Subject

Leadership, Culture and New Technologies

  • code 11553
  • course 1
  • term Term 3
  • type OB
  • credits 3

Main language of instruction: Spanish

Other languages of instruction: English

If the student is enrolled for the English track then classes for that subject will be taught in the same language.

Teaching staff

Head instructor

Dp. Àngel MESTRES - amestres@uic.es
Lda. Ngaire BLANKENBERG - nblankenberg@uic.es

Office hours

To arrange a meeting please contact me at ebelvis@uic.es

 

New Technologies and Museums and Heritage:

Conxa Rodà  

Email   crodad@uoc.edu 

Twitter: @innova2

Blog: https://blog.museunacional.cat/en/author/conxa-roda/

 

Introduction

Leadership, Culture and New Technologies 

 

Leadership


Introduction 

 

In recent years, Leadership has become an important theme in the arts, culture and creativity sectors. Although successful leadership in arts and cultural organizations require many of the of the same qualities and skills as those operating in both for-profit and not-for-profit organizations, cultural leaders are also presented with some unique challenges: balancing the expectations of diverse visitors, funders, artistic collaborators and critics; ‘proving’ impact and communicating value; nurturing/birthing new ideas and forms of expression that are as necessary as they may be uncomfortable; catalysing social change and so on.  

This course will help students identify and develop the skills to lead, whether in an arts organization, or as a creative producer and/or cultural advocate.  We will reflect on the personal qualities of good leaders as well as on the theory and practice of leadership in the changing contexts of arts and culture in our societies. The course will use a combination of lectures, seminars and art-based pedagogical strategies.  

Digital today pervades every corner of the museum activity and public-oriented content: website, online collection, mobile, social media, interactive museography, marketing. The key question is how Digital can help us fulfill our mission and better serve our audiences’ needs. How best can we create added value through digital? To be able to better serve our audiences, to better connect knowledge with the public, to work more efficiently, to analyze and segment users, digital plays a strategic role that needs to be well planned. 

 

Content

The course is divided into nine modules under 3 themes: You, Leading at Work, Leading in Your Community

 

Pre-course requirements

Leadership

A passion for leadership, and a desire to understand how leadership can be operationalized in the context of arts and cultural organizations.

Some management background can help. However, the course is designed for students from all backgrounds.

 

New techonolgies

Basic knowledge of the performing arts is desirable, especially in relation to production and marketing. However, the module is designed for students from all backgrounds.

Objectives

Leadership

This course intends to achieve three primary objectives that transcend the field of leadership:

  • Doing things through people: A greater understanding of what basic motives drive people’s behaviour, and how we can influence those motives.
  • Effective and meaningful interpersonal relationships: A greater appreciation of how to foster effective and meaningful interpersonal relationships in the workplace. This requires understanding effective and ineffective uses of power and influence and learning how to address conflict. We will also focus on how to develop talent and foster effective teamwork and how to promote organisational cultures aligned with the organisation’s mission.
  • Global organisational environment: A greater understanding of how to develop and lead people in a global, multicultural organisational environment.

In addition, the course aims to achieve the following specific objectives necessary for students to become future leaders:

  • To understand and be able to apply a theoretical framework to create the phenomenon of leadership.
  • To complement leadership theory with practical orientation and applications.
  • To understand the distinct contexts of business, public, and non-profit organisations in which leadership can be operationalised.
  • To gain exposure to practical case studies from different sectors (especially private and non-profit sectors) and cultures.
  • To understand the role of leaders in shaping organisational cultures.
  • To design an overarching leadership philosophy and practical leadership strategies customised for each student’s unique career goals.
  • To develop teamwork skills and learn how to work effectively with others.

New technologies and museums and heritage

  • To introduce students to the basic concepts and terminology relating to technology in heritage and museums.
  • To enable students to identify appropriate technologies to support their objectives.
  • Overview of the use of ICT in cultural heritage and museums.
  • To enable students to understand how to apply digital strategy to the cultural heritage and museum sectors.
  • To introduce students to the complexity of the design and creation of digital resources.
  • New technologies and performing arts
  • To understand the current trends in performing arts technology.

New technologies and Performing arts

• To identify the challenges that cultural managers might encounter related to production, audience reach or dissemination.
• To manage and understand the needs and challenges in different small, medium and large cultural organisations
• To be capable of aligning creative and marketing strategies according to the production target.

