‘Popularizing’ Museums Without Lowering Standards

To the Editor:

When the distinguished director of the Metropolitan Museum of Art looks down at museums that “cater to” the visitor in a sort of “misplaced popularization,” we must take issue.

Not that many of the points that Philippe de Montebello makes in his essay (“How Museums Risk Losing Public Trust,” March 18) aren’t good ones. We would agree that theme parks belong to the world of entertainment and museums to the world of education. And no one we know would argue for the unbridled commercialization of museums or against the mission of affirming human creativity.

But most of us would disagree with Mr. de Montebello when he laments that “across the United States, museums have shifted from being repositories, primarily, to being activity centers” that necessitate more programs, education staff, and associated costs that in turn require even more blockbusters to pay the bills. For him, this is the downward spiral of popularization instead of the upward spiral of increasing participation by new audiences in the cultural life of this country.

Increasing the size and diversity of our audiences is never the single goal of any reputable museum. It is always part of a larger mission that includes being responsible stewards of world heritage, educating and inspiring visitors of all ages — even those with little “artistic sophistication.”

Opening our museums to new audiences does not mean sacrificing “authenticity and the wonder of art,” or the wonder of history or science. And intentionally becoming more valued civic institutions within our communities does not result in lowering our standards for the care and research of collections.

We would have to agree with Mr. de Montebello, however, that seeking new visitors does put more pressure on resources. Yet, on the other hand, this increasing emphasis on education for all ages has attracted to the museum community a whole new generation of socially conscious board members, individual donors, and family foundations. For the great majority of museums, the contributions of those new friends far outweigh the new marketing dollars from corporations.

In sum, Mr. de Montebello seems to be extrapolating from the experience of his own and several other major urban art museums when he suggests that museums in general have “let the merchants into the ‘temple,’” though perhaps not quite yet into the “sanctuary.” He warns that the public’s trust in museums may erode.

Our research at the American Association of Museums suggests the opposite. As more museums have found new ways to interpret the treasures of their “sanctuaries” for new audiences, public interest, as well as public trust, has grown.

Louis B. Casagrande
Chairman of the Board
American Association of Museums
President and Chief Executive Officer
Children’s Museum of Boston

Edward Able
President and Chief Executive Officer
American Association of Museums
Washington