Counterfeit museology

Museums are not usually seen to be agents of change. If they are to serve as important mechanisms for empowering local communities to define, recognize, and develop their own indigenous heritages, they should first consider a potential contradiction contained within this initiative: museums specialize in the representation of other peoples, while people have the sovereign right to represent themselves. Left unresolved, this contradiction could produce counterfeits of good intentions. The introduction of professionalized cultural management may mitigate the responsibilities of the citizenry to actively participate in the production and preservation of their own heritage.     

Communicating Prevention: The Effects of the keepin' it REAL Classroom Videotapes and Televised PSAs on Middle-School Students' Substance Use

This study sought to determine if exposure to two communication-oriented activities, videotapes and public service announcements, accounts for changes in substance use among adolescents participating in the Drug Resistance Strategies Project's keepin' it REAL adolescent substance use prevention curriculum. Middle-school students (4,734, 72% Latino) responded to questionnaires related to these analyses. An analysis of covariance (ANCOVA) model was fit separately to six substance use outcomes. The results suggested that intervention students who saw four or five videos engaged in less substance use in the past month than did students who saw fewer videos. Having seen the PSAs one or more times did not predict the reported change in substance use.     

Editorial

This issue of the Journal contains three interesting articlesabout central aspects of public opinion research, as well asan equal number of research notes that reflect the range oftopics that interest all public opinion researchers. Toshio Takeshita takes a turn at reconceptualizing agenda-settingstudies, using a taxonomy     

Program Evaluation in Libraries: Relating Operations and Clients

Evaluators of library programs have different perspectives on why to conduct an evaluation and also how to do so. The author suggests that a minimal approach to conducting a library program evaluation is to prove that the program exists. But this perspective has expanded to include different degrees of interest in the client and operations, culminating in a combined focus that leads evaluators to conduct outcome assessments. The chapter includes speculation on what motivates managers to undertake an evaluation, a review of some ways that library evaluations are conducted, and a discussion of several examples of program evaluations. Though there are not single directives for undertaking a library program evaluation, there are a variety of tools and advice to entice librarians to do more of them as a way to improve understanding the value of a library to its clientele and in society.