Working transparently, museums must now move beyond mere representations of evidence to demonstrate explicitly how knowledge is developed, shared, or revisited. Making evident the gaps or omissions in our knowledge, identifying marginal or absent voices, helps audiences to explore with confidence and promotes engagement through nuance, perspective, and diversity. Authoritativeness has not enhanced cultural institutions, but authenticity has. Leveraging – and sharing – authenticity, museums must speak from multiple points of view, encouraging stakeholder and audience participation, even while bolstering scholarship. In assisting audiences to better understand how the past informs the present, how patterns and similarities can be observed in the seeming diversity and idiosyncrasies of history, museums can transcend institutionalism or parochialism to demystify a shared humanity in a singular world.
In addition to the comments made by Hyett, focus group data from a study of implementing change in a nursing home suggests that nurses want a leader with drive, enthusiasm, and credibility to lead them and to inspire them, for they do not merely want a leader who has superiority (Rycroft-Malone et al., 2004). Further, focus group members identified the qualities desired in a leader who is attempting to facilitate change. This person should have knowledge of the collaborative project, have status with the team, be able to manage others, take a positive approach to management, and possess good management skills (Rycroft-Malone et al., 2004).