ABSTRACT
Change agents have been a part of human society since prehistoric times; they have been called prophets, wizards, shamans, and seers. This chapter briefly outlines some tools of the organizational consultant that seem appropriate for museums to consider at this point in their history. Museums were founded and financially supported by the aristocracies of their nations. But the aristocracies of our society are no longer willing and able to be the exclusive supporters of museums. Forces naturally grow inside any institution reduce its ability to respond positively to change. Mental aging is characterized by a shift from accepting risks in order to grow to avoiding risks in order to preserve the status quo. Museums can open up huge new audience and donor markets if they are willing to do the hard work of understanding demographic shifts and learning about these potential new markets aggressively and respectfully.
