Video Casts

Clayton Christiensen – Disruptive Innovation and The Way We Learning (“Disrupting Class. 2009) – WGBH Boston

Jim Collins – Charlie Rose – “Good to Great”

Columbia U – Scholarly Comm – Harvard Open Access Initiatives – Jim Neal (Columbia) / Stuart Scheiber (Harvard)

John Willinsky: The Quality of Open Scholarship: What Follows from Open? – Recording of Presentation at ELPUB2008. Open Scholarship: Authority, Community, and Sustainability in the Age of Web 2.0 – 12th International Conference on Electronic Publishing held in Toronto, Canada 25-27 June 2008. http://connect.scholarsportal.info/p75467897/

San Jose State Lib. School Colloquia

• Ken Haycock – Library Leadership – Examining Pop Bus. Lit.
• David Tyckoson – The Future of the Library

Borgman – Scholarship in the Digital Age (Columbia Univ.)

Open Access: the Future of scientific publishing, BioMed Central
Series:

• Digital Campus
• Harvard Business IdeaCasts

Podcasts:

Interview: Karla Hahn – Director of Office Scholalry Communication @ ARL (Interviewed at CNI 2008 Spring Taskforce Meeting) – w/Gerry Bayne

Interview: Sarah Thomas – formerly Cornell University Librarian – now Director of Oxford University Library Services – Bodelian Library, Oxford UK.  (Nelinet Meeting, Southborough, MA, March 28, 2007)

With a Little Help from Our Freinds: Building Collaborative Leadership fromt eh Ground Up – Series: “A World of Possibilities”

• Find Partners – spreads risk
• Build Teams
• Use other areas of organizations – i.e. Business school for business plan.
• Opportunity focused
• Should be small, simple and practical.. one idea at a time

Drucker: Links Entrep and Innovations

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Risk

• Some may chastise Libraries for taking risk (risk adverse) .. Libs have been rewarded for being conservative
• Risk Taking vs Risk Management – go for Risk Management
• Parallel to Investing
• Balancing risk, diversifying, reserves and using time

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Leadership

• Create culture of innovation .. hire ‘em and let ‘em go
• Some guidelines – don’t micromanage
• Instill principles and values
• Provide resources, rewards & incentives
• No perfect decisions – Take Leaps of Faith
• Resist order and completeness
• Don’t Manage for for Exceptions: Too much planning for for exceptions (policies)
• Design for typical occurances (98%) not Exceptions
• Empower people to make decisions on exceptions
• More risky when 1 person makes decisions
• Fear of Failure
• Fear of Success

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Organizational work (slide)

• Normal work -> R&D -> Innovation -> Transformative work
• Only funded to do “Normal work”

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Knowledge Management

• Open and collaborative – of interest BEYOND the institution
• Collect Institutional mission-based assets
• Proposes new discipline – “KIAS (Knowledge Information Arts & Sciences)” .. Knowledge Technology
• She says “open knowledge” will surpass published content

Re-Imagine:

• Curate .. notebooks, data, software, users are creating their own “personal knowledge systems”

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Opportunities:

• Open Movement  – resist control
• Social Networks: services (OCLC)
• Teaching new literacies and digitally challenged
• Leverage advantages of location and service
• Mini/Innovation Grants (Enrichment Grants) – up to $5000

Ideas:

• POD squared – Print on Demand / Purchase on Demand
• “Espresso Machine” Prints Books on Demand
• Utah – Western Soundscape Archive – cool – Funded by library & ILMS (westernsoundscape.org)

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Strategies:

• Fast track decision
• Be ready for opportunities
• Reinvent
• Experiment, shift, adapt
• Assume more risk
• Partner
• Plan in shorter time frames

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Summary Points (there is more … find .ppt)

• Stop dwelling on risk – risk is unavoidable .. live with and manage
• Small focused steps
• Not about information ..we’re about knowledge
• Spend resources to create transformative work
• Good ideas should be shared
• .. *** find .ppt for more ..

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• “Nothing breeds success like failure” – Kiplingers
• Just Do It!

BUSINESS CONSIDERATIONS

Active Leadership (Manage your future, inspire your staff)

Leslie Burger, “Transforming Leadership,” American Libraries, November 2006, pg. 3.

“The challenges faced in libraries today are changing at a rapid pace and require an agile workforce of problem-solvers, team-players, leaders, and articulate spokespeople.”

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Jim Collins, Good to Great, 2001.

“We were surprised, shocked really, to discover the type of leadership required for turning a good company into a great one. Compared to high-profile leaders with big personalities who make headlines and become celebrities, the good-to-great leaders seem to have come from Mars. Self-effacing, quiet, reserved, even shy – these leaders are a paradoxical blend of personal humility and professional will. They are more like Lincoln and Socrates than Patton or Caesar.”

