Mission-Centric vs. Mission-Enabling Teams in Museums
In my opinion, and yes, this might be coming from my tech background, in an organization like a museum, there exists a fundamental distinction between mission-centric and mission-enabling teams, each playing a unique role in advancing the institution's objectives. Below is my attempt at describing these two types of teams and why an understanding of how they work cohesively is important for museum success.
Mission-Centric Teams: Mission-driven teams directly engage with the core mission and purpose of the museum. These teams are typically responsible for the creation, curation, and presentation of exhibitions and programs that align with the museum's overarching goals. They may include knowledge-creation teams like curatorial, education, programming, conservation, archives, and library. They may also include teams or individuals that directly support the dissemination of the work produced by the knowledge-creation teams like marketing and communications, exhibition design teams, among others. These teams are deeply and directly involved in shaping the visitor experience and fulfilling the museum's educational and cultural mandates.
Mission-Enabling Teams: On the other hand, mission-enabling teams provide essential support functions that enable the museum to fulfill its mission effectively. These teams often work behind the scenes, focusing on tasks such as finance, human resources, facilities management, and technology. While their work may not always be directly visible to visitors, mission-enabling teams play a crucial role in ensuring the smooth operation and sustainability of the museum. They provide the infrastructure and resources necessary for mission-centric teams to carry out their work successfully.
Synergy & Balance Between Teams: While mission-centric and mission-enabling teams may have distinct roles and responsibilities, it's essential to recognize the interconnectedness between them. Effective collaboration and communication between these teams are vital for achieving the museum's overall objectives. Mission-enabling teams provide the support and resources that empower mission-centric teams to excel in their work. Conversely, mission-centric teams inform and inspire mission-enabling teams by demonstrating the impact of their efforts on the museum's mission and visitor experience.
Achieving a balance between mission-centric and mission-enabling functions is key to the museum's success.
While it's essential to invest in programs and exhibitions that directly advance the museum's mission, neglecting critical support functions can undermine long-term sustainability. Museum leadership must ensure that both types of teams receive the necessary resources, recognition, and support to thrive.
Strategies to Address Challenges that Arise Between these Teams:
Promote Mutual Respect and Understanding: Tensions may arise when there is a perceived hierarchy between mission-centric and mission-enabling teams. Mission-centric teams, often comprised of curators, educators, and exhibition designers, may be perceived as having more prestige and influence compared to mission-enabling teams, such as finance, human resources, and facilities management.
This perception of hierarchy can lead to feelings of superiority among mission-centric teams and marginalization of mission-enabling teams, creating a barrier to effective collaboration. Foster a culture of mutual respect and understanding between mission-centric and mission-enabling teams. Encourage team members to recognize and appreciate the unique contributions of each team towards the museum's mission and goals.
Promote Transparent Communication: Mission-centric teams may prioritize artistic, creative, and educational objectives, while mission-enabling teams focus on administrative and operational efficiency. This divergence in priorities can lead to misunderstandings and conflicts if not effectively addressed. Additionally, communication breakdowns may occur due to differences in terminology and jargon between teams, making it difficult to convey ideas and collaborate effectively.
Encourage open and transparent communication between teams. It is not only essential to provide forums for all team members to share ideas, concerns, and feedback openly, but it’s also critical to create opportunities for mission-centric and mission-enabling teams to collaborate on projects and initiatives. Cross-functional teams can bring together diverse perspectives and expertise, leading to more innovative solutions and better outcomes. Clear and consistent communication can help bridge the gap between teams and foster a sense of shared purpose. Offering training and development opportunities on effective communication, conflict resolution, and teamwork can help team members develop the skills needed to collaborate more effectively.
Promote Structural Equity: Examine and address any structural inequities within the organization that may contribute to internal challenges between mission-driven and mission-enabling teams. Effective leadership must foster equity and alignment between teams with regard to resource management, performance evaluations, and departmental cultures. Let’s dig into these a little more.
Equity in Resource Allocation: Mission-driven teams often require significant resources for exhibitions, programs, and educational initiatives. However, mission-enabling teams responsible for budgeting and resource allocation may face challenges in meeting the diverse needs of multiple departments within limited budgets. Disputes over resource allocation can strain relationships between teams and hinder collaboration. Ensure that all teams have equal access to resources, opportunities, and decision-making processes. I know, easier said than done, but trust me, it can be done.
Equity in Evaluation: Misaligned performance metrics can also lead to misunderstandings and conflicts over expectations and priorities. Mission-driven and mission-enabling teams may be evaluated based on different performance metrics, making it challenging to assess and communicate their contributions accurately. For example, mission-driven teams may be evaluated based on press reviews, impact on the field, or visitor engagement metrics, while mission-enabling teams may be judged on cost-effectiveness or operational efficiency. While both types of assessment are imperative to museum success, one cannot be given a bigger shout out than the other. Leadership and all teams must be able to equally recognize and appreciate the wins of each team within the organization.
Equity in Organizational Culture: This leads to my next observation about how mission-driven and mission-enabling teams may have different organizational cultures, work styles, and communication norms. These cultural differences can also lead to miscommunication, misunderstandings, and clashes in values and priorities. Bridging cultural gaps and fostering a shared organizational culture require intentional effort and sensitivity to diversity and inclusion.
All things said, these changes cannot be made in an institution overnight, or without spending a solid amount of time untangling the issues. But the fundamental takeaway I hope you receive from this essay is that the dynamics between mission-driven and mission-enabling teams in museums highlight the intricate interdependence required for successful operation. By acknowledging and addressing the challenges that arise, museums can foster a culture of collaboration, respect, and mutual understanding among all team members. Embracing transparency, promoting structural equity, and fostering open communication channels are essential steps toward bridging the gap between these teams and achieving organizational synergy.
