Managing Archaeology.
Hunter, J.R.
It was inevitable that a book of this nature would surface sooner or
later to probe the traditional concepts which underlie the management of
archaeological practice, organization and relevant legislation. This
volume is particularly timely in that it follows closely on the heels of
fundamental changes in professional practice, although not so close that
it might be seen as an impetuous reaction to a set of new working
mechanisms which include PPG16, competitive tendering and MAP2. In many
respects the book is an attempt by the authors to come to terms with a
changing working environment and a new set of controls.
After a lengthy set of introductions and prefaces, including a
history of the subject from its 1992 TAG origins, the book is divided
into three main sections under the headings of 'value',
'general management theory', and 'applications'.
These divisions are not altogether clear, but the editors concede that a
wide number of permutations were possible. It is a field which has had a
'worrying lack of published discussion' (p. 9) and this may
account for some of the inconsistency and lack of co-ordination which
the reader might encounter in moving from chapter to chapter.
The editors have clearly allowed their contributors free rein and the
book is probably better seen as a collection of papers which pertain to
a new and growing area of interest rather than to a carefully
manufactured set of offerings pruned according to a series of rigid
themes. This has the effect of generating both variety and repetition,
the latter being most evident in the persistent retelling of
archaeology's recent professional past. There are a number of
different perspectives on this: two of the chapters, by Martin Locock
and Taryn Dixon, provide a more detailed insight to the manner in which
two units (Glamorgan-Gwent and MOLAS respectively) were confronted by,
and have reacted to, this recent history of change.
Some of the offerings are rather more factually based than others,
for example Bill Startin's explanation of the MPP and Elen
McAdam's contribution on the history of archaeology as a
profession. The latter is probably the most readable in the whole book,
and also probably the least relevant to the overall management concept.
Management purists might say the same for Francis Wenban-Smith's
contribution (the only period chapter included) which provides a
valuable discussion framework for the palaeolithic, but where the issues
of management, academic strategy and awareness are blurred.
The first section contains four papers which deal variously with the
interpretation of values. Tim Darvill produces a general module of value
systems and identifies three value types which are explained in
practical contexts with which most archaeologists will find empathy. The
same can be said for Mim Bower's chapter which considers nostalgia
as a marketable factor. We are spared in-depth analysis of the
'Disneyland approach', but one senses here and elsewhere in
the volume that the difficulty of communicating the 'value' of
archaeology's raw materials (e.g. negative features, redeposited
soils etc.) might have been addressed more fully. Inevitably, terms such
as 'customer' and 'marketing' emerge well in advance
of their discussion and definition later in the book.
The first section also contains useful analysis of legislative
issues. John Carman argues that value is exacerbated rather than
reflected by law but uses the less than ideal example of Treasure Trove to make the point. Treasure Trove was never intended for archaeology and
the argument is better made by Anthony Firth in his subsequent
discussion of the Protection of Wrecks Act 1973. His proposal that
'the interpretation of the 1973 Act is no longer a matter of the
meaning of its provisions, but of the meaning which its provisions have
acquired . . .' (p. 63) is an unnerving insight into how
'value' might evolve. No less disconcerting is Darvill's
observation on the extent to which 'expert knowledge' is
widely trusted and relied upon for the same ends (p. 42).
Two major contributions to the volume are provided by Malcolm Cooper
and Marion Blockley under the second section entitled 'General
management theory'. Cooper explores the changes in relationship
between the archaeological profession and society by way of management
modelling. This is a well-balanced analysis which the reader can follow
through in the same section in Carole Brooke's explanation of TQM (Total Quality Management), particularly in her illustration of
'volcano' and 'tree' models. However, central to the
management theme and essential to the book is Blockley's discussion
of marketing. This follows the classic Kotler line and is essential
reading for anyone requiring a background in the subject. The
application has been better facilitated since developer funding before
which the concept of 'non-profit' (and its definition) made
archaeological marketing hard work. Concepts of effectiveness and
efficiency might have perhaps been explored further; they are, afterall,
performance indicators essential to a commercial environment. But
Blockley compromises: 'There are no absolute standards, just
varying degrees of client satisfaction' (p. 116).
The final section on 'applications' will be more familiar
territory to most readers. Gill Andrews & Roger Thomas' lengthy
contribution on MAP2 makes a useful inroad into addressing the
often-criticized lack of balance between academic and management issues.
This will no doubt be directed reading for Tim Darvill's
Bournemouth students, whose course design is discussed and promoted in
his second contribution 'Preparing archaeologists for
management'. They would also be well advised to read Kevin
Wheatley's introduction to GIS which merits wider dissemination
than this volume alone. The future role of GIS takes its strength from
archaeology's spatial factor, particularly in a management
environment which is demonstrably drifting from legislation to planning,
and from individual sites to sites with 'settings'.
Managing archaeology will undoubtedly emerge as a milestone in
archaeological literature and will prove particularly valuable for those
already on the professional career ladder. While some of the book's
content is highly theoretical, much can be seen as the personal
experience of the individual contributors. The editors have done well to
conclude the volume with Francis Pryor's considered overview which
blends management with the realities of archaeological investigation.
Management, we are reminded, is ultimately about 'people, teamwork
and motivation' (p. 224), and we would all do well to remember it.
J.R. HUNTER Department of Ancient History & Archaeology
University of Birmingham