“When you conduct autopsies without blame, you go a long way toward creating a climate where the truth is heard. If you have the right people on the bus, you should almost never need to assign blame but need only to search for understanding and learning.”

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ICMA Management Perspective, October 2007. http://icma.org/documents/Final_Mgmt_Prsptv_Libraries_(gates).pdf.

“From bridging the digital divide to offering solutions to societal challenges, the public library has evolved into the essential ‘go to’ facility for young and old alike – both physically and in cyberspace.”

“Michael Bryan, director of the Seminole Community Library in Florida, describes libraries as ‘the manifestation of democracy.’”

“In short, libraries can be important partners for local governments in improving the quality of residents’ lives and increasing opportunities for all.”

“Local government managers across the United States need to have a greater awareness and understanding of the traditional, evolving, and potential role of libraries in the community.”

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Joseph R. Matthews, Strategic Planning and Management for Library Managers, 2005, pg 16.

“One of the realities for almost all libraries is that the individuals and boards responsible for the library do not dedicate much time to discussing important topics but rather seem to spend their time when they do meet on announcements, updates, and trivial matters.”

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Donna Nicely with Beth Dempsey, “Building a Culture of Leadership,” Public Libraries, September/October, 2005, pgs. 297-300.

“Public libraries operate in an exceptionally dynamic environment. We face new competition for our traditional services and new opportunities to serve our communities surface almost daily. Layer upon that an ever-evolving technological setting. Clearly we need daring, confident leaders who can navigate these waters and inspire staff to tackle new opportunities; yet, in our industry we operate with little formal leadership training.”

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Peter M. Senge, “The Leader’s New Work: Building Learning Organizations,” Sloan Management Review, 32:1 (1990:Fall) p.7.

“Few acts of leadership have a more enduring impact on an organization than building a foundation of purpose and core values…”

“Sometimes the most difficult leadership acts are to refrain from intervening through popular quick fixes and to keep the pressure on everyone to identify more enduring solutions.”

Organizational Efficacy (Reorganize every year)

Andrew Albanese, “Harvard University Announces Formation of a Library Task Force,” Library Journal, March 10, 2009.

‘Facing budget concerns that library officials have acknowledged could lead to departmental consolidations and job cuts, Harvard University provost Steven Hyman last week announced the formation of a task force charged with “developing recommendations to make the Harvard Library system stronger and more responsive to the needs of students and faculty at a time of both technological change and financial challenge.” Library officials said that the “duplication of acquisitions, and licenses, and long-term storage space” detract from library’s ability to fund critical priorities.’

http://www.libraryjournal.com/index.asp?layout=articlePrint&articleID=CA6643228

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Mori Lou Higa, Brian Bunnett, Bill Maina, Jeff Perkins, Therona Ramos, Laurie Thompson, and Richard Wayne, “Redesigning a Library’s Organizational Structure,” College & Research Libraries, January 2005.

“As libraries struggle to define their roles for the future, they must carefully evaluate and reposition staff resources to best support changing areas of focus.”

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Lisa Richter, “Great Expectations: An Interview with Jim Collins,” Public Libraries, January / February 2007.

“There is just simply no room in key seats in a great organization for people who fail to deliver on their commitments, just no room.”

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Maureen Sullivan, “The Promise of Appreciative Inquiry in Library Organizations,” Library Trends, Summer 2004, Volume 53, Number 1, pgs. 218-229.

“Library organizations, like so many other types of organizations today, face the need for significant transformation in the way they are organized, the work they do, the ways in which they perform this work, and in how they meet the challenges of staying relevant and meeting the needs and expectations of their various constituent groups.”

Business Processes (Planning, budgeting, planning, and other business tools and processes)

Martin G. Abegg and Kalman Goldberg, “Transforming the Library: Strategic Planning at Bradley University – The University Perspective,” Journal of Library Administration, Vol. 13 No. 3-4, 1990, page 132.

“The President and his administrative team understand that the University cannot prosper in the absence of planning; but it also knows that the academy is at its best when faculty are unencumbered by rigid plans, permitting and even encouraging the idiosyncratic and the unpredictable. A contained amount of anarchy is an essential element of a vital university.”

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Stephen Abram, SirsiDynix Vice President of Innovation, “Five Big Questions to Drive Strategic Thinking,” SirsiDynix OneSource, November 2005, http://www.imakenews.com/sirsi/e_article000476128.cfm?x=b5WtfBQ,b2rphLk6.

“Each major change is an historical inflection point. You either have to adapt and evolve, exit the enterprise, or resign yourself to slow or withering decline. And you can’t wait until you see obvious signs of decline – that’s often too late.”

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ACRL, “ACRL announces the Top Ten Assumptions for the future of academic libraries,” March 31, 2007, http://www.ala.org/ala/pressreleases2007/march2007/acrlfl07.htm.

