the imperfect storm the prospects for systemic change across academic libraries james g. neal...
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THE IMPERFECT STORM
THE PROSPECTS FOR SYSTEMIC CHANGEACROSS ACADEMIC LIBRARIES
James G. NealVALE/NJ-ACRL/NJLA-CUS
Annual Conference5 January 2011
2
WHAT ARE THE CORE RESPONSIBILITIESOF THE LIBRARY?
• Information Selection
• Information Acquisition
• Information Synthesis
• Information Navigation
• Information Dissemination
• Information Interpretation
• Information Understanding
• Information Use
• Information Application
• Information Archiving
• In Support of Teaching and Learning
• In Support of Research and Scholarship
3
CHANGING LIBRARY ROLES
• Libraries as Consumers
• Libraries as Intermediaries and Aggregators
• Libraries as Publishers
• Libraries as Educators
• Libraries as R&D Organizations
• Libraries as Entrepreneurs
• Libraries as Policy Advocates
4
THE SHIFTING VISION OF THE LIBRARY
• Legacy
• Infrastructure
• Repository
• Portal
• Enterprise
• Public Interest
5
TREND #1
CUSTOMIZATION/PERSONAL WEB
RAPIDLY SHIFTING USER BEHAVIORS AND EXPECTATIONS
SOCIAL NETWORKINGCOLLECTIVE INTELLIGENCE
NEW LITERACIES
6
WHO ARE OUR USERS?
• Students (diversity abounds)
• Faculty (expectations galore)
• Researchers (tribal differences)
• Administration (the bottom line)
• Community (local politics)
• Working Professionals (practical applications)
• Alumni and Donors (largely ignored)
• World on the Web (the new majority)
7
WHERE DO WE INTERSECT WITH USERS?
• Physical Spaces
• Web Spaces
• Collections
• Services
• Applications
• Technologies
• Classroom
• Laboratory
• Bedside
• Collaborations
• Anyone
• Anywhere
• Anytime
• Anyhow
8
RESPOND TO USER EXPECTATIONS
• Content
• Access
• Convenience
• New Capabilities
• Cost Reduction
• Participation
• Individual Productivity
• Individual Control
• Organizational Productivity
9
EMBRACE THE “HUMAN” OBJECTIVES
• Success (turn out well, attain desired end)
• Happiness (well-being and contentment)
• Productivity (achieving results or benefits)
• Progress (forward movement or betterment)
• Relationships (personal connections or attachments)
• Experiences (observation or participation)
• Impact (significant effect)
10
TREND #2
• AUTOMATE OLD WORKFLOWS• SHALLOW EXPERTISE• NEW COMBINATIONS• RESISTANCE TO OUTSOURCING
REDUNDANT INEFFICIENT LIBRARY OPERATIONS
11
TREND #3
AGING AND INEFFECTIVESERVICE PARADIGMS
DISCOVERY FAILURES
USER ALTERNATIVES
SAGE AT THE DESK
12
TREND #4
POLYCENTRISM
DISCONNECTED AND UNEVENLIBRARY DEVELOPMENT
WEAK PROFESSIONAL COMMUNICATIONSYSTEMS AND FORUMS
13
TREND #5
MUTABILITY
CONSTANT CHANGE
HYBRID STRUCTURES
MAVERICK STRATEGIES
14
PLANNING AND TRANSFORMATION
• Too much planning and too little strategic thinking.
• Existing structures and processes built for slower pace of change.
• Academic program planning not linked to institutional strategic planning.
• Resource allocations not linked to strategies.
• Planning cycles expenditure-based rather than strategic.
15
BUILD NEW ORGANIZATIONAL MODELS
• Conventional Administrative Hierarchyand
Academic Governancy/Bureaucracy
• Centralized Planning and Resource Allocation Systemsand
Loosely Coupled Academic Structuresand
Maverick Units and Entrepreneurial Enterprises
16
TREND #6
NEW ECONOMIC CONTEXT
HOW DO WE RESPOND TO
SMALLER BUDGETS
REDUCED PURCHASING POWER
LESS POLITICAL SUPPORT
COMPETITION FOR RESOURCES
17
THE PROSPECTS FOR CHANGE IN LIBRARIES
• Defensive Diversification• Receivership• Doing Less with Less• Expense Reductions• Doing More with Less• Entrepreneurship• Structural Change• Repositioning
18
DEVELOP NEW RESOURCESFUNDING STRATEGIES
• Operating Budget Reallocation
• New Operational Resources
• External Fundraising
• Research/Service Grants
• Co-Investment
• Public/Private Partnerships
• Technology Transfer
• Entrepreneurial/New Business Development
19
TREND #7
ACCOUNTABILITY/ASSESSMENT
HOW DO WE KNOW?
