Via the Smithsonian Institution, an exploration of the growing friction between the research and outreach functions of museums in the 21st century. Describing participant observation and historical research at the Smithsonian’s National Museum of Natural History as it prepared for its largest-ever exhibit renovation, Deep Time, the author provides a grounded perspective on the inner-workings of the world’s largest natural history museum and the social processes of communicating science to the public. From the introduction: In exhibit projects, the tension plays out between curatorial staff—academic, research, or scientific staff charged with content—and exhibitions, public engagement, or educational staff—which I broadly group together as “audience advocates” charged with translating content for a broader public. I have heard Kirk Johnson, Sant Director of the NMNH, say many times that if you look at dinosaur halls at different museums across the country, you can see whether the curators or the exhibits staff has “won.” At the American Museum of Natural History in New York, it was the curators. The hall is stark white and organized by phylogeny—or the evolutionary relationships of species—with simple, albeit long, text panels. At the Field Museum of Natural History in Chicago, Johnson will tell you, it was the “exhibits people.” The hall is story driven and chronologically organized, full of big graphic prints, bold fonts, immersive and interactive spaces, and touchscreens. At the Denver Museum of Nature and Science, where Johnson had previously been vice president and chief curator, “we actually fought to a draw.” That, he says, is the best outcome; a win on either side skews the final product too extremely in one direction or the other. This creative tension, when based on mutual respect, is often what makes good exhibitions.
In the 1970s and 1980s the Texas wildcatter was a recognizable figure in popular culture. Since then, the wildcatter's role is less celebrated but still important, as shown in the new introduction to this edition of a book originally published in 1984 by Texas Monthly Press. Drawing heavily on oral histories, this book tells the story of the West Texas independents as a group, looking at their business strategies in the context of their national, regional, and local conditions. The focus is on the Permian Basin and southeastern New Mexico over the sixty-year period in which the region rose to prominence on the American oil scene, producing about one-fifth of the nation's output. It is a story that covers vast technological change, governmental regulation, and economic fluctuation with profound implications for the oil and gas community. The new introduction brings the story up-to-date by addressing not only the subsequent careers of the wildcatters described in the book but also the role of independents in the current economy. ROGER M. OLIEN, who holds a Ph.D. from Brown University, lives in Austin and is a member of the TSHA Speakers Bureau.DIANA DAVIDS HINTON holds the J. Conrad Dunagan Chair in regional and business history at the University of Texas-Permian Basin. Her Ph.D. is from Yale University.
Via the Smithsonian Institution, an exploration of the growing friction between the research and outreach functions of museums in the 21st century. Describing participant observation and historical research at the Smithsonian’s National Museum of Natural History as it prepared for its largest-ever exhibit renovation, Deep Time, the author provides a grounded perspective on the inner-workings of the world’s largest natural history museum and the social processes of communicating science to the public. From the introduction: In exhibit projects, the tension plays out between curatorial staff—academic, research, or scientific staff charged with content—and exhibitions, public engagement, or educational staff—which I broadly group together as “audience advocates” charged with translating content for a broader public. I have heard Kirk Johnson, Sant Director of the NMNH, say many times that if you look at dinosaur halls at different museums across the country, you can see whether the curators or the exhibits staff has “won.” At the American Museum of Natural History in New York, it was the curators. The hall is stark white and organized by phylogeny—or the evolutionary relationships of species—with simple, albeit long, text panels. At the Field Museum of Natural History in Chicago, Johnson will tell you, it was the “exhibits people.” The hall is story driven and chronologically organized, full of big graphic prints, bold fonts, immersive and interactive spaces, and touchscreens. At the Denver Museum of Nature and Science, where Johnson had previously been vice president and chief curator, “we actually fought to a draw.” That, he says, is the best outcome; a win on either side skews the final product too extremely in one direction or the other. This creative tension, when based on mutual respect, is often what makes good exhibitions.
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