“Higher education will increasingly view the institution as a business.”

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Andrew Richard Albanese, “The Best Thing a Library Can be is Open,” Library Journal, September 15, 2005.

“Now, with the migration to digital largely complete, a new trend seems to be emerging… students are increasingly pushing for a campus library that never closes.”

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Steven J. Bell, “Design Thinking,” American Libraries, January/February 2008, pgs. 44-49.

“Can design thinking help librarians? As a profession that mediates information from source to user – not unlike newspapers and travel agents – our future challenge is avoiding marginalization.”

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Meredith Butler and Hiram Davis, “Strategic Planning as a Catalyst for Change in the 1990s”, College & Research Libraries, September 1992.

“A planning approach which reduces the influence of hierarchy and emphasizes teamwork, shared expertise, and group problem solving is not only a doable, but a necessary strategy if libraries are to be successful in the fast changing and complex environment of higher education.”

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Arie De Geus, The Living Company, 2002.

“A full one-third of the companies listed in the 1970 Fortune 500, for instance, had vanished by 1983 – acquired, merged, or broken to pieces.”

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Peter F. Drucker, Post-Capitalist Society, HarperBusiness, 1993, pages 59&65.

“… every organization of today has to build into its very structure the management of change. It has to build in organized abandonment of everything it does. It has to learn to ask every few years of every process, every product, every procedure, every policy: ‘If we did not do this already, would we go into it now, knowing what we now know?’”

“Knowledge employees cannot, in effect, be supervised. Unless they [supervisors] know more than anybody else in the organization, they are to all intents and purposes useless.”

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Thomas Frey, “The Future of Libraries: Beginning the Great Transformation,” < www.daviniciinstitute.com >.

“… most libraries have the luxury of time to reinvent themselves.”

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Linda Germain, Regional Community Relations Manager, Barnes & Noble (Houston). From the Texas Library Association Annual Conference, 2008.

“Sometimes libraries give the impression that you can’t have fun or make noise.”

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Oren Harari, “The Lab Test: A Tale of Quality,” Management Review, February 1993.

“The Boston Consulting Group surveyed a diverse group of U.S. businesses and concluded that 95 percent to 99 percent of their internal activities have little or no relevance to the customer. For example, they found that it took on average 22 days to turn around a customer’s application form in the insurance industry, yet the average amount of time spent internally on attending to any given application consumed a grand total of 17 minutes. Hence, the typical organization infrastructure – with its policies, sign-offs, meetings, reports, etc. – manages to take a 17-minute task and turn it into a 22-day affair.”

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Joe Matthews, “The Library Balanced Scorecard: Is It In Your Future?,” Public Libraries, pages 64-71.

“The goal of the Library Balanced Scorecard (LBS) is to assist the public library in determining what performance measures and metrics are important within a broader context of strategic planning and management.”

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Erin McCaffrey and Martin Garnar, “Long-range planning across generational lines,” C&RL News, March 2006.

“Within the library, the generational lessons learned during the planning process led to thoughtful consideration of how the plan’s implementation group would be composed. Along with other diversity concerns, we made a conscious choice to balance the generational representation. So far, so good.”

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Henry Mintzberg, The rise and fall of strategic planning: reconceiving roles for planning, plans, planners,” The Free Press, 1994.

“We have been highly critical throughout this discussion, concerned that by trying to be everything, planning has risked being dismissed as nothing. In fact, we never had any intention of so dismissing planning, although the tone of our discussion may well have given that impression. Instead, by overstating our criticisms, we have tried to draw the debate on planning to a more viable middle ground, away from the conclusion that planning can do either everything or nothing.”

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Bob Molyneux, Ph.D., “Recent Public Library Trends,” SirsiDynix OneSources, March 27, 2006.

“Public libraries in the United States have seen usage increase and revenues decline during the past few years, and these funding facts have affected other aspects of those libraries.”

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Northeast Kansas Library System (NEKLS), Martha Hale, Patti Butcher, Cindi Hickey, “New Pathways to Planning,” <http://skyways.lib.ks.us/pathway/> (March 24, 2005).

The proposed planning process is not intended as a replacement for PLA’s The NEW Planning for Results: A Streamlined Approach (2001), Chicago: American Library Association, but rather as a customized alternative. Our hope is that “New Pathways” will continue to grow to include questions, answers, facilitators, discussions, archives, and links to plans created from this process.

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Norman Oder, “Study at UIUC Suggests $4.38 in Grant Income for Each Library Dollar,” Library Journal, January 22, 2009, < http://www.libraryjournal.com/index.asp?layout=articlePrint&articleID=CA6631202 >.

