Our Vision Statement
For 45 years, the National Nordic Museum has been dedicated to the history, art, and culture of the Nordic peoples through close collaboration among staff, volunteers, and the community.
Today, the Museum takes its National designation as a mandate to lead by offering world-class perspectives in art and culture, engaging programs, and meaningful visitor experiences.
Despite our tireless efforts to fulfill that mandate, we, the employees of the National Nordic Museum, have increasingly felt that our voices are unheard, our wages stagnant, and our workloads unsustainable. As dedicated workers, we are committed to the long-term success and mission of the Museum and to the communities we serve. It is in this spirit that we formally announce our intent to unionize with Communications Workers of America (CWA) Local 7800.
Our decision comes from a place of deep responsibility and care—for the institution, our colleagues, and our community. There have been numerous challenges, particularly in the past year, that have impacted staff morale, trust, and our ability to deliver the Museum’s mission. While these problems have existed in some form for years, they have significantly intensified under current leadership.
Most Notable of These Issues Are:
01
A LACK OF STRATEGIC CLARITY
There has been a lack of openness about both short- and long-term plans for the Museum, including the next calendar year’s exhibition and event schedule, community partnerships, sources of revenue, and operational priorities. We have been frequently left without sufficient information for key decisions, which has created an atmosphere of distrust and confusion, and has eroded confidence in leadership.
02
BREAKDOWN IN COMMUNICATION
Inconsistent messaging, poor coordination, and factionalism between directors have resulted in disorganization and burnout across departments. This has left staff without adequate tools to perform our jobs effectively. The implementation of new office communications and management software has only worsened confusion and disorganization, and prioritizes managerial oversight at the expense of meaningful communication and staff empowerment.
03
UNDERSTAFFING AND UNSUSTAINABLE EXPECTATIONS
Staff were stretched thin prior to changes in leadership, and these conditions have only worsened. Despite our efforts, we are asked to do more with fewer resources, as valued colleagues are laid off or pressured to leave. Growing health and safety concerns stem from unclear guidelines and understaffing which have led to insufficient support for sick leave, physical and mental injuries resulting from overtime, and a lack of confidence regarding grievance procedures.
04
CONCERNING FINANCIALS
Over the course of the past year, staff have been presented with an ever-worsening budget crisis, while leadership has introduced new, questionable initiatives and positions, leaving roles crucial to museum operation unfilled. Meanwhile, we have not actively pursued key grants or traditional revenue streams the Museum has historically relied upon. What does seem clear is leadership’s intention to needlessly reinvent the Museum from the ground up, with or without the current staff.
05
LOW WAGES AND BURNOUT
New leadership made commitments to raise wages to align with industry standards, but as the cost of living continues to increase, those commitments remain unfulfilled. We can no longer wait—it is time for a formal, structured, and transparent plan to guarantee fair and competitive pay. Alongside these changes, we need clearer job descriptions, regular evaluations, and transparent paths for promotion to support employee satisfaction and retention, and preserve institutional knowledge.