The annual report had an immediate importance which i didn't find in the other readings. Though the piece was brief in its length, the section which discussed "communicating the value of museums" resonated most strongly. I believe this was most relevant because of the unique economic shape our country is in at the present. We find ourselves in a moment where cities are contemplating leveeing greater taxes on cultural institutions and in some places closure is a distinct possibility; a concerted effort by the greater governing association is a necessity.
There are sections of Weil and Tyson I believe weave together very well and they present us with a most important question. In Weil's first chapter, he explicitly states that a museum must clearly state their purpose for them to be truly effective. This ties into her discussion of Conner Praire (CP). CP chooses to wrestle with the issue of slavery but according to Tyson, they don't address it in a manner that facilitates a more true understanding of slavery. This is what leads back to the central issue of explicit definition of purpose. But, a second question to address is how to manage a true experience, wanting to keep interest high, without alienating patrons?
I think this raising an important issue. How can public institutions such as museums handle sensitive issues and give a true experience? I believe this puts museums into a tough situation but museums need to challenge themselves to give a true experience to their patrons. Regardless of how uncomfortable patrons might become, public perception of museums is a place of true information. If museums can stay true to this belief, they can make themselves matter.
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