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
6
FICHTER’S LIBRARY 2.0
EQUALS
BOOKS ‘N STUFF
PLUS
PEOPLE
PLUS
RADICAL TRUST
TIMES
PARTICIPATION
7
HILDRETH ON SYSTEM DESIGN
• Audience Suitability
• Metaphorical Consistency
• Display Legibility
• Simplicity of Design
• Ease of Navigation
• Searching Power
8
HILDRETH ON USER INTERFACE
• Physical
• Organization
• Personal
• Communication
• Functional
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
11
LIBRARY 2.0 VALUES CHALLENGE
• Intellectual Freedom
• Civility
• Privacy
• Confidentiality
• Stability/Integrity
• Free Flow of Information
• Trust and Subversion
12
RESPOND TO USER EXPECTATIONS
• Content
• Access
• Convenience
• New Capabilities
• Participation
• Cost Reduction
• Individual Productivity
• Individual Control
• Organizational Productivity
13
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
14
ENHANCE THE STUDENT EXPERIENCE
• Technology Ubiquity
• Web-based Services
• Technology Sandbox
• Privacy Space
• Support Services
• Information Fluency
• Post-graduate Access
15
• 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
16
THE LIBRARIAN IN THE ACADEMYUSER RELATIONS
• Servant• Stranger• Parallel• Friend• Partner• Customer• Team
17
• 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
18
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
19
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
27
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
32
QUALITIES FOR LIBRARY PROFESSIONAL
• Clear Sense of Mission
• Self Vision
• Base of Knowledge
• Strategic Positioning
• Continuous Improvement
