Objectives: The Interpretive Plan’s Black Sheep

August 20, 2014 by Taylor Studios in Process & Project Management

Now, allow me to share a statement without value: goals and objectives are integral elements in an interpretive plan. Thank you.

Regardless of whether Taylor Studios is developing an interpretive plan or beginning an exhibit design/build, we conduct several on-site activities with stakeholders aimed at gathering salient .

In our experience, stakeholders love setting interpretive goals, but loathe setting interpretive objectives. Isn’t this similar to loving jelly and hating jam? No, not really…not once you evaluate potential reasons. Here are a number of potential reasons:

Goals Are Romantic

“Enhance appreciation of…” “Encourage partnerships in order to…” “Bring about change to…” Who wouldn’t want to think of magnificent statements like these? Who wouldn’t want these statements to be ingrained in the hearts of all visitors? Goals, unlike objectives, are not restricted by temporal limitations; they are not encumbered by percentages or head counts. They utilize blue-sky thinking. Sign me up!

Objectives Are Mathematical

Yuck! Objectives are measureable. By definition, they require specificity and measurability, usually signified by a percentage.

Objectives Denote More Work

If objectives are measureable, they require a measurer. Who is going to measure the objective especially during these times of tight budgets and additional workload? Any volunteers?

Reasonable and Attainable Objectives Can Be Slippery

Example Objective: One year after the new exhibit wing on dinosaurs opens, dinosaur-related book sales in the gift shop will increase by 40% .Why 40%? Why not 75%? Why not 10%? Objectives need to be practical, attainable, on top of measureable—negotiations between exhibit contractors and the site stakeholders need to determine a realistic expectation. Once reached, the objective should be evaluated each year to see if modification is called for. (Please see above Objectives Denote More Work for related ramifications.)

Lack of Baseline Data

An objective must be a numerical increase or decrease in a desired outcome. If the outcome lacks current, established data to increase or decrease, the measurer must first establish baseline data. If no baseline data exists, it must be established. In essence, a one-year objective quickly becomes a two-year endeavor. (Please see above Objectives Denote More Work for related ramifications.)

You Can’t Handle the Truth

understands that objectives require honesty. This honesty often demands brutal self and site-wide introspection. Could an element of fear enter into the creation of an objective that stakeholders believe they cannot meet?

So Why Bother?

Despite the often unanimous team agreement for the need for interpretive objectives, it is tempting to ignore measuring them—perhaps by waiting for a sufficient amount of time for dust to accumulate atop the project’s “objectives binder.”

Objectives need to be set with honesty and eyes wide open. Objective measuring establishes the belief and seriousness your team has in the upcoming project endeavor, and the pride your team feels in the ability of interpretation to change lives.