Competences / Learning outcomes of the degree programme

Basic competencies

CB6: To have and understand knowledge which provides and grounding or opportunity to be original in terms of the development and/or application of ideas, often in a research-based context.

CB7: To know how to apply the knowledge acquired and the ability to resolve problems in new or little know environments within broader or multidisciplinary contexts related to area of study.

General competencies

CG1: To analyse and interpret social and cultural environments in order to identify needs, opportunities, weaknesses and strengths.

CG2: To manage, coordinate and take part in interdisciplinary work teams.

CG7: To know how to apply and adapt to new technologies in processes of cultural management, production and dissemination.

Cross-disciplinary competencies

CT1: To design, direct, produce and evaluate projects, programmes, strategies, policies or cultural actions which involve a wide variety of different professional profiles, agents and institutions.

Specific competencies

CE9: To coordinate interdisciplinary work teams and use new technologies when managing, producing and disseminating cultural products and services.

In addition:

  • To develop a visionary perspective of leadership that not only focuses on achieving results but also on creating a positive impact on people and society.
  • To understand the critical skills to motivate and influence people to reach common goals through developing individuals and teams and adequately defining the culture and structure of the organization.
  • To be able to identify and use the primary strategies of leadership applicable in cultural organizations in the public, nonprofit, and private sectors across various national cultures.

Learning outcomes of the subject

  • Ability to understand and manage performing arts tech-based environments.
  • Ability to produce and disseminate creative and communication strategies according to the organization needs.
  • Capacity to identify possible difficulties and establish effective alternative procedures.
  • Ability to apply proper instruments and processes to reach new audiences.

Syllabus

Leadership

Module

Date

Preparation/Readings

In Class

Assignment

Skills

YOU

 

 

 

Introduction to the Leadership Field

 

What are the skills, attributes and behaviours required for leadership over the next ten years?

 

What is a Cultural Leader? What makes YOU a leader?

 

Self-Awareness

Self-management: Mental Toughness

Emotional Intelligence

 

 

Tues. March 24 18h30          

Price, Jonathan,The construction of cultural leadership,On The Edge Research, UK, December 2017

Johan Kolsteeg and Martin Zierold Mapping the meanings of Cultural Leadership The use of the term in the field of arts management

Changing cultures: Transforming leadership in the arts, museums and libraries, Arts Council England, Sue Hoyle et al King’s College London, 2018

Harzer & Ruch (2012). When the job is a calling: The role of applying one’s signature strengths at work. The Journal of Positive Psychology, 7,362-371.

 

Writing exercises

 

 

Weekly Assignment:

 

Signature Strengths test

 

Film: The Boy Who Harnessed the Wind

 

Self-awareness

Emotional Intelligence

Cross-Cultural Intelligence and Communication

 

People-orientation

Social awareness

Listening and empathy

Cross-cultural communication (across sectors and cultures)

Understanding context

 

Thurs. March 26 18h30

The Romanticization of Charismatic Leadership in the Arts, Melissa Nisbett &Ben Walmsley, PP 2-12 |22 Feb 2016,

 5 Secrets of Effective Communication

 

 

 

 

Improv

 

Co-create commonalities and differences

 

In class come up with interview questions for Mentor Interviews

 

Mentor Interviews- assigned (due April 16)

 

 

Cross-cultural communication

Cross cultural intelligence

Thought Leadership and story-telling

 

Future orientation

Crafting a vision

Communicating impact and value

Curiosity

Mentorship

 

Tues. March 31, 18h30

 

 

 

 

TED talks:

Limit of story-telling, Sisonke Msimang

 

Vision and values exercise

 

Story-telling exercises

The Change I Want to Be and Do: presentation assigned (to be presented April 23/28)

Story-telling

Curiosity

Vision

Courage

Relevance

LEADING AT WORK

 

 

 

Supporting Innovation and creativity

Creating FLOW

Extrinsic vs Intrinsic motivation

Fixed mindset vs growth mindset

 

 

 

Thurs. April 2

18h30

 

Design thinking

 

TED talk: collective creativity/orchestra conducting

 

Failure and risk

 

 

 

 

In class music creation

 

Creative risk-taking

Design-thinking

Collaboration

 

 

Diversity, Inclusion and Well-being

Bias and blindspots

Privilege

Sexual harassment

Bullying

Self-care

Tues. April 14, 18h30

TED talk Danger of a single story Chimamanda Adichie

 

 

 

 

Role playing

 

