Dreaming DEAI: Leadership Visions and Implementation Efforts of DEAI (Diversity, Equity, Access, and Inclusivity) Work in Science and Technology Centers (Poster 7)

• In Event: Past, Present, and Futures: Intentional Dreaming With Early-Career Researchers About Museum Education and Research

Abstract

Objectives/Purpose
Science and technology centers have begun to consider how they can shift their institutions to better reflect the communities they serve and address current DEAI concerns (Garibay & Teasdale, 2019). This study is in direct response to the need for more models of current DEAI practices across the field and guidance for how to engage in DEAI work as a science and technology center (Garibay & Olson, 2020). In this poster, I explore how leaders of science and technology center envision and implement DEAI efforts and the perceived challenges preventing this work.
Theoretical Framework
Garibay and Olson (2020) identified four broad categories of work that science and technology centers may engage in to accomplish DEAI work. The foundational category looks at the guidance and resources available for engaging in DEAI work. The internal category looks at how museums engage in DEAI work within their own staff and employment practices. Museums are ultimately public-facing institutions, which is the third category of DEAI work. Lastly, is the cross-functional category which looks at how museums engage in DEAI work across the previous three categories. Garibay and Olson’s Landscape Study (2020) presented the prevalence of existing action in each of these four categories, but gave limited insight into why particular DEAI actions were implemented and the challenges surrounding DEAI work in science and technology centers specifically.
Methods and Data
Using a semi-structured interview protocol, I interviewed 35 participants holding senior leadership positions at Association of Science and Technology Centers (ASTC) accredited museums. Interviews inquired about the museum and community contexts, definitions for DEAI, implementation efforts, and challenges encountered when engaging in DEAI work. Using deductive coding, current and idealized DEAI work were categorized into the four categories and nine sub-dimensions outlined by Garibay and Olsen (2020). Within each sub-dimension inductive coding was used to identify common themes in DEAI practices, visions, and challenges across museums. All findings were summarized and shared with participants in a member-checking process (Creswell & Miller, 2000).
Results
All participants expressed a deep desire to engage in DEAI work across their institutions. The foundational and public-facing categories were consistently enacted with all institutions valuing DEAI in their mission and values and implementing community-facing programs and policies. The internal category that considered people and operations and vendor diversity was identified by most participants as the most challenging and primary focus of current efforts. Participants identified a need for an internal culture that prioritized DEAI but expressed uncertainty on how to achieve this with high turnover rates, limited training capacity, and lack of leadership knowledge to lead a cultural shift.
Scholarly Significance
DEAI is a common discussion point amongst science and technology centers, however, many museums are unsure of how to engage in effective DEAI work. The findings from this study outline how senior leadership at science and technology centers defines, envisions, and implements DEAI practices. This comprehensive mapping of DEAI practices identifies promising practices that should be implemented field-wide and sticking points we need to invest more time and energy into addressing.

Author

• Alexandria Muller, University of California - Santa Barbara