由於環境的持續變化，在過去20年來，歐美博物館在財源短缺及觀眾人數下降的壓力下，有許多曾經陷入經營危機。效法企業體以組織變革求生，在北美的博物館界蔚為風潮，甚至已經發展出專門協助博物館組織變革的專家、顧問公司和約略成型的作業模式。 環境變化的現象也同樣出現在臺灣，但公立博物館受限於組織章程，組織變革推動不易。2007年政府啟動的博物館重整，雖然是公立博物館組織變革的機會，但如果只是單純地減少部門數量而沒有針對問題做全面性思考，或在變革推動過程作業不當，組織變革將徒具形式或問題不斷。有鑑於此，本文除了點出博物館應該重視的環境變化之外，特別引介美國兩個博物館，試圖由其組織變革所採取的方式和創新作為，擷取一些借鏡和做法；其中無論好壞，都是其他博物館值得參考的經驗。

During the last decade, due to continuous environmental change, such as financial deficits and decreases in attendance, etc., many museums in Western countries have fallen into a state of crisis. As a result, organizational change theories have been adopted by many museums in North America. However, organizational change has often been noted to make people angry, frustrated and disappointed. In North America, museums ask outside experts, such as organizational coaches or consulting firms, to lead them to a successful change with less conflict and resistance. It seems that models for change initiation and processes are being developed for museums. Museums in Taiwan have similar pressures caused by environmental change. It is not easy for museums to make changes under the government administration system. However, restructuring the organization and downsizing have become the government policy to be implemented by all national museums. Changes may be insignificant if the restructuring and downsizing of organizations are done without a master plan developed through a serious process to identify a museum,s new roles in meeting the needs of the public. For the reasons mentioned above, there are many lessons for museums to learn when dealing with change. This paper is focused on the issues of museum organizational change. The major steps of process of organizational change in two American museums are described. It is believed that their experiences, good or bad, are valuable references for other museums.