Continuous conversation

On the institutional side there are 4 criteria of relevance to socialisation. An institution where each of these has been met, can be regarded as one whose socialisation has been optimised. Where they have only partially been met, the institution has achieved a minimum or partial level of socialisation.

 

Continuous conversation

 

First and foremost, it should supersede the practice of formal information provision. It should initiate real dialogues and debates on all aspects of its operation, using traditional and up-to-date communication tools, with a special focus on social media.

The success of cultural institutions requires public relations activities as well, i.e. the management of the institution’s relationships, primarily by means of communication. Accordingly, the aim of the PR function is to make the given cultural institution, museum or library recognised and accepted in its own environment. Since this is a field that requires special knowledge, to ensure efficiency and effectiveness the institution should employ professionals with training in communication and practical experience, or ensure the adequate day-to-day functioning of external and internal communication in some other way, e.g. by the involvement of volunteers or by providing training for its existing staff members etc.

Conscious communication and maintenance of contacts can also help your institution seek for contacts and conversation not only in the confines of its own building but also beyond its walls: through traditional, conventional personal communication, site events, presence in other districts of the town, in other neighbourhoods and streets and by visiting different institutions, such as public education, social and health institutions. Public conversations should be organised for members of various communities and circles inside and outside the institution. The institution should encourage and facilitate the development of stronger and more active relationships between such communities. To create shared platforms you will need to have an accurate picture of the network of relationships among patrons and the key points and connections (people linking various elements) of this network, of the traditions, qualities, scopes of activities and powers of the communities that can be involved as well as of their relations with each other and how they can be motivated. The existing participants, patrons and users of the institution should also be involved – and not only occasionally – in the organisation of audiences, and in further extension of the groups of participants, patrons and users.

This article based on the following document:

Socialized Operation of Cultural Institutions : A methodological guide to community-based operation