THE CASE FOR MUTABILITY LIBRARY 2.0 AND IMPLICATIONS FOR ACADEMIC LIBRARY STAFFING, ORGANIZATION,...
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Transcript of THE CASE FOR MUTABILITY LIBRARY 2.0 AND IMPLICATIONS FOR ACADEMIC LIBRARY STAFFING, ORGANIZATION,...
THE CASE FOR MUTABILITYLIBRARY 2.0 AND IMPLICATIONS
FOR ACADEMIC LIBRARY
STAFFING, ORGANIZATION, LEADERSHIP
James G. Neal
University of California Berkeley
2 November 2007
2
LIBRARY 2.0 IS ALL ABOUT
MUTABILITY
• Frequent Change
• Differing from the Parental Strain
• Alteration in Form, Nature, or Quality
• Hybrid Structures and Approaches
3
LIBRARY 2.0 IS ALL ABOUT
FERTILITY
• Growing and Developing
• Great Productivity/Abundance
• Enriching and Enabling
• Resourcefulness of Thought and Imagination
• New Life
4
LIBRARY 2.0 IS ALL ABOUT
PARTICIPATION
• Join or Share with Others
• Have Something in Common
• Active Involvement in Matter or Event
• Joint Authority and Responsibility
5
LIBRARY 2.0 EMBRACES
• Rapid Technology Development/Deployment
• Professional Maturation/Tension
• Library Role Diversification
• Complex Relationships/Info Flows
• Perpetual Assessment
• Challenges to PTB
• Low Tolerance for MBC
• Boundary Erosion
7
HILDRETH ON SYSTEM DESIGN
• Audience Suitability
• Metaphorical Consistency
• Display Legibility
• Simplicity of Design
• Ease of Navigation
• Searching Power
9
INDIVIDUAL’S RELATIONSHIPTO THE MEDIUM
• Physicality
• Geography
• Psychology
• Sociology
• Cognition
10
ASCENDANCY OF INDIVIDUALAND TECHNOLOGY
• Deference to hierarchical authority in decline
• Heightened levels of mistrust and skepticism
• Increased focus on self-worth, personal gratification and personal choice
• Massively distributed collaboration
• Constant partial attention
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LIBRARY 2.0 VALUES CHALLENGE
• Intellectual Freedom
• Civility
• Privacy
• Confidentiality
• Stability/Integrity
• Free Flow of Information
• Trust and Subversion
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RESPOND TO USER EXPECTATIONS
• Content
• Access
• Convenience
• New Capabilities
• Participation
• Cost Reduction
• Individual Productivity
• Individual Control
• Organizational Productivity
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MARKET THE LIBRARY
• Match Capabilities of an Organization with Needs and Wants of Communities Served
• Existing Products to Existing MarketsMARKET PENETRATION
• Existing Products to New MarketsMARKET EXTENSION
• New Products for Existing MarketsPRODUCT DEVELOPMENT
• New Products for New MarketsDIVERSIFICATION
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ENHANCE THE STUDENT EXPERIENCE
• Technology Ubiquity
• Web-based Services
• Technology Sandbox
• Privacy Space
• Support Services
• Information Fluency
• Post-graduate Access
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• Personal Advancement/Recognition
• Contributions to Scholarly Literature
• High Quality Instructional Experiences
• Successful Students
• Work on Innovative Projects
• Collaboration with Interesting Colleagues
• Financial Compensation
• Remuneration for Own Work
• Excellent Laboratory, Library and Technology Support
• Opportunities to Experiment with Technology
ENHANCE THE FACULTY EXPERIENCE
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THE LIBRARIAN IN THE ACADEMYUSER RELATIONS
• Servant• Stranger• Parallel• Friend• Partner• Customer• Team
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• Trompe L’oeil Library
• Library Use Trends
• Technology As Catalyst
• Learning Space
• Social Space
• Collaborative Space
• Flexibility And Adaptability
RETHINK LIBRARY SPACE PLANNING AND IDENTITY
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WHAT IS ORGANIZATION?