While return on investment (ROI) studies have become common in the public library arena, a pioneering ROI case study involving the University of Illinois at Urbana–Champaign (UIUC) suggests that each dollar invested in the library in 2006 returns $4.38 in grant income. The study, while limited in scope and arguably in need of refinement, has spurred research at several other universities worldwide.

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Dana Rooks, “Innovate or Vegetate,” Texas Library Journal, Vol. 80, No. 4, Winter 2004, p.128.

“Library experts have been writing and talking about the rapid changes occurring in the world of scholarly research and information for a number of years now… As dramatic and as rapid as these changes have been, I contend that, in the words of an old song, ‘You ain’t seen nothin yet.’”

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Peggy Rudd, “Our Future in Customer Service,” Texas Library Journal, Winter 2007, page 142.

“If you compared your library to a customer service model like Nordstrom, how would it size up? Your library’s success may very well depend on the answer to that question.”

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Carla J. Stoffle, Robert Renaud, and Jerilyn R. Veldof, “Choosing Our Futures,” College & Research Libraries, May 1996, pages 213 – 225.

“The countervailing view of the future that the authors hold is that academic libraries must change – fundamentally and irreversibly – what they do and how they do it, and that these changes need to come quickly.”

“The choice is clear. Change now and choose our futures. Change later, or not at all, and have no future.”

ANALYSIS

Self-Analysis (What grade do you receive and can you improve?)

Katie Hafner, “Old Search Engine, the Library, Tries to Fit Into a Google World,” The New York Times, June 21, 2004, <http://query.nytimes.com/gst/abstract.html?res=F00F12FB395D0C728EDDAF0894DC404482> (January 8, 2005).

“For the last few years, librarians have increasingly seen people use online search sites not to supplement research libraries but to replace them. Yet only recently have librarians stopped lamenting the trend and started working to close the gap between traditional scholarly research and the incomplete, of random results of a Google search.”

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Peter Lisker, “Upwelling: Getting Those Great Ideas from the Bottom Up,” Public Libraries, Vol. 44, No. 6, November/December 2005, pp. 314-316.

“Upwelling addresses the old adage that if you’re not part of the solution, you’re part of the problem. Empowering staff members to become part of the solution requires administrators and staff members to work together, possibly in ways never done before.”

Customer Analysis (Are you connected to your customers?)

Janelle Barlow and Claus Møller, A Complaint is a Gift, 1996.

“Rather than trying to reduce the number of complaints, organizations need to encourage staff to seek out complaints because this will define what customers want.”

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Scott Carlson, “An Anthropologist in the Library,” August 17, 2007, The Chronicle of Higher Education, Volume 53, Issue 50, Page A26.

‘In fact, the study also showed that students did not really want your average reference desk. “They want this generic staff person who could check out a book, answer a question, fix a computer, and brew a really good latte,” Ms. Gibbons says. “We didn’t know what to do with that.”‘

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Leigh Estabrook, Evans Witt, Lee Rainie, “Information searches that solve problems: How people use the internet, libraries, and government agencies when they need help,” Pew Internet, <http://www.pewinternet.org/PPF/r/231/report_display.asp>, December 30 2007.

“Most of those who visit libraries to seek problem-solving information are very satisfied with what they find and they appreciate the resources available there, especially access to computers and the internet.”

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Alison J. Head, “Beyond Google: How do students conduct academic research?,” August 2007, First Monday, Volume 12, number 8, <http://firstmonday.org/issues/issue12_8/head/index.html> (October 1, 2007).

“This paper reports findings from an exploratory study about how students majoring in humanities and social sciences use the Internet and library resources for research. Using student discussion groups, content analysis, and a student survey, our results suggest students may not be as reliant on public Internet sites as previous research has reported. Instead, students in our study used a hybrid approach for conducting course–related research. A majority of students leveraged both online and offline sources to overcome challenges with finding, selecting, and evaluating resources and gauging professors’ expectations for quality research.”

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George Needham, “Perceptions and Realities,” Texas Library Journal, Winter 2007, page 148.

“If we can focus on the user, with an open mind and a willingness to release the bowlines to the past, we can have a strong, viable, future. If we can’t, we could be consigned to a narrowing niche market, a dwindling minority of people who seek out print, until the profession peters out once and for all.”

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Norman Oder, Library Journal, December 2, 2008.

“Philadelphia Mayor Michael Nutter, defending proposed budget cuts in a series of town meetings, has come face to face with city residents critical of plans to close 11 of 54 branches of the Free Library of Philadelphia. At a meeting last night, according to the Philadelphia Inquirer, Nutter seemed unswayed by chants of ‘Let us read’ and ‘Save Engine 6.’”

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Mary Jane Smetanka, “Millenial students: The Millenial generation of college students,” May 7, 2004, <http://www.startribune.com/stories/1592/5174090.html> (January 8, 2005).

