Browsing by Author "Haberski, Raymond J., Jr."

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    The Center for Ray Bradbury Studies: A Case Study in Sustaining a Single Author Archive
    (2020-12) Aukerman, Jason Michael; Eller, Jonathan R.; Calloway, Heather K.; Goff, Philip K.; Haberski, Raymond J., Jr.
    The Center for Ray Bradbury Studies (cited also as the “Bradbury Center” or the “Center”) is a single author archive, museum, and outreach center housed in the Institute for American Thought, located in the School of Liberal Arts at IUPUI. This dissertation employs a case study methodology to explore the complex issue of single author archive management and sustainability as it applies to the Bradbury Center by extending the research process beyond working with primary sources and published materials. The applied research project unfolded in two phases. The first involved an intensive four-day on-site consultation in which five professional archivists and preservation experts from across the Midwest visited the Bradbury Center and examined its collections and policies. Following their visit, the consultants prepared recommendations concerning artifacts, manuscripts, correspondence, physical layout, access, operational procedures, processing priorities, and environmental/climate control for artifacts. The on-site consultation team also informed objectives, goals, and strategies for addressing the preservation needs of the Center’s vast and varied collections, aiding in systematically moving forward with curatorial initiatives, and planning for general organizational development. The second research phase involved site visits to five peer institutions to tour facilities, interview directors and archivists about best practices, and established a plan for adapting these practices to the Bradbury Center. Findings from both research phases inform the Bradbury Center’s immediate and long-term plans for center staff, fundraising, spatial expansion and renovation, and the Center’s strategy for identifying key constituencies as it endeavors to serve a broad spectrum of public and academic audiences through various outreach and programming initiatives. Upon completion of the case study field research, a formal report was prepared. That report serves as the cornerstone for this applied dissertation. Additional chapters cast a vision for the Bradbury Center and address potential opportunities to serve the Indianapolis region by tapping into tourism markets, conventions, and local cultural festivals and celebrations while also developing into an international research hub as the sole entity that preserves the material legacy of Ray Bradbury. The introductory chapter situates the Bradbury Center within the legacy of the central figure of the Center—Ray Bradbury.
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    Collaborative Leadership in Social Innovation: A Leadership Framework for Tackling Wicked Public Challenges
    (2023-11) Freije, Brenda Hacker; Haberski, Raymond J., Jr.; Blomquist, William A.; Craig, David M.; Hong, Youngbok
    In today’s world, we regularly hear about and experience intractable, systemic social problems that seem to defy solutions. How do we engage in systems change to address them? What processes can help us deal more effectively with them? It is not enough to say we need to change their systems. We need to know how to change them and lead others in the work. This dissertation explores how leadership teams and organizations can tackle wicked public challenges by working collaboratively with stakeholders through a process of trying to understand the challenge and designing strategies to influence systems change. I offer a Leadership Framework for these efforts that puts the collaborative leader in the role of expert intermediary responsible for seven Core Functions within the Leadership Framework. As expert intermediary, the collaborative leader facilitates vision-informed and values-driven decision-making and draws on a range of leadership and problemsolving approaches with four priorities: (1) to provide a systems view and understanding of the challenge, (2) to facilitate collaborative engagement and learning from a wide range of stakeholders, (3) to consider in the design and implementation of strategies and solutions the interconnections between economic growth, social inclusion, and environmental protection in human flourishing, and (4) to recognize that values run through it all. I refer to the Leadership Framework and its process as Collaborative Leadership in Social Innovation. I lay out the Leadership Framework as a concept map showing the Core Functions arranged along a path with Key Actions for each Core Function and other foundational components to the path. Learning is the glue that holds the Leadership Framework together and a key output. The Leadership Framework is designed to improve decision-making about wicked public challenges by ensuring sufficient time is dedicated to the Core Functions that precede the design and implementation of strategies and solutions. Following the Leadership Framework reduces the chances that solutions will lead to unintended results, miss opportunities, or focus on solving smaller problems in siloes that get at symptoms but rarely the heart of a challenge.
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    Drag Against AIDS: AIDS and the Indianapolis Bag Ladies, 1981- 1995
    (2020-04) Chinn, Kara Elizabeth; Shrum, Rebecca K.; Guiliano, Jennifer E.; Haberski, Raymond J., Jr.
    Acquired Immunodeficiency Syndrome (AIDS), as it would later be known, began to appear in the United States in 1981. Medical professionals from around the country began to track a mysterious set of illnesses that were affecting previously healthy people, most of who were homosexual men. As the disease spread, it was clear that homosexual men were being most affected. There was no cure to this illness which was quickly killing those infected. In October 1981, the Indianapolis Bag Ladies, a group of gay men, began as a simple Halloween Bus Tour around the city. Coby Palmer, Gary Johnson, and Ed Walsh teamed up by renting three charter busses for their new “Bag Ladies Bus.” Their campy drag involved multiple costume changes that required them to tote bags around, thus earning their name. By 1982, the Bag Ladies knew they needed to do more than have a party. The second bus tour was all about collecting money and creating a “war chest” for the gay community of Indianapolis in case AIDS made its way to the city. In doing this, they became one of the first grassroots HIV/AIDS support groups in the United States. After over 38 years of continued efforts, the Indianapolis Bag Ladies have impacted the Indianapolis LGBTQ communities through a variety of programs that expanded beyond the original bus tour. This thesis explores and analyzes these efforts which include Nurse Safe Sexx, a safe sex campaign; the Damien Center, a HIV/AIDS health clinic; and the Buddy House and Buddy Support Program, two programs connecting people with AIDS to support programs. The final chapter of this thesis expands on the discussion through a public program hosted by the Indiana Historical Society and demonstrates how programs surrounding these topics can be successful for museums and participants.
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    Taken Spaces: Perceptions of Inequity and Exclusion in Urban Development
    (2020-12) Chambers, Abbey Lynn; Haberski, Raymond J., Jr.; Guevara, Tom; Hyatt, Susan B.; Kelly, Jason M.
    American cities are rampant with structural inequities, or “unfreedoms,” which manifest in the forms of poverty, housing instability, low life expectancy, low economic mobility, and other infringements on people’s abilities to do things they value in their lives and meet their full potential. These unfreedoms affect historically and systemically disenfranchised communities of color more than others. Too often, economic development that is supposed to remediate these issues leads to disproportionate economic growth for people who already have access to opportunity, without adequately creating conditions that equitably remove barriers, extend opportunities, and advance freedoms to all people. This dissertation investigates why this pattern persists. In this work, I describe the significance of the differing ways in which economic development is perceived by people living and working in an historically and systemically disinvested urban neighborhood facing socioeconomic transformation near downtown Indianapolis, Indiana, and city decision-makers in governmental, nonprofit, and quasi-governmental organizations. The ethnographic research methods I used in this study revealed that: many residents described economic development as a process that takes real and perceived neighborhood ownership away from the established community to transform the place for the benefit of outsiders and newcomers, who are, more often than not, white people; and city decision-makers contend that displacement is not a problem in Indianapolis but residents consistently see economic development leading to displacement. I contend that the type of disconnect that persists between the perceptions of people who live and work in the neighborhood and those of city decision-makers is the result of exclusionary development practices and helps perpetuate inequities. This work concludes with a solution for rebalancing the power between well-networked and well-resourced decision-makers and residents facing inequitable and exclusionary development.