Bias Checklist

Active listening

Bias Cognizance

Collaboration

Adaptive Leadership and Change Management

Thurs. April 16 18h30

Chapter 3, Milkman, Anna Burns pp 69-79

Presencing theatre

 

 

Adaptivity

Persistence

Strategy

Problem-solving

 

Conflict and risk

Tues. April 21, 18h30

 

Film scenarios

 

Conflict management

Constructive dialogue/

feedback

Courage

Problem-Solving

 

LEADING IN YOUR COMMUNITY

Systems Leadership: working with networks, stakeholders and co-producers

Generous leadership

Working with boards/artists/funders

Distributed leadership

Building Social Capital

 

Thurs. April 23, 18h30

 

Network and stakeholder mapping

Presentation: The Change I want to be and do

Coalition building

Co-production

Soft Power, cultural diplomacy and global participatory culture

Shaping the world

Public cultural leadership

Tues. April 28, 18h30

 

 

PresentationsThe Change I want to be and do

Cross-cultural communication

Authenticity

Transparency

Reciprocity

 

 

New Technologies and Performing Arts


Chapter 1 Introduction to performing arts, technology and communication
      1. Current trends: from traditional performing arts to emerging interdisciplinary practices
      1.1 Incorporating new technologies into performing arts
Chapter 2 Performing Arts Technology and communication through case studies
      2.1 Digitalisation and performing arts pre-production processes: strategy, budget, management and the digital development.
      2.2 Digitalisation and performing arts dissemination processes: expanding the theatrical experience.
      2.3 Digitalisation and performing arts educational-commercial 360 strategic processes: targeting and broadening the audience through innovative products.
Chapter 3 Addressing trends and challenges
      3.1 Main challenges for cultural managers: digitalisation, from theory to practice.

 

New Technologies and Museums and Heritage

Digital module CALENDAR_May 2020

THURSDAY 14

  TUESDAY 19

  TUESDAY  26

THURSDAY 28

16’30 – 18’30h.

Digital module starts

 

DIGITAL TRANSFORMATION /

DIGITAL STRATEGY

 

  18’30 – 20’30h.

 

 

CONTENT STRATEGY

 

15’30 – 18’30h.

 

 

SOCIAL MEDIA

18’30 – 20’30h

 

 

MOBILE, VR & other TECH


We’ll see examples of different technologies and from museums around the world all along the module. This module will cover 4 main aspects:

1. Museums and Digital Strategy 

The strategy means an integral and unified approach that links the museum’s mission with audiences needs and expectations enhanced by digital. 

Digital is not the goal, is a way to help us accomplish our goals. Digital Transformation is to apply digital technologies to a new way of creating / producing / communicating content and services. A set of digital projects don’t make a digital strategy. We need to think first: why, for whom, what, how, how well, that is objectives, public, offer, tools, evaluation.

The Digital Transformation is a process, a journey that affects the WHOLE museum.

Recommended readings:

Tallon, Loic (2017). Digital Is More Than a Department, It Is a Collective Responsibility https://www.metmuseum.org/blogs/now-at-the-met/2017/digital-future-at-the-met

Stack, John (2013). “Tate Digital Strategy 2013–15: Digital as a Dimension of Everything” www.tate.org.uk/research/publications/tate-papers/tate-digital-strategy-2013-15-digital-dimension-everything

 

2. Content strategy 

Does museums’ content meet  users' needs? Content strategy today is crucial to achieve the best results in connecting collections to audiences, to optimize resources and to improve internal processes. We have transitioned from a digital presence concentrated on the website to a diversity of channels, platforms and devices. The more museums diversify their content the more a content strategy is needed.

Recommended reading:

Halvorson, Kristina (2015) Content strategy for the web everything. www.slideshare.net/khalvorson/content-strategy-for-everything

Rodà, Conxa (2016). Do we have a content strategy in museums? Do we need one?

https://blog.museunacional.cat/en/do-we-have-a-content-strategy-in-the-museums-do-we-need-one/

 

3. Museums and Social media

Social media are a strategy element of museum communication today.

But… are we museums doing it rightly enough?  

Do we explore/use the specificity of each network and platform?

These and other aspects will be addressed, illustrated with many examples of best practices on different networks.

Recommended reading:

Dilenschneider, Colleen (2016). The power of different social media platforms for organizations. http://colleendilen.com/2016/12/07/the-power-of-different-social-media-platforms-for-organizations-data/

  

4. Mobilizing  and Virtualizing Museums

Mobile has become a key factor for the museum experience and interpretation. We’ll see best practices of apps, multimedia audioguides, augmented reality, virtual reality, immersive technology in museums and heritage sites.

