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In 2003 Conner’s Prairie began to change their interpretive focus based on the need for increased attention to visitor’s needs.

Through multiple visitor learning studies, the staff decided to undertake an experiment that empowered front-line interpreters to make decisions about the day-to-day operations of the site.

The staff was group into teams in the hopes that the close interaction with their peers would improve visitor experiences on the historic grounds.

This article chronicles the ups and downs of the Conner Prairie experiment and the tight units formed through the focus on providing positive guest experiences.