Transcript GLOBAL WARMING INTELLIGENT DESIGN THE AXIS OF EVIL …

THE CASE FOR MUTABILITY
LIBRARY 2.0 AND IMPLICATIONS
FOR ACADEMIC LIBRARY
STAFFING, ORGANIZATION, LEADERSHIP
James G. Neal
University of California Berkeley
2 November 2007
LIBRARY 2.0 IS ALL ABOUT
MUTABILITY
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Frequent Change
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Differing from the Parental Strain
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Alteration in Form, Nature, or Quality
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Hybrid Structures and Approaches
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LIBRARY 2.0 IS ALL ABOUT
FERTILITY
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Growing and Developing
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Great Productivity/Abundance
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Enriching and Enabling
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Resourcefulness of Thought and Imagination
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New Life
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LIBRARY 2.0 IS ALL ABOUT
PARTICIPATION
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Join or Share with Others
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Have Something in Common
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Active Involvement in Matter or Event
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Joint Authority and Responsibility
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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
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FICHTER’S LIBRARY 2.0
EQUALS
BOOKS ‘N STUFF
PLUS
PEOPLE
PLUS
RADICAL TRUST
TIMES
PARTICIPATION
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HILDRETH ON SYSTEM DESIGN
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Audience Suitability
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Metaphorical Consistency
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Display Legibility
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Simplicity of Design
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Ease of Navigation
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Searching Power
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HILDRETH ON USER INTERFACE
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Physical
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Organization
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Personal
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Communication
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Functional
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INDIVIDUAL’S RELATIONSHIP
TO THE MEDIUM
• Physicality
• Geography
• Psychology
• Sociology
• Cognition
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ASCENDANCY OF INDIVIDUAL
AND 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
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Content
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Access
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Convenience
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New Capabilities
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Participation
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Cost Reduction
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Individual Productivity
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Individual Control
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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 Markets
MARKET PENETRATION
• Existing Products to New Markets
MARKET EXTENSION
• New Products for Existing Markets
PRODUCT DEVELOPMENT
• New Products for New Markets
DIVERSIFICATION
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ENHANCE THE STUDENT EXPERIENCE
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Technology Ubiquity
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Web-based Services
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Technology Sandbox
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Privacy Space
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Support Services
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Information Fluency
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Post-graduate Access
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ENHANCE THE FACULTY EXPERIENCE
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Personal Advancement/Recognition
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Contributions to Scholarly Literature
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High Quality Instructional Experiences
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Successful Students
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Work on Innovative Projects
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Collaboration with Interesting Colleagues
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Financial Compensation
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Remuneration for Own Work
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Excellent Laboratory, Library and Technology Support
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Opportunities to Experiment with Technology
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THE LIBRARIAN IN THE ACADEMY
USER RELATIONS
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Servant
Stranger
Parallel
Friend
Partner
Customer
Team
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RETHINK LIBRARY SPACE PLANNING AND IDENTITY
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Trompe L’oeil Library
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Library Use Trends
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Technology As Catalyst
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Learning Space
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Social Space
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Collaborative Space
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Flexibility And Adaptability
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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…
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–
–
–
–
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
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SCHIZOPHRENIC ORGANIZATIONAL MODELS
IN HIGHER EDUCATION
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Conventional Administrative Hierarchy
and
Academic Governancy/Bureaucracy
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Centralized Planning and Resource Allocation Systems
and
Loosely Coupled Academic Structures
and
Maverick Units and Entrepreneurial Enterprises
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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
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DIFFERENCES IN ORGANIZATION
PROCESS AND CHARACTER
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Cultural Traditions
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Leadership and Power
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Strategy and Planning
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Communication and Collaboration
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Budgeting and Resource Allocation
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Assessment
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LIBRARIES AND INNOVATION
• Redefining the Physical
Expertise
Intellectual Infrastructure
• Understanding the Geography
Psychology
Economics of Innovation
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THE PROSPECTS FOR CHANGE IN LIBRARIES
• Entrepreneurship
• Defensive Diversification
• Receivership
• Doing Less with Less
• Expense Reductions
• Doing More with Less
• Structural Change
• Repositioning
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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
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LEADERSHIP IMPERATIVES
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Succession Imperative
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Strategic Imperative
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Performance Imperative
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Business Imperative
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Personal Imperative
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Accountability Imperative
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LEADERSHIP DEVELOPMENT
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Effective and Caring Mentors
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Clear and Flexible Competencies
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Quality Training Programs
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Individual Development Plans
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Distributed Leadership Models
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Immersion Experiences
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Strategic Thinking and Action
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LEADERSHIP STRATEGIES
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Darwinian
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Capitalist
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Socialist
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Feudal
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Imperial
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Colonial
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Stalinist
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DEVELOP THE WORKFORCE
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RECRUITMENT STRATEGIES
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ROLE OF PROFESSIONAL EDUCATION
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EMPLOYMENT STRATEGIES
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DEVELOPMENT STRATEGIES
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RETENTION STRATEGIES
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LEADERSHIP DEVELOPMENT/SUCCESSION PLANNING
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FERAL PROFESSIONALS/SOCIALIZATION ISSUES
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FERAL PROFESSIONALS
IN 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
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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
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QUALITIES FOR LIBRARY PROFESSIONAL
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Clear Sense of Mission
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Self Vision
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Base of Knowledge
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Strategic Positioning
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Continuous Improvement
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