Recommended readings:

Coates, Charlotte (2019). “ How Museums are using Virtual Reality?”. https://www.museumnext.com/2019/01/how-museums-are-using-virtual-reality/

Green, Lindsey (2016) What we know about mobile experiences in Museums after 6 years of research https://medium.com/frankly-green-webb/what-we-know-about-mobile-experiences-in-museums-after-6-years-of-research-42117def2c49?swoff=true

Formats we’ll use for this module:

  • Lectures in classroom 
  • Activities in class: 
  • 9workshop of digital strategy  (in groups)
  • 9workshop of content strategy  (in groups)
  • Readings: the recommended ones here. A list of wider bibliography will be provided at the end of the course.
  • Use of 2.0 specific tools for the module:
    1. - twitter #digitalUIC  @UICbarcelona
    2. - instagram @uicbarcelona 


Chapter 1 Introducción to performing arts, technology and communication
      1. Current trends: from traditional performing arts to emerging interdisciplinary practices
      1.1 The incorporation of new technologies in performing arts

Chapter 2 Performing Arts Technology and communication through case studies
      2.1 Digitalization and performing arts pre-production processes: strategy, budget, management and the digital development.
      2.2 Digitalization and performing arts dissemination processes: expanding the theatrical experience.
      2.3 Digitalization and performing arts educative-commercial 360°strategic processes: targeting and broadening audience through innovative products.

Chapter 3 Addressing trends and challenges
      3.1 Main challenges for cultural managers: digitalization from theory to practice.

Teaching and learning activities

In person

Leadership

The course is based on a mixture of case method, classroom exercises, reflective leadership assignments, and lectures. At the end of each case there will be a wrap-up with the main learning points. Course requirements include a team assignment and three papers.

 

New Technologies

The learning activities that will help to understand the theoretical concepts through practice are: Master class, content analysis, discussion of case studies, correction of cases and an oral presentation of a group project. A group activity such as a visit to a cultural institution might be included in the module.

Evaluation systems and criteria

In person

Leadership

Assesment

Assignment

Number

Weighting

Total

Weekly Assignments (most can be done in-class but should be submitted)

7

5%

35%

Group assessment

(group members assess leadership skills of group leader during in-class exercises)

6

5%

30%

Mentor Report                                   

1         

20%

20%

The Change I want to Be and Do

1

15%

15%

 

The individual paper: 

The goal of this paper is to provide you with the opportunity to reflect about yourself as a leader, and how your way of leading may affect your effectiveness as a leader and your relationships with the people you will be leading or working with at the same level.

Your reflection will take into consideration the results of the LCP and VUCA7. The first test will show you if you are leading from a creative or reactive approach. The second test will show you how well prepared you are to lead in a VUCA world.

The reflection has to show what have you learn about yourself as a leader, what new understanding you have as a result of the reflection, what would be key insights that you want to incorporate in the way you lead and, finally, what are going to be some practical steps that you are going to take to further develop yourself as a leader.

The length should not be more than three pages double space and Roman 11 type of letter.

The professor will evaluate how practical the reflective process and action steps are.

The paper is going to be submitted by April 29

 

The group paper:

The group paper will be done by the groups that are already working on the TFM. The goal of this paper is to reflect the learnings they have made as a result of applying the principles taught during the classes in their reality as a team.

The paper should be a journal that reflects how they have grown as a team thanks to the application of the different tools and strategies taught in class. The paper should answer the following questions:

 

1. Were we a team or a group? Why?

2. What were the most obvious dysfunctions in our team?  What have we done to overcome them?

3. What kind of team were we: individual stars, basic group, teenage team, learning team, high performance team?

4. Which of the characteristics of a high performance team were missing? What have we done to overcome them?

5. What actions steps are we going to take to become a high performance team?

 

The length should not be more than three pages double space and Roman 11 type of letter. 

The professor will evaluate how practical the reflective process and action steps are.

The paper is going to be submitted by May 6

     

Performing Arts & Technology

The assessment criteria and procedures include:

  • Attendance and participation in the sessions: 5% of the final grade.
  • Analysis of case study + oral presentation: 20% of the final grade.

 

New Technologies and Museums and Heritage

Compulsory assignment:  deadline last day of class

Find one example of good practice of engagement / connexion with the public by museums digitally during the confinement by Coronavirus (on the web, social media, online collection, games, etc.). Which initiative do you think is valuable, interesting?

