Walking the Talk: Transparency in Practice
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Transcript of Walking the Talk: Transparency in Practice
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TRANSPARENCY in PRACTICE
WALKING the TALK
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CONTINUOUS FEEDBACK
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TRANSPARENT PRACTICES
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HOW MUCH TIME ARE YOU WILLING TO SPEND EACH WEEK TOWARDS SOLVING THESE PROBLEMS?
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MAKING COMMUNICATION
VISIBLE
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MAKING COMMUNICATION VISIBLE
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AN INFORMATION RADIATOR
• Is easily readable to the casual, interested observer
• Is understood at a glance• Changes frequently• Is easily kept up to date
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TRANSPARENT
BARRIERS TO
PRACTICES
BARRIERS TO TRANSPARENT PRACTICE
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no. 1: EFFORT
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no. 2: SECURITY
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WHAT ABOUT SCALE
AND EFFICIENCY?
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Flickr Credit: ~darrenhester
CAN METRICS
MAKE YOU BETTER
AT YOUR JOB?
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WITHOUT BORING YOU
Flickr Credit ~cristiano_betta
TO DEATH
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Launch: Sept 2007
Goals:SimplicityDeep DivesWorkflowFlexibility
IMA DASHBOARD
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wWHAT DOES SUCCESS LOOK LIKE?
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“Of course, such systems [dashboards] raise a rather vexing challenge: what, exactly, are the few key indicators you would need to watch to monitor your success? It's this question that actually proves to be more effective than the dashboard tool itself. To know what you should monitor, you need to know what you're trying to do, and you also have to define what success looks like (more people? happier people? more art? better reviews? prolific artists?).”
Andrew Taylor, “Keeping an Eye on Dashboards”, The Artful Manager Blog, October 20, 2006,.
WHAT DOES SUCCESS LOOK LIKE?
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“The root of the problem is that there is no longer an agreed-upon method of measuring achievement… While many challenges beset art museum leaders today, finding a way to measure performance is accordingly among the field’s most urgent… Without generally accepted metrics, arts organizations will have more and more trouble making a case for themselves.”
Maxwell L. Anderson, “Metrics of Success in Art Museums”, Getty Leadership Institute (2004),.
WHAT DOES SUCCESS LOOK LIKE?
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IMA’S DIRTY LITTLE SECRETTHE DASHBOARD IS FOR STAFF
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METRICS RULE OF THUMBWILL IT CHANGE BEHAVIOR?
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HOW CAN MUSEUMS
PURSUE EXCELLENCE?
Flickr Credit ~adforce1
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W. EDWARDS DEMING
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KaizenKAI = change or to correct
ZEN = good
KAIZEN = a system of continuous
improvement
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CONTINUOUS IMPROVEMENT
EXECUTE
EVALUATE
REPEAT
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“Thus, benchmarking has many direct and indirect benefits: increasing the impact of mission-related activities, raising internal standards, improving performance, attracting more funding, uncovering (and fixing) hidden weaknesses, and overall, improving the public face of the organization.”
Jason SaulBenchmarking for nonprofits:
how to measure, manage, and improve performance
Fieldstone Alliance, 2004, pg 12.
THE BENEFITS OF BENCHMARKS
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A SPECTRUM OF
TRANSPARENT COMMUNICATION
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A SPECTRUM OF
TRANSPARENT COMMUNICATION
ORGANICTANGIBLE
FORMALDIGITAL
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QUICK AND EASY THINGS TO DO TOMORROW (T&R)
Alternate ideas in a list form
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http://code.google.com/p/museum-dashboard/
OPEN SOURCE
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Poll Again
• How many min per week are you willing to devote to improving your communication?
• Recap their rating of our talk using the feedback method discussed at the outset of the talk.