programming.

There's a good summary of this session by Nate at MW2008 – Theoretical Frameworks.

And here's a tragically excited dump from my mind written at the time: "Yes to all that! Now how do we fund it, and convince funders that big top-down projects are less likely to work than incremental and iterative builds? Further, what if programmers and curators and educators had time to explore, collaborate, push each other in a creative space? If you look at the total spend on agencies and external contractors, it must be possible to make a case for funding in-house programmers – but silos of project-based funding make it difficult to consolidate those costs, at least in the UK."

Continuing the discussion about the benefits of an in-house developer team, post-Museums and the Web, Bryan Kennedy wrote a guest post on Museum 2.0 about Museums and the Web in Montreal that touched on the issue:

More museums should be building these programming skills in internal teams that grow expertise from project to project. Far too many museums small and large rely on outside companies for almost all of their technical development on the web. By and large the most innovation at Museums and the Web came from teams of people who have built expertise into the core operations of their institution.

I fundamentally believe that at least in the museum world there isn't much danger of the technology folks unseating the curators of the world from their positions of power. I'm more interested in building skilled teams within museums so that the intelligent content people aren't beholden to external media companies but rather their internal programmers who feel like they are part of the team and understand the overall mission of the museum as well as how to pull UTF-8 data out of a MySQL database.

I left the following comment at the time, and I'm being lazy* and pasting here to save re-writing my thoughts:

Good round-up! The point about having permanent in-house developers is really important and I was glad to see it discussed so much at MW2008.

It's particularly on my mind at the moment because yesterday I gave a presentation (on publishing from collections databases and the possibilities of repositories or feeds of data) to a group mostly comprised of collections managers, and I was asked afterwards if this public accessibility meant "the death of the curator". I've gathered the impression that some curators think IT projects impose their grand visions of the new world, plunder their data, and leave the curators feeling slightly shell-shocked and unloved.

One way to engage with curatorial teams (and educators and marketers and whoever) and work around these fears and valuable critiques is to have permanent programmers on staff who demonstrably value and respect museum expertise and collections just as much as curators, and who are willing to respond to the concerns raised during digital projects.

There's a really good discussion in the comments on Bryan's post. I'm sure this is only a sample of the discussion, but it's a bit difficult to track down across the blogosphere/twitterverse/whatever and I want to get this posted some time this century.

* But good programmers are lazy, right?