Delivery: last day of class

Length: 1 page maximum. It is about commenting, analyzing and assessing rather than describing the good practice. The description must occupy only the first paragraph. Your comment should assess the originality of the proposal, its attractiveness / power of attraction for users, the presentation (is it clear, well designed), and any other qualitative elements that you see remarkable. How do you think the proposal could be improved?

And please don't forget to include the link to the good practice!

 

Bibliography and resources

Leadership

Avolio, Bruce, Walumbwa, Fred and Weber, Todd: Leadership: Current Theories, Research, and Future Directions

Boyatzis, Richard, McKee, Annie and Goleman, Daniel: Reawakening Your Passion for Work

Collins, Jim and Porras, Jerry: Building Your Company’s Vision

Collins, Jim: Level 5 Leadership: The Triumph of Humility and Fierce Resolve

Davis, Murray: That’s Interesting!

Goffee, Rob and Jones, Gareth: Managing Authenticity: The Paradox of Great Leadership

Goffee, Rob and Jones, Gareth: Leading Clever People

Goleman, Daniel: The Focused Leader

Goleman, Daniel: What Makes a Leader

Humphrey, Ron: How Do Leaders Use Emotional Labor

Humphrey, Ron, Ashforth, Blake and Diefendorff, James: The Bright Side of Emotional Labor 

Maccoby, Michael: Narcissistic Leaders: The Incredible Pros, the Inevitable Cons

Maccoby, Michael: Why People Are Drawn to Narcissists Like Donald Trump

Owens, Bradley and Hekman, David: Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, And Outcomes

Schwartz, Tony and McCarthy, Catherine: Manage Your Energy, Not Your Time

Senge, Peter: Leading Learning Organizations

Silard, Anthony: The Bait‐and‐Switch of the Internet: The Influence of Connectivity on Contactedness and Connectedness

Wright, Sarah: Coping with Loneliness at Work

Wright, Sarah and Silard, Anthony: The Price of Wearing the Crown: The Antecedents and Outcomes of Leader Loneliness

Optional references

Competencies and coaching

How to Develop Leadership Competencies. Pablo Cardona and Pilar García. Ed. EUNSA, 2005.

Effective Coaching. Marshall J. Cook. Ed. McGraw-Hill, 1999.

Building Robust Competencies. Paul C. Green. Ed. Jossey-Bass, 1999.

The 7 Habits of Highly Effective People. Stephen R. Covey. Ed. Simon & Shuster, 1989.

Communication     

Difficult Conversations: How to Discuss What Matters Most. Douglas Stone et al. (Harvard Negotiation Project). Penguin Books, 2010.

People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. Robert Bolton. Touchstone Books, 1986.

Nonviolent Communication: A Language of Life. Marshall Rosenberg. Puddledancer Press, 2015.

The Dance of Connection: How to Talk to Someone When You’re Mad, Hurt, Scared, Frustrated, Insulted, Betrayed, or Desperate. Harriet Lerner. William Morrow Paperbacks, 2002.

Since Strangling Isn’t an Option…..Dealing with Difficult People—Common Problems and Uncommon Solutions. Sandra Crowe. Perigee Books, 1999.

Leadership

The Nature of Leadership (2nd Edition). David V. Day and John Antonakis. Sage, 2012.

The Leadership Challenge. James M. Kouzes and Barry Z. Posner. Ed. Jossey-Bass, 1995.

Why Should Anyone Be Led By You? Rob Goffee xxxx…..

Handbook of Leadership: Theory and Practice. Nitin Hohria and Rakesh Khurana. Havard Business Press, 2010.

Primal Leadership. Daniel Goleman, Richard Boyatzis, and Annie McKee. Harvard Business Review Press. 10th Anniversary ed., 2013.

Stewardship. Peter Block. Ed. Berrett-Koehler, Publishers, 1996.

Leading organizations

Built to Last. James C Collins. HarperCollins Publishers Inc, 1994.

The Individualized Corporation. Sumantra Ghoshal and Christopher A. Bartlett. Ed. Harper Business, 1997.

Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage. Scott Keller and Colin Price. John Wiley & Sons, Inc., 2011.

Motivation and influence

The Power of Full Engagement. Jim Loehr and Tony Schwartz. Free Press. 2003.
Work Motivation. Gary P. Latham. Sage, 2007.