“At the University of Minnesota, they’re helping change the way the place does business. Students expect more as tuition rises, and the school is working to improve advising, make teaching styles more active and overhaul library services to adapt to the new generation.”

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Carie Windham, “Father Google & Mother IM: Confessions of a Net Gen Learner,” September / October 2005, EDUCAUSE review, pages 43-58.

“Thanks to the marathon waiting times and the tasteful elevator music of customer service hotlines, the Net Gen would much rather log on than call to fix problems or seek advice.”

Data Analysis (What does your data tell you?)

American Library Association, “The State of America’s Libraries: A Report from the American Library Association,” Release Date: April 2007.

“Public library use continues to grow. The most recent comprehensive federal data available show that the number of visits per year to U.S. public libraries increased 61 percent in the period 1994-2004. Public library visits were up about 3 percent in 2004 from the previous year. Circulation increased 28 percent over the decade and was up 2.3 percent in 2004 from 2003, according to the National Center for Education Statistics (NCES).”

“Despite the continued (and well-publicized) growth in the number and variety of online resources for research and learning on-site, use of nation’s academic libraries and their collections grew from 880,188,296 library visits in 2002 to more than a billion (1,007,174,740) in 2004, according to the NCES – an increase of more than 14 percent. Circulation was up 6 percent, to more than 200 million items.”

“People responded that the most compelling draw to bring more public-library visits would be ‘more free classes and programs for people my age,’ followed by the library being open more hours.”

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Bonnie Burwell and Rebecca Jones, “Libraries and Their Service Portfolios,” Searcher: The Magazine for Database Professionals, June 2005, pp. 32-37.

“When faced with limited resources – a daily experience for us all – what can we do to ensure that we create and deliver the right services? What are the ‘right’ services? Those services, products, and programs most valuable to our client communities; those that will sustain our position within those client communities or markets; those that we can do better than any other organization; and those that make us valid, valued, and indispensable to our patrons and clients.

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The British Library and JISC, “information behaviour of the researcher of the future,” January 11, 2008, <http://www.bl.uk/news/pdf/googlegen.pdf>.

“The implications of a shift from the library as a physical space to the library as a virtual digital environment are immense and truly disruptive.”

“It is self-evident that by 2017 the internet will have come of age for all ages and be completely integrated into most homes.”

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Richard K. Johnson and Judy Luther, “The E-only Tipping Point for Journals: What’s Ahead in the Print-to-Electronic Transition Zone,” Association of Research Libraries, http://www.arl.org/bm~doc/Electronic_Transition.pdf.

“Approximately 60% of the universe of some 20,000 active peer-reviewed journals is available in electronic form. Online journals are popular with readers; online use of library-provided journals exceeds print use by a factor of at least ten, according to a University of California study.”

INTERACTION

Creative Partnerships (Creative Ways to tap info other resources)

Leigh Parry, “Libraries close their books,” The Age, March 26, 2007.

“Mr Collins says the school will eventually create a library of sorts, but for now relies on partnerships it has forged with the State Library, City of Moreland Coburg Library and university libraries so students can have access to books.”

Competition (We can learn from them)

Stephen Abram, “30 Library Technology Predictions for 2008,” Stephen’s Lighthouse, December 30 2007, <http://stephenslighthouse.sirsidynix.com>, January 3 2008.

“Blockbuster will begin its death throes in earnest in 08. Libraries need to discuss why and what they need to to learn from this.”

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Marshall Breeding, “Plotting a New Course for Metasearch,” Computers in Libraries, Vol. 25, No 2, February 2005, p. 27.

“As large forces such as Google begin to step into the arena of scholarly information, it seems important for the library community to be proactive.”

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Roland Dietz and Carl Grant, June 15, 2005 Library Journal.

“Innovations from Google™ and Amazon® are clear wake-up calls that as a profession and an industry we need to do things differently.”

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Susan Demar Lafferty, SouthtownStar, September 21, 2008, < http://www.southtownstar.com/news/1175144,092108ditchingdewey.articleprint >.

“At 6 a.m. on a Sunday morning, when most library patrons are pulling the covers over their heads, refusing to acknowledge the rising sun, two bold and daring librarians are stirring at the Franfort Public Library, shuffling books and tearing off those time-honored Dewey Decimal System numbers that no one really understood anyway.”

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Robin Sloan 2006 – Epic 2015

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Susan Wojcicki, “Straight Answers from Susan Wojcicki,” American Libraries, November 2005, pg. 31.

“[Interviewer:] What do you tell people who ask why we need libraries when “everything is on the internet.” [Susan:] The stores of knowledge inside libraries, combined with research skills offered by librarians, are an irreplaceable asset. Libraries have had an important and positive impact on my life and the lives of most people who work at Google. Google Print is designed to help users discover books, then find them through libraries or bookstores.”