IF WE ARE ADVANCING INSTITUTIONAL GOALS
SUPPORTING USER OBJECTIVES
SERVING NATIONAL INTERESTS
20
PREPARE FOR ACCOUNTABILITY AND ASSESSMENT
• Institutional Expectations
• Government/Funder Mandate
• Measures Of User Satisfaction
• Measures Of Market Penetration
• Measures Of Success
• Measures Of Impact
• Measures Of Cost Effectiveness
• System Design For Usability
21
TREND #8
ACCELERATION OF COLLECTIVEINNOVATION
APPS REVOLUTION
ENTREPENEURIAL IMPERATIVE
22
TREND #9
GEO-EVERYTHING
GEO-LOCATION
GEO-TAGGING
GIS/MOBILE APPLICATIONS
SMART OBJECTS/SPACES
23
TREND #10
SCALE AND NETWORK EFFECTSTHROUGH AGGREGATION
MOVING OPERATIONS AND SERVICESTO THE CLOUD
24
TREND #11
COMMON SHARED RESOURCESFOCUS ON UNIQUE RESOURCES
FUTURE OF COLLECTION DEVELOPMENT
LIE OF COORDINATION
LICENSING OF CONTENT
WEB ROT AND FUTURE OF SCHOLARSHIP
GOLDEN AGE OF SPECIAL COLLECTIONS
25
BUILD THE DIGITAL LIBRARYQUALITY = CONTENT + FUNCTIONALITY
• Published/Licensed Content
• Primary Content
• Open Web Content
• Institutional Content
• Multimedia Content
• Integrated Services
• Software Tools
26
PRESERVE AND ARCHIVE THE CONTENT
• Archive as Repository HOLD• Archive as Persistence ACCESS• Archive as Curation SECURE• Archive as Steward CARE
• Analog
• Digital Conversion
• Born Digital
• Disaster Preparedness
27
TREND #12
NEW MAJORITY LEARNER
EPISODIC
DISTANT
OTHER-DIRECTED
CAREER-FOCUSED
28
ENHANCE THE STUDENT EXPERIENCE
• Technology Ubiquity
• Point-of-Need Information
• Web-based Services
• Technology Sandbox
• Privacy Space
• Social Success
• Support Services
• Information Fluency
• Post-graduate Access
• Career Assistance
29
TREND #13
OPENNESS
OPEN ARCHITECTURE OPEN DATAOPEN DESIGN OPEN
SOURCEOPEN KNOWLEDGE OPEN
ACCESS
30
TREND #14DEFORMALISM AND DESTRUCTURING
OF SCHOLARSHIP
OPEN ACCESS
FUTURE OF SCHOLARLY MONOGRAPH
WEB COMMUNICATION
RESPOSITORY MOVEMENT
SCHOLARLY REVIEW
31
ADVANCE THE REPOSITORY MOVEMENT
• Discipline Repositories
• Institutional Repositories
• Departmental/School Repositories
• Individual Repositories
• Government Repositories
• National Repositories
• Publisher Repositories
32
TREND #15
ADVANCING FROM KUMBAYATO RADICAL COLLABORATION
33
FORUMS FOR COOPERATION
• Library Systems
• Local and Regional Cooperation
• State Projects
• Multi-State Projects
• National Consortia/Projects
• International Partnerships
• Researcher Collaboration
• Publisher Collaboration
• Collaboration with TechnologyOrganizations
• Corporate Partnerships
• Business Partnerships
REACHING OUT TO CULTURAL COMMUNITY
PROMOTING NEW COMBINATIONS THRU PUBLIC-PRIVATE PARTNERSHIPS
34
ARENAS FOR COLLABORATION
• Centers for Excellence
• Mass Production
• New Infrastructure
• New Initiatives
Quality/Productivity/Innovation
35
RADICAL COLLABORATIONSOME REQUIREMENTS
• Bi- and Tri-Lateral Combinations• Sustainability/Business Plan• Legal Framework• Governance Structure• Risk Capital• Competitive Spirit
36
SYSTEMIC CHANGE #1
LAST COPY PRINTREPOSITORY NETWORK
HOW MANY?
