End of an Era at L.A. Museum ; Director Resigns Early after Festering Conflicts with Artists and Staff

By Kennedy, Randy | International Herald Tribune, July 3, 2013 | Go to article overview

End of an Era at L.A. Museum ; Director Resigns Early after Festering Conflicts with Artists and Staff


Kennedy, Randy, International Herald Tribune


The troubled tenure of Jeffrey Deitch at the helm of the Museum of Contemporary Art, Los Angeles, has come to an end.

When Jeffrey Deitch was named in 2010 to lead the Museum of Contemporary Art, Los Angeles, many in the city's art world expressed guarded optimism that he could turn around a museum that had come close to foundering only two years earlier.

But others urged Mr. Deitch, a veteran New York art dealer, to run from the job, which they saw as next to impossible, a tangle of long-festering internal problems compounded by the museum's unenviable basics: two locations blocks apart, one of them with no on-site parking in a downtown neighborhood that remains a tough sell for tourists and residents alike.

In retrospect, Mr. Deitch may wish he had listened to the second group. On Wednesday, the museum announced his resignation three years into a five-year contract, after a tenure that included a few well-attended, critically praised exhibitions but that was marked by staff defections and budget problems.

Mr. Deitch has not publicly spoken about stepping down and declined to comment when reached by phone Thursday.

Since the decision, few people have been willing to speak on the record about what happened at the museum, which has one of the finest collections of postwar art in the country. Privately, his supporters say that he took the job with several disadvantages, among them the inability -- partly because of the museum's financial situation -- to bring in people he knew to help him. Relations between Mr. Deitch and Paul Schimmel, the museum's chief curator, were tense from the beginning. (Mr. Schimmel left under pressure last year.)

In 2008, the museum was saved from going under or merging with another institution by the billionaire collector Eli Broad, who is building a museum to house his own collection opposite the Museum of Contemporary Art's location on Grand Street. Charles Young, the chancellor emeritus of the University of California, Los Angeles, was brought in by Mr. Broad as chief executive of the contemporary museum and quickly stabilized it.

But Mr. Broad also engineered the selection of Mr. Deitch, and some trustees and financial supporters of the museum felt that the choice had been forced on them, leading to a downturn in giving, according to a former museum official, who spoke on the condition of anonymity because of the sensitivity of the issues involved.

The former official added, however, that Mr. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

End of an Era at L.A. Museum ; Director Resigns Early after Festering Conflicts with Artists and Staff
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.