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cier Marc Rich, but also because of
mounting tensions between the muse-
urn staff and some council members
they accused of micromanagement.
Greenberg sought to impose a more
distinctly Jewish imprint on the muse-
urn and its operation, something many
Jewish leaders applaud. But the muse-
urn is a federal institution, subject to all
the rules and regulations of the govern-
ment bureaucracy. Its professional staff
are government employees; they aren't
supposed to run this as just another
Jewish institution.
Critics of the museum worry that the
federal role means that the core mes-
sage of the Holocaust — the fact that
most victims were Jewish — will be
obscured and eventually lost because of
other agendas. They fear the message of
the exhibits and educational programs
will become "universalized," and that
the museum will eventually become
just a generic genocide museum.
But the reality is that this hasn't hap-
pened, and there are no tangible signs
the museum is moving in that direc-
tion. The overarching message of the
museum — and the most poignant one
for most of the 2 million or so visitors
who come every year — is that these
victims were killed simply because they
were Jewish. Visitors come away with a
better understanding of the roots of
that kind of demented anti-Semitism,
and with a picture of the immense scale
of this genocide that textbooks and
movies alone cannot convey.
Many lay leaders, coming from the
Jewish communal establishment, fail to
recognize just how good a job the pro-
fessional staff has done in preserving
that core message and broadcasting it
to visitors despite the constraints of
being a federal institution.
Hence, the challenge for Fred
Zeidman, bridge builder and tightrope
walker. Zeidman faces a huge challenge
in restoring morale among many
employees who feel they have been crit-
icized unfairly for doing exactly what
they have successfully avoided: diluting
the Jewish content of the facility.
He faces a challenge in avoiding the
micromanagement by council leaders
that has plagued the institution from
the beginning. It is the job of the lay
council to set policy and fine-tune the
vision for the museum; it is not its role _
to manage every exhibit, every lecture
and seminar.
At the same time, the council and its
chair serve as the vital link between the
museum and the Jewish and survivor
communities. ❑

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