WHERE?
WHAT REQUIREMENTS?
SPACE IMPACTS
SERVICE IMPACTS
37
CLOUD LIBRARY PROJECT• Print Repository
Research Collection and Preservation Consortium
• Digital RepositoryHathi Trust
• Digital SurrogateGoogle Books Public Domain Content
• Research Library User Services/Collection ManagementNew York University Libraries
38
CLOUD LIBRARY PROJECT• Aggregate Collection Analysis/Overlap Study
• Library Risk Assessment
• Service Requirements/Expectations
• Model Service Agreements
• Business Models/Implementation Plan
39
SYSTEMIC CHANGE #2
NATIONAL PUBLIC DIGITAL LIBRARY
MASS DIGITIZATION
PROJECT DIGITIZATION
BORN DIGITAL
KNOWLEDGE COMMONS
DOT-LIB DOMAIN
40
SYSTEMIC CHANGE #3
NATIONAL CONTENT LICENSING PROGRAM
OPEN ACCESS AGENDA
PRICE
TERMS
STANDARDS
41
SYSTEMIC CHANGE #4
WEB SITE AND WEB DOCUMENTCAPTURE/CURATION/ARCHIVING
WHAT ABOUT INTERNET ARCHIVE?
DOCUMENTING EVERYTHING?
WRITING HISTORY
SCHOLARSHIP UNDERMINED
42
SYSTEMIC CHANGE #5E-RESEARCH CYBERINFRASTRUCTURE
RESEARCH INFORMATION MANAGEMENT
RESEARCHER SOLUTIONS
GOVERNMENT FUNDING
VENDOR INITIATIVES
LIBRARY ROLE
43
SUPPORT THE NEEDS OF BIG SCIENCE
• Federal Mandate
• Massive Data
• Unstructured Data/Curation
• Extraction
• Distribution
• Collaboration
• Visualization
• Simulation
44
SYSTEMIC CHANGE #6
GLOBAL RESOURCES NETWORK
INTERNATIONAL COLLABORATION
FOREIGN ACQUISITIONS
LANGUAGE CATALOGING
GLOBAL EDUCATION AND RESEARCH
GLOBAL WEB
45
SYSTEMIC CHANGE #7
REGIONAL NETWORK OF LIBRARY SERVICE AGENCIES
CATALOGING
PRESERVATION
DIGITIZATION
46
SYSTEMIC CHANGE #8
INFORMATION MANAGEMENTAPPS ENTERPRISE
NATIONAL LIBRARY PROGRAM
WHO DEFINES INFORMATION DISCOVERY USE AND APPLICATION?
47
SYSTEMIC CHANGE #9
LIBRARY RESEARCH & DEVELOPMENTPROGRAM AND CONSORTIUM
INFORMATION POOR INFORMATION PROFESSION
DATA-DRIVEN DECISION MAKING
48
SETTING THE R&D AGENDA
INDIVIDUAL PROFESSIONAL INTEREST IMPORTANCE
R&DAGENDA
ORGANIZATIONAL NATIONAL PRIORITY NEED
49
THE R&D ENTERPRISE IN THE LIBRARY
• New Knowledge Creation• Laboratory for Experimentation• Magnet for New Skills/Capabilities• Venue for Faculty Collaboration• Venue for Corporate Collaboration• Solve Library Problems• Solve Information Problems• Solve Technology Problems
