The point is that there are a great many very good museum architects, and
the job
is to manage their creativity just as effectively as we manage the creative
folks on staff.   Peter may be referring to architects hired to create
monumental museums, whose relationships are with politicians or bureaucrats,
not museum CEOs.
-----Original Message-----
From: Peter REBERNIK <[log in to unmask]>
Newsgroups: bit.listserv.museum-l
To: [log in to unmask] <[log in to unmask]>
Date: Saturday, April 11, 1998 3:22 PM
Subject: Re: museum architecture


>I think you didnt get the point. Right, management is not able to do the
job
>- sometimes, but there are ways to manage that. But, the education
>architects seem to get, is not to listen to the real and possible needs of
>their clients but to behave as if they were artists neglecting the wishes
>and discomforts of the future clients. Neglecting that the need for
>appropriate offices and toiletts brings more to the comfort of future
>generations than the grand gesture within the architectural community.
>
>thanks for the grand judgement that the others are always the wrong-doers -
>wont help wont it?
>
>Peter, the Rebernik
>...
>
>
>At 10:19 11.04.98 -0400, you wrote:
>>I for one hope this discussion ends soon!  Each institution will have its
>>own odd experiences with architects, and there are architects who'll never
>>again sign on with some of their former clients, they were so indecisive.
>>And there are architects who also refuse nowadays to take government work,
>>even if it means going hungry for awhile.
>>
>>Again, it's the CEO who absolutely must carve out the time to keep the
>>design/build process on track, whether by delegating clearly and
forcefully,
>>or by presiding over the sundry meetings.
>>
>>No one should expect an architect to turn in the finished product without
>>reliable input on what the museum wants.   Conversely, strong-willed
museum
>>folk must learn to let the architect become part of the team -- so that
>>his/her good ideas and dreams are given respectful consideration.  There
>>have been lots of postings here about lose-lose situations, which to me
>>reflect faults at the management level.
>>
>>
>>-----Original Message-----
>>From: West Coast Historical Museum <[log in to unmask]>
>>Newsgroups: bit.listserv.museum-l
>>To: [log in to unmask] <[log in to unmask]>
>>Date: Saturday, April 11, 1998 9:17 AM
>>Subject: museum architecture
>>
>>
>>>I hope the lack of trust between museum professionals and architects who
>>>design museums which has been demonstrated in this discussion is not
>>>widely shared throughout both professions.
>>>
>>>If a museum building project is being managed correctly then surely the
>>>opinions of both will be given equal hearing and the professional skills
>>>of both will be recognised and respected. Then, based on the facts that
>>>each have used to back up their argument, an appropriate decision will
>>>be made (a little naive perhaps but it sounds good in theory).
>>>
>>>If an incorrect decision is made then it is time to question the
>>>management, communication and team building skills of those in charge of
>>>the project rather than apportion blame to architects or museum
>>>professionals or to exclude either from the management team.
>>>
>>>--
>>>Peter Read
>>>Senior Museum Assistant
>>>West Coast Historical Museum, PO Box 180, Hokitika 7900, New Zealand
>>>[log in to unmask]
>>>http://www.minidata.co.nz/nztour/museum.htm
>>
>>
>
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