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Item Art Therapy Programs in Museums and Art Galleries: A Program Proposal for Adolescents(2020) Chopra, Natasha; Leigh, HeatherArt therapy, museums, and art galleries are in their beginning stages of collaboration, but they share common goals such as improving their surrounding communities and providing services to increasingly diverse audiences. Existing art therapy programs in museums and art galleries currently serve a variety of populations with various mental health needs; however, adolescents are underserved in these settings. The present study used methodology provided by the Memphis Brooks Museum of Art's Program Resource Guide to create an art therapy program model for adolescents to be used in museums and/or art galleries in Indianapolis, Indiana. The program model includes the following components: mental health treatment needs for adolescents that can be met in the museum or art gallery setting; a recommended treatment approach, including feminist and compassion-based leadership and art therapy interventions; guidelines for educating museum staff about art therapy and for working with adolescents in these settings; ethical and multicultural issues; and potential museum and community partners in Indianapolis, Indiana. This model expands and redefines art therapy treatment options for adolescents and provides museum access for an underserved population.Item Empathy, Narcissism, and Visual Arts Engagement(2019) Konrath, SaraEmpathy involves imagining others’ minds and feeling compassion for them, and narcissism is a sense of inflated self-esteem with a low regard for others. In this chapter, I will review scientific research on empathy, narcissism, and visual arts, including creativity. I will present evidence that there are two paths to arts engagement, just as with any behavior. Some people likely get involved with the arts because they care about others and want to improve the world in some way, and some people get involved for more self-focused reasons. The final section will make recommendations for future research and for how these ideas can be applied to museum settings.Item The Henry Ford : sustaining Henry Ford's philanthropic legacy(2013-12) Kienker, Brittany Lynn; Burlingame, Dwight; Witkowski, Gregory R.; Moody, Michael P.; Scarpino, Philip V.This dissertation argues that the Edison Institute (presently known as The Henry Ford in Dearborn, Michigan) survived internal and external challenges through the evolution of the Ford family’s leadership and the organization’s funding strategy. Following Henry Ford’s death, the museum complex relied upon the Ford Foundation and the Ford Motor Company Fund as its sole means of philanthropic support. These foundations granted the Edison Institute a significant endowment, which it used to sustain its facilities in conjunction with its inaugural fundraising program. Navigating a changing legal, corporate, and philanthropic landscape in Detroit and around the world, the Ford family perpetuated Henry Ford’s legacy at the Edison Institute with the valuable guidance of executives and staff of their corporation, foundation, and philanthropies. Together they transitioned the Edison Institute into a sustainable and public nonprofit organization by overcoming threats related to the deaths of two generations of the Ford family, changes in the Edison Institute’s administration and organizational structure, the reorganization of the Ford Foundation, the effects of the Tax Reform Act of 1969, and legal complications due to overlap between the Fords’ corporate and philanthropic interests. The Ford family provided integral leadership for the development and evolution of the Edison Institute’s funding strategy and its relationship to their other corporate and philanthropic enterprises. The Institute’s management and funding can be best understood within the context of philanthropic developments of the Ford family during this period, including the formation of the Ford Foundation’s funding and concurrent activity. This dissertation focuses on the research question of how the Edison Institute survived the Ford family’s evolving philanthropic strategy to seek a sustainable funding and management structure. The work examines its central research question over multiple chapters organized around the Ford family’s changing leadership at the Edison Institute, the increase of professionalized managers, and the Ford’s use of their corporation and philanthropies to provide integral support to the Edison Institute. In order to sustain the Edison Institute throughout the twentieth century, it adapted its operations to accommodate Henry Ford’s founding legacy, its legal environment, and the evolving practice of philanthropy in the United States.Item Isn’t It Time for Art History to Go Public?(Journal of the Association of Historians of American Art, 2019) Holzman, Laura M.Item Teaching with the Museum: partnership as pedagogy(Art History Teaching Resources, 2020-03-27) Holzman, Laura M.