• Individuals and groups carrying out roles and working together to achieve shared objectives within a formal social and political structure and with established policies and processes…
– goals and priorities are established– decisions are made– resources are allocated– power is wielded– plans are accomplished
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ORGANIZATIONAL STRUCTURES“The Current Lie”
Determine the degree to which:
– administrative responsibility and authority are distributed and shared
– operations and procedures are integrated and flexible
– policies and norms are designed and enforced
– fluidity and vitality contribute to productivity and success
20
SCHIZOPHRENIC ORGANIZATIONAL MODELSIN HIGHER EDUCATION
• Conventional Administrative Hierarchy
and
Academic Governancy/Bureaucracy
• Centralized Planning and Resource Allocation Systems
and
Loosely Coupled Academic Structures
and
Maverick Units and Entrepreneurial Enterprises
21
RANGE OF ORGANIZATIONAL CHARACTERISTICS
• Centralization and Decentralization
• Hierarchy and Distribution
• Bureaucracy and Adhocracy
• Simplicity and Complexity
• Formality and Informality
• Administration and Entrepreneurship
• Authority and Collaboration
22
DIFFERENCES IN ORGANIZATIONPROCESS AND CHARACTER
• Cultural Traditions
• Leadership and Power
• Strategy and Planning
• Communication and Collaboration
• Budgeting and Resource Allocation
• Assessment
23
LIBRARIES AND INNOVATION
• Redefining the Physical
Expertise
Intellectual Infrastructure
• Understanding the Geography
Psychology
Economics of Innovation
24
THE PROSPECTS FOR CHANGE IN LIBRARIES
• Entrepreneurship
• Defensive Diversification
• Receivership
• Doing Less with Less
• Expense Reductions
• Doing More with Less
• Structural Change
• Repositioning
25
ORGANIZATIONAL STRATEGIES AT COLUMBIA
• Center for New Media Teaching and Learning
• Center for Digital Research and Scholarship
• Electronic Publishing Initiative at Columbia
• Copyright Advisory Office
• Center for Human Rights Documentation and Research
• Center for Popular and Global Music
• Digital Centers for Social Sciences, Humanities, Sciences
26
LEADERSHIP IMPERATIVES
• Succession Imperative
• Strategic Imperative
• Performance Imperative
• Business Imperative
• Personal Imperative
• Accountability Imperative
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LEADERSHIP DEVELOPMENT
• Effective and Caring Mentors
• Clear and Flexible Competencies
• Quality Training Programs
• Individual Development Plans
• Distributed Leadership Models
• Immersion Experiences
• Strategic Thinking and Action
28
LEADERSHIP STRATEGIES
• Darwinian
• Capitalist
• Socialist
• Feudal
• Imperial
• Colonial
• Stalinist
29
DEVELOP THE WORKFORCE
• RECRUITMENT STRATEGIES
• ROLE OF PROFESSIONAL EDUCATION
• EMPLOYMENT STRATEGIES
• DEVELOPMENT STRATEGIES
• RETENTION STRATEGIES
• LEADERSHIP DEVELOPMENT/SUCCESSION PLANNING
• FERAL PROFESSIONALS/SOCIALIZATION ISSUES
30
FERAL PROFESSIONALSIN THE ACADEMIC LIBRARY
• Librarians With Diverse Academic Credentials
• Wide Range of New Professional Assignments
• Professional Roles of Support Staff and Students
• Impact on Values, Outlooks, Styles, Expectations
• Impact on Community Understanding, Recognition, Respect
• Impact on Organizational Relevance and Impact
31
EXPECTATIONS FOR THE LIBRARY PROFESSIONAL
• Commitment to Rigor
• Commitment to Research and Development
• Commitment to Assessment and Evaluation
• Communication and Marketing Skills
• Political Engagement
• Project Development and Management Skills
• Entrepreneurial Spirit
• Resource Development Skills
• Leadership/Inspirational Capacity
• Deep Subject or Technical Expertise