The Museums Association’s (MA) new development programme for people in the middle of their working lives starts this month, with 19 participants from a range of organisations, professional backgrounds and nationalities. It is funded by Arts Council England, Museums Galleries Scotland and Cymal.
Inspiration, support and challenge are core elements: generating fresh thinking and creative ideas; removing limiting assumptions participants may have about themselves and/or organisations; modelling new ways of doing things; and encouraging new and enterprising solutions.
The programme focuses on transformation, public value and social impact. We have built on Museums Change Lives and the workforce development paper Working Wonders.
We invited leading practitioners in other fields to share their experience and insights. We recognised broader trends: professional roles are becoming less specialised, and that healthy organisations are seeking more people to exercise leadership, wherever they sit in the hierarchy.
Organisations where diversity of ideas flourish provide richer experiences for the people who work in them and use them. Organisational change and resilience require new competencies and behaviours – cultural more than structural.
Applicants “pitched” a proposition to make their organisation more resilient, innovative or sustainable. People were chosen for the strength of their proposition and their willingness to change.
Host organisations will support participants to attend core development and coaching sessions, and to engage colleagues so that they introduce new ideas and ways of working.
Gaby Porter is an MA board member and led the workforce task and finish group for Transformers
Inspiration, support and challenge are core elements: generating fresh thinking and creative ideas; removing limiting assumptions participants may have about themselves and/or organisations; modelling new ways of doing things; and encouraging new and enterprising solutions.
The programme focuses on transformation, public value and social impact. We have built on Museums Change Lives and the workforce development paper Working Wonders.
We invited leading practitioners in other fields to share their experience and insights. We recognised broader trends: professional roles are becoming less specialised, and that healthy organisations are seeking more people to exercise leadership, wherever they sit in the hierarchy.
Organisations where diversity of ideas flourish provide richer experiences for the people who work in them and use them. Organisational change and resilience require new competencies and behaviours – cultural more than structural.
Applicants “pitched” a proposition to make their organisation more resilient, innovative or sustainable. People were chosen for the strength of their proposition and their willingness to change.
Host organisations will support participants to attend core development and coaching sessions, and to engage colleagues so that they introduce new ideas and ways of working.
Gaby Porter is an MA board member and led the workforce task and finish group for Transformers