Special Added Value (What are you contributing to your community?)

“Effective May 31, 2007 all branches of the Josephine County Library system will be closed due to lack of funding.” <http://www.co.josephine.or.us/SectionIndex.asp?SectionID=128>.

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Stephen Abram, Searcher, Vol. 16 No. 8, September 2008.

“We need to understand, and understand deeply, the role of the library in our end-users’ lives, work, research, and play. This is critical to our long-term success, and failure is not an option.”

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American Library Association and Florida State University, “Public Library Funding and Technology Access Study 2006-2007,” <www.ala.org/plinternetfunding/>, 2007.

“Seventy-three percent of [public] libraries report they are the only source of free public access to computers and the Internet in their communities… More than a quarter of libraries do not have upgrade or replacement schedules for their computers.”

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Michael Baldwin, Public Libraries, Vol. 45, No. 2, March/April 2006, pp. 11-14.

“The survival of American democracy may depend on the willingness of public librarians to become knowledge provocateurs that stimulate public interest in sociopolitical issues and responsible citizenship.”

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Marylaine Block, The Thriving Library: Successful Strategies for Challenging Times, 2007.

“It is the public library that now seems to me to be the last remaining place in America where all people are warmly welcomed, where they can learn at their own pace whatever they want or need to know, where they can mingle with people with wildly differing views and experiences and respectfully discuss their common issues.”

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John Buschman, “Staying Public: The Real Crisis in Librarianship,” American Libraries, Vol. 35, No. 7, August 2004, pp. 40-42.

“Without much debate, policymakers in the nation and in our own field have recast the purpose of libraries in economic instead of democratic terms.”

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Scott Carlson, “Young Librarians, Talkin’ ‘Bout Their Generation,” The Chronicle of Higher Education, October 19, 2007.

“Although we have been working on it for years with metasearch and federated search engines, we just have not gotten anywhere near to what Google can do… So I think what would be in our best interests is to drop the fight, to let Google take over that, and instead to focus on the value add that only we can do, which is that in-depth research that we can do with our users.”

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Council on Library and Information Resources, “No Brief Candle: Reconceiving Research Libraries for the 21st Century,” August 2008, < www.clir.org >.

“When the broad digital availability of books erodes the comparative advantage of large research collections, where will the library’s comparative advantage lie?”

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Michael Gorman, “The Greatest Challenge,” American Libraries, March 2006, pg. 5.

“…the important thing is whether we alter course or slide clicking and giggling into a post-literate world.”

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Guardian Editorial, “Writing on the wall,” The Guardian, October 20, 2008 < http://www.guardian.co.uk/commentisfree/2008/oct/20/leadersandreply-libraries-andy-burnham >.

“Libraries can be a two-way communications channel between the familiar and the new, learning from and contributing to their locality, where improving literacy sits alongside access to films, music or local history – but where the written word is still king.”

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Ross Housewright and Roger Schonfeld, Ithaka’s 2006 Studies of Key Stakeholders in the Digital Transformation in Higher Education, August 18, 2008.

“This indicates a challenge facing libraries in the near future – as faculty needs are increasingly met without the direct intermediation of the library, the importance of the library decreases. Libraries must consider ways which they can offer new and innovative services to maintain, or in some cases recapture, the attention and support of faculty.”

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Leonard Kniffel, “Dear President Obama,” American Libraries, January / February 2009.

[American Libraries Editor-in-Chief recounts his conversation with Barack Obama prior to the ALA 2005 keynote]

“You answered that although people tend to think of libraries in terms of just being sources for reading material or research, it was a librarian at New York Public Library in Manhattan who helped you find the community organizing job you were looking for.”

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Philip J. Kroth, M.D., M.S, “Re-imagining the Role of the Health Sciences Librarian in the New Information Economy: an Informaticist’s Perspective,” The University of New Mexico Health Sciences Center.

“The kinds of ‘collections’ librarians manage are virtually unlimited in form and are dynamically defined at the state of the art of science.”

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Marcy Miranda, “Libraries, the new cool hangout for kids,” Austin American-Statesman, January 16, 2007.

“‘What we’ve done is to address the problem of kids waiting around and turned it into an opportunity to introduce them to books, the Internet, and teach them computer skills,’ said Thom Barthemlmess, the youth services manager for the Austin Public Library.”

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OCLC, Libraries: How they stack up, 2003:

The Phoenix Public Library provides $10 of benefit per tax dollar.

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The Public Library Association, Libraries Prosper with Passion, Purpose and Persuasion! A PLA Toolkit for Success, 2007.

“This toolkit will allow you to showcase the value of public libraries by connecting your library directly to the things that communities value most. The templates and samples you’ll find here illustrate the value of libraries through research, stories and developed arguments that demonstrate your library’s impact in the community.”