50
THE R&D ENTERPRISE IN THE LIBRARY
• Potential for Capitalization/Technology Transfer
• Foundation and Federal Funding
• Library Credibility and Visibility
• Support for Decision Making
• Organizational Culture
• Digital Library Program Development
• Organizational Risks
51
SYSTEMIC CHANGE #10
COORDINATED MARKETINGAND QUALITY ASSESSMENT
INSANITY OF ROI
DEFINING AND DOCUMENTING VALUE
52
SYSTEMIC CHANGE #11
NEW STANDARDS FORACADEMIC LIBRARY SPACE
THE TROMPE L’OEIL LIBRARY
LEARNING SPACE
SOCIAL SPACE
COLLABORATIVE SPACE
FLEXIBILITY AND ADAPTABILITY
53
SOME QUESTIONS ABOUTCONCEPTION AND APPLICATION OF SPACE
__________________________
1. Why do individuals enter a space?
MOTIVATION/OBJECTIVE
2. How do individuals navigate a space?
TRANSPORTATION/CIRCULATION
3. How do individuals use a space?
EXPERIENCE/PRODUCTIVITY
4. What is balance among FUNCTION, USABILITY
and AESTHETICS?
54
SOME QUESTIONS ABOUTCONCEPTION AND APPLICATION OF SPACE
__________________________
5. How do individuals relate to each other?
PRIVATE/COLLABORATIVE/PUBLIC
6. What is the symbolic role of space?
EMOTIONAL/SPIRITUAL
7. How does a space reflect/advance larger organization?
MISSION/SUCCESS/FEEL
8. How does a space enable FLEXIBILITY
and ADAPTABILITY?
55
SOME NEW GUIDELINESFOR FUTURE PLANNING AND DESIGN
OF LIBRARY SPACE
1. Focus less on statistical and operational formulas.
2. Focus more on diversity of need and personal
adaptability/customization.
3. Design for the agile rather than the static.
4. Start with the user and not the collection.
5. Start with the technology and not with the staff.
56
SOME NEW GUIDELINESFOR FUTURE PLANNING AND DESIGN
OF LIBRARY SPACE
6. Bring the classroom into the library.
7. Bring the academy into the library.
8. Conceive the library five years ahead.
9. Think more about playground and less about sanctuary.
10. Prepare for anxiety, disruption and chaos.
57
SYSTEMIC CHANGE #12
INFORMATION LITERACYSTOP THE MADNESS
ACADEMIC CRUTCH
WHAT DIFFERENCE DO WE MAKE?
CAN INFORMATION LITERACY ACTUALLY BE TAUGHT?
BETTER TO INVEST IN MARKETING AND ACADEMIC INTEGRATION
58
SYSTEMIC CHANGE #13
MULTIPLE PATHS TOACADEMIC LIBRARY WORK
FUTURE OF MLS
MANDATORY CE/CERTIFICATION
59
EXPECTATIONS FOR THE INFORMATIONAL 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• Commitment to Collaboration• Resource Development Skills• Leadership/Inspirational Capacity• Deep Subject or Technical Expertise• Deep Service Commitment
60
SYSTEMIC CHANGE #14
CREATE LIBRARY PACPOLITICAL ACTION COMMITTEE
POLITICAL CANDIDATE SUPPORT
SUPPORT/OPPOSE LEGISLATION
61
ADVOCATE THE INFORMATION POLICY AGENDA
• INTELLECTUAL FREEDOM
• PRIVACY
• CIVIL LIBERTIES
• EDUCATION PROGRAMS
• RESEARCH PROGRAMS
• INTERNET DEVELOPMENT
• TELECOMMUNICATIONS
• GOVERNMENT INFORMATION
• APPROPRIATIONS
• WORKFORCE POLICY
• FIGHTING THE COPYRIGHT WARS
HOPE/POWER/ACTION THROUGH COLLABORATION
62
ACADEMIC LIBRARY DEVELOPMENT
-1950 Period of EXCLUSIVITY1950-1970 Period of POPULARIZATION1970-1990 Period of DISCORD1990-2010 Period of DECADENCE2010-2020 Period of PARABIOSIS2020- Period of PARTICULARISM
63
HOW DO WE FEEL?• Anxious - an abnormal and overwhelming sense of apprehension and fear
• Disrupted - interruption of normal course or unity, thrown into disorder
• Chaotic - state of utter confusion, unpredictability in the behavior of complex systems
“Our age of anxiety is, in great part, the result of trying to do today’s jobs with yesterday’s tools.”
Marshall McCluhan
“One of the litmus tests is that a disruptive technology enables a larger population of less skilled people to do things that historically only an expert could.”
Clayton ChristensenThe Innovator’s Dilemma
“Chaos often breeds life, when order breeds habit.”Education of Henry Adams
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