The Art of War: the way forward for museum managers?

Being a museum manager is often being compared to being a general in an army at war (or did I just make that up?). Sun Tzu’s book The Art of War is one of the world’s most referenced books on strategy. It is primarily bothered with the best terrain to enable you to kill your enemies more efficiently, which is why it is a properly macho work for thrusting business leaders to read. Although it was written more than 2,000 ago by someone who may, or may not, have existed, is there anything more museums can learn from the work? I should add a note of caution at this point;

"Unfortunately, the application of The Art of War is often too aggressive, short-sighted or otherwise lacking in relevance. In some cases, this broad philosophy and mindset is applied to a very minute aspect of society or life. In other cases, some aspect of our society may change and people fail to consider that Tzu's writings may not be entirely appropriate any longer, or simply not valid most of the time."*

But I am going to follow the modern zeitgeist and ignore the accusations of ancient irrelevance and wildly and irresponsibly translate Sun Tsu's lessons to museums for your benefit.

1. It is a matter of life and death, a road either to safety or to ruin.

Translation: working in museums is our life and will be the death of us having ruined our livers in the pub over the road.

2. According as circumstances are favourable, one should modify one’s plans.

Translation: museum circumstances are rarely favourable so why bother planning

3. Ground on which we can only be saved from destruction by fighting without delay, is desperate ground.

Translation: Collections that can only be saved from destruction by conserving without delay should be thrown in the nearest skip. 

4. On open ground, do not try to block the enemy’s way. On the ground of intersecting highways, join hands with your enemies.

Translation: When the museum door is open don't stop the visitors coming in, but once in forcibly drag them the round the displays.

5. If he is secure at all points, prepare for him. If he is in superior strength, evade him.

Translation: If a customer complaint is on its way, get your excuses prepared, if he is a body builder - hide.

6. If he is taking his ease, give him no rest.

Translation: take away all seating to get the visitors round the displays and out the door as soon as possible.

7. Prohibit the taking of omens, and do away with superstitious doubts.

Translation: cash only on the door and no concessions for witches

8. To you know your enemy you must become your enemy

Translation: wander around the exhibitions and loudly criticise the displays to anyone who'll listen 

9. Use the conquered foe to augment one’s strength.

Translation: only keep items in lost property for 35 minutes before putting them on ebay

10. There is no instance of a country having benefited from prolonged war.

Translation: never extend opening times 

*http://attrition.org/security/rants/fsck_sun_tzu/

Managing Change

This blog continues to chart the move to trust status of the Museum of Unreason.

This week, although I have been continuing to work on the detailed business plan, one thing I have realised is that things have to change.

When managing change there are many problems to resolve, theories to implement, ungrateful and under performing staff to sack etc.

Every manager should have a theory, you should listen to people who make sense to you, and mock unmercifully people you disagree with. So purely in terms of human resource management Machiavelli is one of my management guru heroes. I am particularly fond of, 'A prince never lacks legitimate reasons to break his promise'. I also slavishly follow his 'Before all else, be armed'.

In terms of advice on taking up a new post in a museum, Machiavelli is clear, 'The new ruler must determine all the injuries that he will need to inflict. He must inflict them once and for all.' Inspirational stuff.

But he is a lot less confident when it comes to managing change, 'There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.' Now that is worrying when the most enlightened management consultant in European history says that change management is a difficult thing to do. (For a more conservative Eastern perspective there is nothing better than Sun Tsu's Art of War. Try his advice in your next management meeting, 'Be extremely subtle, even to the point of formlessness. Be extremely mysterious, even to the point of soundlessness' and see what happens.)

Anyway, in terms of change management I have had to find my own path. So here is my practical advice for instant action.

1. Hide in a cupboard until all the staff have gone home.

2. Spend the evening rearranging all the items in the office and, crucially, the museum stores

3. The next day if you have done your job properly the institution will instantly grind to a halt and the stick in the mud curator will have a a spectacular nervous breakdown, verbally abuse you and fall into your 'dealing with criticism by under performing staff' trap (see previous blog).

4. Now its your opportunity to initiate the 'need to change' conversation. Add incentives such as promising to tell the staff where the toilet roll is when they have agreed to all cost cutting measures and operational changes. Note Machiavelli's advice above on promises to keep them on their toes.

Thus instant action is generated and whatever unrest you have caused, reassure yourself with Machiavelli again, 'Hatred is gained as much by good works as by evil'

Now you know what any enlightened manager realises and knows to be true -

You are doing good work and the staff are all evil.










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