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Eleanor Jo Rodger, “What’s a Library Worth? Piecing together the structure of value,” American Libraries, September 2007.

“Libraries rise and fall as their host systems rise and fall… If we are to thrive, it is crucial that we understand the generalization that creates our claim to being a legitimate part of our host system.”

Four Truths and Their Consequences:

1. Libraries rise and fall as their host systems rise and fall.

2. Libraries need host systems more than host systems need libraries.

3. Libraries receive resources and continuing legitimacy from host systems in return for creating value for them.

4. Value is not about the library but about its host system.

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Susan V. Wawrzaszek and David G. Wedaman, “The Academic Library in a 2.0 World,” ECAR Research Bulletin, Volume 2008, Issue 19, September 16, 2008.

“In general, library services and staff must transition from their inherited position as the mediators of a print-focused, highly controlled environment to become collaborators in a multimedia-rich, user-empowered, disintermediated free-for-all where their value will be proven only by demonstrably improving outcomes in learning, teaching, and research.”

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Stanley Wilder, “Information Literacy Makes All the Wrong Assumptions,” The Chronicle Review, January 7, 2005.

“But information literacy remains the wrong solution to the wrong problem facing librarianship. It mistakes the nature of the Internet threat, and it offers a response at odds with higher education’s traditional mission. Information literacy does nothing to help libraries compete with the Internet, and it should be discarded.”

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Joan Frye Williams, “Are We Asking the Right Questions?” Texas Library Journal, Winter 2007, page 149.

“Users will choose the library only if their library experience integrates well with their own view of themselves and their priorities. They don’t want librarians to be helpers so much as catalysts or facilitators, whose primary job is to welcome, support, stimulate, delight, and inspire them.”

TRANSFORMATION

Continuous Learning (The target is moving, we need to move too)

Clara N. Bohrer, “Libraries at Risk?,” Public Libraries, Vol. 43, No. 6, November-December 2004, p. 311.

“Institutions become irrelevant if they remain static and unresponsive. Public libraries are relevant because they continue to redefine, reinvent, and reenergize their services.”

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Steve Brown, “President’s Perspective: Keep Learning, Keep Having Fun,” Texas Library Journal, Vol.83, No. 3, Fall 2007, p 96.

“Librarianship is a learning profession. We are only as good as our ability to produce results for our clients, and that ability rests on a foundation of build-up knowledge. Stop learning, and the foundation crumbles.”

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Peter Drucker, “Managing Oneself,” HBR, January 2005.

“It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects.”

“Go to work on acquiring the skills and knowledge you need to fully realize your strengths.”

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Arie de Geus, “The Living Company, ” 2002.

“This gives us an entirely different imperative for corporate success. A successful company is one that can learn effectively.”

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John Philip Mulvaney and Dan O’Connor, “The Crux of our Crisis,” American Libraries, June/July, 2006.

“And why are LIS schools not held accountable for the state of the nation’s libraries, just as policymakers view schools of education as being responsible for the nation’s schools?”

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Connie Van Fleet and June Lester, “Is Anyone Listening?” Public Libraries, July / August 2008.

“It may seem ironic that LIS schools use competencies documents in curriculum planning as representations of priorities in practice, while those engaged in practice do not appear to use or value such statements.”

Technology (A fun tool)

Daniel Akst, “Do Libraries Still Matter,” Carnegie Reporter, Vol. 3, No. 2, Spring 2005, http://www.carnegie.org/reporter/10/books/index.html.

“In the era of the Internet, will we still go to libraries to borrow books and do research? The answer seems to be a resounding yes, because libraries are more than just a place to keep volumes on dusty shelves.”

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Marshall Breeding, “It’s Time to Break the Mold of the Original ILS,” Computers in Libraries, November / December 2007, pgs 39-41.

“Given the urgent need for interfaces that work better for library users, it makes great sense to concentrate energies on these products. But we can’t let the current focus on the front-end interfaces make us complacent about the software and systems that we use to automate routine library functions.”

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Charlie S. Feld and Donna B. Stoddard, “Getting IT Right,” Harvard Business Review, February 2005, pp. 72-79.

“It’s been 40 years since the advent of modern IT, yet few companies do it well. If you stick to three central principles, you can turn IT from a costly mess into a powerful weapon.”

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Saul Hansell, “As Gadgets Get It Together, Media Makers Fall Behind,” The New York Times, January 25, 2006.

“There is this primordial soup brewing of more bandwidth, more storage, more devices and more people creating content which is inherently digital.”

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Joseph Janes, “Being Better [Technology | Internet Librarian],” American Libraries, August 2008.

“If people are searching your catalog or asking a question via chat and they get frustrated, bored, or unhappy, Amazon or Yahoo Answers or Google is a microsecond – click away, and there’s no constraint on their going poof… So we have to be better online. Better, more compelling, more efficient, more effective, more attractive, to get ‘em and keep ‘em and serve ‘em as we know only we can.”

