Ethics and MuseumsContemporary Challenges

Introduction to Museum StudiesMSTD A-503 Section 5182/MSTD A-403 Section 5180Indiana University-Purdue University Indianapolis Larry J. Zimmerman and Modupe Labode

Every day presents ethical challenges. Try these out:

Your friend asks: “Do you think this hat looks good on me?” Your response?

The office where you have your internship has lots of pens, paper clips, and other supplies. It’s okay to “accidentally” take a few home, right?

For your intro museum studies class, one of your classmates bought a paper online instead of doing the research required. They do change it enough to make it seem like their own style. They turn it in. Do you report this to your professor, a person you and your classmates dislike?

Just how often do you think about ethics?

Why do ethics matter?

Why do they matter in museums?

Why should we concern ourselves about ethics?Unethical behavior can harm others

…and ourselves.

Ethical behavior can benefit others…

…and ourselves.

Questionable ethics can destroy careers and organizations.

People would rather work for or with someone who is ethical.

Ethics–it’s the right thing to do!

So, exactly what are ethics?

Ethics–systematizing, defending, and recommending concepts of right and wrong behavior Metaethics: ask where our ethical principles come from, and what they mean

Normative ethics: seek to arrive at moral standards that regulate right and wrong conduct

Applied (Descriptive) ethics: examine specific controversial issues

The line between them is blurry!blurry!

Three forms of ethics in operation

Where do museum ethics come from?

Museum professionals have obligations to:

•collections

•colleagues and students.

•our publics.

•stakeholders/communities.

•themselves (as individuals). The metaethical level

The normative ethics level

How do museum professionals arrive at standards that regulate

right and wrong conduct and what are they?

Codes of Ethics

The following museum organizations have codes of ethics:

•American Association of Museums

•International Council of Museums

•Museums Association

•For a list of others

Code of Ethics for AAM

MissionLegal Compliance

Personal and Professional Conduct

Conflict of Interest

StaffBoard of Dierectors

Integrity

Volunteers

Inclusiveness and Diversity

Awards

Fiscal Responsibility

Fund-Raising and Business Practice

Disclosure

Confidentiality

Applied ethics in the real world of museums…

You’ll encounter ethical dilemmas almost every day at

some level.

How do you learn about museum

ethics?

What’s an ethics bowl?A team-based, single elimination tournament debating ethical issues you write and research

MuseumStudies Ethics Bowl

Example Cases(and this is one of the easy ones!)

The Beloved Children’s Museum is one which has prided itself in continuing the education of the state’s youth for over 30 years. The museum, which is one of the largest children’s museums in the country, also has one of the largest staffs in terms of number of employees. However, it is a strict museum policy that educators must have a minimum of a master’s degree in education or similar field. Betty Ragor has been employed at the BCM for over 10 years. She has been locally renowned for her temperament with children and the wonderful ways in which she creates a positive, well-suited learning environment for young children. Parents feel comfortable just letting her take their children on and the children who visit her adore her. However, a watchdog group focused on debunking false and non-accredited degrees has published a list of people who have paid for a false degree without receiving the equivalent credits from an internet degree site, and Betty Ragor’s name is on the list. Knowing Betty’s excellent reputation, they inform you privately that she has a bogus degree to avoid embarrassing Betty and the BCM. It is very obvious that this someone didn’t check her credentials very well when Betty was hired. However, the museum has always strictly enforced their degree policy and this information invalidates Betty’s degree. Should the Museum remove Betty because of this, or should the let it slide because of her obvious knowledge through experience? Are there any other ethical alternatives?

Things to notice: •The situation is very specific, limited to a few ethical issues•Specific names are used, such as Beloved Children’s Museum and Betty Ragor, not “a midwestern museum” or “ an educator”•Length is relatively brief, but should be no longer than a single-spaced page

You are the director for the Museum of White Privilege, a Neo-Nazi institution devoted to the achievements of white Americans. Recently a group of radical multiculturalists has begun protesting the museum, claiming that it is a racist organization. The museum’s public position is that it is no different from any number of ethnically focused museums that have not received this sort of negative attention and that the museum serves an important role in educating the public regarding the accomplishments of white people. Having faced this sort of pressure before, you realize that eventually such pressure will close the museum as it did in the last museum at which you worked. If you will disavow the museum’s approach and goals, a local business has offered you a very good position. Doing so would compromise everything you stand for, but a job is a job, and you are tired of the politics. Is there a way to reach a compromise with the protestors? How would you proceed?

Things to notice:•A very specific museum name•Instead of a person’s name, putting the reader in the ethical dilemma •A limited series of ethical issues

Just-in-time, virtue ethicsMost ethical dilemmas come up when you least expect them.

•Usually you need to respond quickly, but how?

Try to remember these rules:

•Be humble.

•The golden rule: Do unto others as you would have them do unto you.

•…”think it possible you may be mistaken.” Oliver Cromwell

•Sometimes you will be mistaken.

•Sometimes ethical decisions involve risk.

•Sometimes ethical decisions require courage.

•There may be no best answer, so learn to accept the results of your decisions.

•Learn from your mistakes.