Museums are shifting from object-centered models that primarily serve elite groups to models that are visitor-centered and target broader audiences. Using data from interviews and observations at two museums, I examine how they grappled with the shifts and addressed difficulties in work relationships between professional groups. An art museum and a natural history museum illustrate how different types of museums can vary in their response to shifting objectives. The findings reveal that two museums took different tracks to divide core tasks and respond to changes despite similarities in expertise and roles. Structural variations at the two museums resulted from the singularity and multiplicity of objects. The art museum adopted a team-based approach but failed to achieve true collaboration. No open conflicts happened; instead, a truce situation was observed. I argue that this outcome was due to both the status difference between groups and improvements made to the exhibition team structure.