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Karen Harker, “Digital Infrastructure of a Library,” February 9, 2005, Presentation.

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Steve Lohr, “Libraries Wired, and Reborn,” The New York Times, April 22, 2004, <http://tech2.nytimes.com/mem/technology/techreview.html?res=9C0CE4D7163AF931A15757C0A9629C8B63> (January 8, 2005).

“Today, the Terrebonne Parish main library is a year-old spacious postmodern building of red brick and skylights, built on a former sugar cane plantation. There are 81 computers linked to the Internet, all with high-speed connections, in the parish libraries. Three of the closed branches have been reopened.”

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Barbara Pitney and Nancy Slote, “Going Mobile: The KCLS Roving Reference Model,” Public Libraries, pages 54-68.

“We learned that we were not serving a significant number of patrons in our buildings, and that reference staff could identify and assist patrons by roving the public floor.”

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Stephen’s Lighthouse Blog, by Stephen Abram, Sirsi’s V.P. of Innovation. http://stephenslighthouse.sirsi.com/

Vision (What does your library look like in 2020, 2100?)

David W. Lewis, “A Strategy for Academic Libraries in the First Quarter of the 21st Century,” https://idea.iupui.edu/dspace/.

“Given the new Internet tools and the explosive growth of digital content available on the Web, it is now not entirely clear what an academic library should be.”

“It is easy to understand why at the end of the age of print academic libraries, and indeed all libraries, are dazed and confused. The technology upon which we have built our missions over the past half millennium is being usurped.”

“We have a reasonable measure of good will that we can spend down. If we do this wisely, we can successfully mange the transition we now face. However, this window will not stay open forever, so we cannot afford to wait too long.”

“While librarians were moving with caution, users were not. In most libraries the use of printed journals declined quickly and consistently. This can be tracked by looking at photocopying and reshelving statistics.”

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James C. Collins and Jerry I. Porras, “Building Your Company’s Vision,” Harvard Business Review, September-October 1996, pp. 65-77.

“Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world.”

Darwin (The man and his work)

The American Museum of Natural History in New York has a Charles Darwin exhibit.

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David Quammen, “Was Darwin Wrong?,” National Geographic, November 2004, pp. 4-35. http://magma.nationalgeographic.com/ngm/0411/feature1/index.html

“Evolution is both a beautiful concept and an important one, more crucial nowadays to human welfare, to medical science, and to your understanding of the world than ever before. It’s also deeply persuasive – a theory you can take to the bank.”

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UT Southwestern Medical Library’s Historical Darwiniana.

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Carl Zimmer, “Testing Darwin,” Discover, February 2005, <http://www.carlzimmer.com/articles/2005/articles_2005_Avida.html> (March 24, 2005).

Other Resources

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Emily Vardell’s Practicum Paper on “Information Darwinianism Explored,” August 10, 2007.

Excerpt: “Many medical librarians are working hard to ensure that libraries do not become outdated in the increasingly electronic environment of health science information. With the growing availability of information on the Internet, libraries can take the lead in making information more widely accessible in the digital world. As laypeople have greater access to information at their own convenience, libraries can provide support and guidance in finding, interpreting, and evaluating the information accessed.”

Full text available in pdf format.

Left Job to reasons:

1. Opportnities for growth
2. New Challenging projecrs
3. Salary
4. Location
5. Working Environment

1966 – MARC
1968-73 – Online Cat
1971 – OCLC Union Cat – start collaboration in technology context
1987 – Online Journals
1991 – Web
1996 – Google
2001 – Wikipedia
2005 – YouTube

Labs – Think Tanks – Testbeds – Sandboxes

Environ. Scan:

Strat. Plans
Org charts
Position announcements

Most is R&D is tech/open source/digitization

Labs w/ user community
Portal sand gateways at GMU for grads/fac
U Minn. “Dig lib Dev. Lab”
Zotero and Bamboo

Read: James Neal re: R&D Imperative
Katherine Dice  – Library Trends – 2004

See .. R&D Models

Managing Change, Diversity, and a Multi-Generational Workforce: Developing Effective Problem Solving and Leadership Skills

Best workshop ever…

3 Tests:

1. MBTI – Im an “ESNP”
2. KAI
3. KGI

All this means:

• to use paraprofessionals at reference desk
• use of faculty and student to identify core marketing concepts and build a “digial research portal” for Marketing Curric. (interdisciplinary)
• co-created assignments
• library liaison model (partnership)
  
• co-evaluate
• teaching in commons area
• using active learning (participatory)

“Informed Learning” – using information to learn – duh!!

Guess what? Leaders will need to be ….

thoughtful
deliberative
continuous improvement
implementation
evaluation culture