• The Blindspot Worksheet diplomatically identifies the biases, sacred cows, assumptions, misconceptions, and inaccuracies that can adversely affect strategic planning or prevent the institution from making changes. Risk factors can be assigned to each blindspot, and ramifications discussed. The Blindspot Worksheet can analyze:
    • The exhibition schedule
    • Fundraising expectations and goals
    • Visitors’ perceptions of the museum
  • Cause & Effect Diagrams help you identify and detail the root, contributing, and possible causes of a problem by building a team’s consensus opinion about the reasons for a problem and try to focus on causes rather than personalities or blame. The Cause & Effect Diagram can answer the following questions:
    • Why do our tours end late on weekends?
    • Why do we consistently underestimate the time needed to install traveling exhibits?
    • Why is our staff scheduling process so complicated?
  • Flowchart

    A Flowchart is a pictorial or diagrammatic representation of a specific system or a process. Shapes represent different steps or procedures, and arrows show the steps and procedures interrelate. Flowcharts show if a process is overly complicated or has redundancies. The Flowchart can answer the following questions:
    • How can we streamline our ad creation process?
    • How can we improve our ticket purchase process?
    • What are all the steps in our accessioning process?
  • The Force Field Analysis identifies all the positive (driving) and negative (restraining) factors that impact the solutions to problems. If your institution is implementing a significant change that requires considerable staff buy-in, creating a Force Field Analysis in a team meeting offers people the opportunity to share their concerns and receive responses in a constructive manner. The Force Field Analysis can assess the impact of:
    • Adding new tours
    • Changing the exhibition schedule
    • Executing a new fundraising campaign
  • GAP Model: Services identifies the differences between an institution’s perception of its services and the guest’s perception of those services. GAP Model: Services helps institutions determine exactly where problems may exist in its service chain and then create solutions to resolve the problems by exposing five gap points where the institution’s perception and the guest’s perception of the service process may diverge. The GAP Model: Services can be used to:
    • Investigate increased complaints about ticket purchasing
    • Improve museum store shipping procedures
    • Evaluate visitor satisfaction with admission procedures
  • Already completed your model? Ready to present your work to your board or manager? Our Advisory Service offers an expert, independent review of your model – increasing your confidence in your model and your presentation. You will receive an overall assessment, plus line edits and notes throughout the model to highlight elements of your analysis and evidence that are strong or need improvement. You will receive your assessment within 5 to 7 business days.
  • The Risk Mitigation Model assesses the severity and probability of identified risks. The Risk Mitigation Model lists each risk, its warning signs, probability of occurrence, and a topline mitigation plan. Risk Mitigation Models can be used in conjunction with specific projects, strategic plans, or general operational/tactical plans. The Risk Mitigation Model can assess the risk involved with:
    • Switching to a new Point Of Sale system for admission and exhibition ticket purchases
    • Outsourcing the fundraising process
    • Accepting a unique gift
  • Swim Lanes

    Swim Lanes breakout the people and their responsibilities in completing a specific process. Swim Lanes map when each person contributes to the process, including both guests and staff. Swim Lanes can be used to diagram the following processes:
    • Booking a group tour
    • Conducting the museum store inventory
    • Posting a digitized image collection
  • SWOT

    Strength-Weakness-Opportunity-Threat (SWOT) charts are used to assess the current position or environment of an institution, a product, a service, or a strategy. SWOT charts are best used in response to a specific issue or question. SWOTs have morphed into a tool that summarizes the key strengths, weaknesses, opportunities, and threats for an institution, departments, or product lines. The SWOT can analyze:
    • The museum’s reputation in the community
    • Recruiting practices
    • The effectiveness of an annual gala as a fundraising tool
  • Tree Diagram

    The Tree Diagram details the objectives and actions needed to complete a goal via specific, real life activities assigned to staff members. The Tree Diagram can answer the following questions:
    • How can we increase attendance?
    • How can we attract a more diverse pool of board candidates?
    • How can we improve our social media presence?
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