Rewarding Excellence. Edward E. Lawler III. Ed. Jossey-Bass, 2000.

Working with Emotional Intelligence. Daniel Goleman. Ed. Bantam Books, 1998.

Textbooks on Organizational Behavior

Organizational Behavior (2nd European ed). Robert Kreitner, Angelo Kinicki, and Marc Buelens. Ed. McGraw-Hill, 2002.

A Primer on Organizational Behavior (4th ed). James L. Bowditch and Anthony F. Buono. Ed. John Wiley & Sons, 1997.

Classic Readings in Organizational Behavior (2nd ed). J. Steven Ott. Ed. Harcourt Brace College Publishers, 1996.

 

New technologies and Performing Arts

General bibliography

Benson, S. & Giannachi,G. (2011). Performing Mixed Reality.  Massachussets: MIT Press.

Bilton, C. (2007) Management and creativity. From creative industries to creative management, Blackwell publishing: Oxford.

Blake, B. (2014). Theatre and the Digital. New York: Palgrave Macmillan.

Byrnes, W.J. (2009)  Management and the arts, 4th edition, Elsevier: Oxford.

Dixon, S. (2007). Digital Performance: a History of New Media in Theatre, Dance, Performance Art and Installation, Massachusetts: MIT Press.

Fine, D. & et al. (2018) Digital Media, Projection Design and Technology for Theatre. London: Routledge.

Napoli, P.M. (2010). Audience Evolution: New Technologies and the Transformation of Media Audiences. Columbia University Press: New York.

Rosewall, E. (2013). Arts Management: Uniting Arts and Audiences in the 21st Century, Oxford: Oxford University Press.

Townley, B. & Beech,N.(2009) Managing Creativity: Exploring the Paradox. Cambridge University Press: Cambrigde.

Other materials such as texts and presentation might be delivered throughout the sessions according to the students' needs. 

 

New Technologies and Museums and Heritage

Below there are a couple of links where you can find examples or you can contribute one that you have seen on your own: 

The Ultimate Guide to Virtual Museum Resources, E-Learning, and Online Collections

https://mcn.edu/a-guide-to-virtual-museum-resources/

Museum Social Media Entertains During the COVID-19 Crisis

https://www.museumnext.com/article/museum-social-media-entertains-during-the-covid-19-crisis/

 

Teaching and learning material

      Material
            Bibliogr_Digital_ConxaRodà bibliogr_digital_conxaroda_uic2019.pdf 
            CAST liderazgo_jordigrane_compressed1.pdf 
            CAST guio_moduldigital_museos.doc 
            CAST: ejercicio_ConxaRodà_contenidos ejercicio_contenidos.ppt 
            CAST: ejercicio_word_ConxaRodà_contenidos ejercicioen6pasos.doc 
            CAST: EstrategiaContenidos_ConxaRodà_2019 estrategiacontenidos_conxaroda_uic2019.pdf 
            CAST: Estrategia Digital_Museos estrategiadigital_museos_conxaroda_uic2019.pdf 
            CAST: Móvil_Realidad virtual_ConxaRodà_2019 mobile_ar_conxaroda_uic2019.pdf 
            CAST: Redes sociales_Museos_ConxaRodà_2019 redessociales_museos_conxaroda_uic2019.pdf 
            Cleveland Museum of Art. Digital Strategy cma_strategic_plan_2018-2027_complete.pdf 
            ENG_Content Strategy_ConxaRodà contentstrategy_conxaroda_uic2019.pdf 
            ENG_Digital_Assignment_ConxaRodà websites_criteria_assignment_conxaroda_uic2019.pdf 
            ENG_DigitalModule_Schedule_ConxaRodà schedule_digitalmodule_conxaroda_uic2019.pdf 
            ENG_Digital Strategy_ConxaRodà digitalstrategy_conxaroda_uic2019.pdf 
            ENG_Mobile_VR_ConxaRodà mobile_vr_conxaroda_uic2019.pdf 
            ENG_Social Media in Museums_ConxaRodà socialmedia_conxaroda_uic2019.pdf 
            ENG_Workshop_Digital Strategy_ConxaRodà workshop_digitalstrategy_conxaroda_uic2019.pdf 
            MUSA:Museum professionals in the digital Age musa-museum-professionals-in-the-digital-era-short-version1.pdf 
            New Horizon Museum Report 2016 2016-nmc-horizon-report-museum-en.pdf 
            Tate Gallery: tatedigitalstrategi2012-2015.pdf 
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