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| List of illustrations | |
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| Notes on contributors | |
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| Foreword | |
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| Preface to the Third Edition | |
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| Preface to the Second Edition - Original | |
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| Acknowledgements - 2012 | |
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| Acknowledgements - 1997 | |
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| Introduction | |
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| Five propositions characterize the current setting | |
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| Seven propositions describe implications for museums | |
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| Other propositions concern the process of repositioning | |
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| The museum organization of the future | |
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| Glenbow: a case study in urgent adaptation | |
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| Introduction | |
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| Overview of change | |
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| Creating a new form of organization | |
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| Transforming Glenbow: details and difficulties | |
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| Towards a learning organization | |
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| New ways of working | |
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| Lessons we have learned | |
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| Glenbow staff perspectives - 1997 | |
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| Susan Kooyman | |
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| Joe Konrad | |
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| Kirstin Evenden | |
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| Dennis Slater | |
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| Lisa Christensen | |
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| Valerie Cooper | |
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| Wendy Smith | |
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| Jim Shipley | |
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| Gerry Conaty | |
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| Donna Livingstone | |
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| Glenbow then and now | |
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| 1997 | |
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| Introduction | |
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| Is it over yet? | |
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| What's new at Glenbow? | |
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| Museums and the civil society | |
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| 2012 | |
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| The silence at Glenbow | |
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| Commentaries from the field | |
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| Reflections on organizational transformation in the twenty-first century | |
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| New needs for new times | |
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| Through the looking glass: changing social relations in the museum | |
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| Museum of Vancouver - a transformation in progress | |
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| Complexity, conversation and change: learning liow museum organizations change | |
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| No heroes: revisiting the museum leadership crisis | |
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| Reflections on museums and change, 2012 | |
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| Between the past and the future | |
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| Introduction | |
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| New directions - 1997 | |
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| New directions - 2012 | |
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| Persistent paradoxes - 1997 | |
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| Persistent paradoxes -2012 | |
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| Harbingers and hazards - 2012 | |
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| Museums and complexity | |
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| The New Axial Age | |
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| The myth of economic growth | |
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| Questioning the corporatists | |
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| Museums and the plutocracy | |
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| Museum economics | |
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| Shifting the museum perspective | |
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| Museum management revisited | |
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| Towards a new paradigm | |
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| Meditations on magical beliefs | |
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| Bad museum behaviours | |
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| Miscellaneous impositions | |
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| Strengthening museum management | |
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| Museum management and the ethical imperative | |
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| Introduction | |
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| Four scenarios to contemplate | |
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| Six ethical responsibilities for museum management | |
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| Forces for good | |
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| From thinking to doing | |
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| The biggest elephant in the room | |
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| A framework for ethical management | |
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| Concluding thoughts | |
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| Organizational chart, prior to April 1, 1993 | |
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| Organizational chart, as of May 31, 1995 | |
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| Commitment plan - Transition to a new organization | |
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| Employee survey form | |
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| Index | |