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SOMETIMES… A SCREAM
IS BETTER THAN A THESIS
KUMBAYA
RADICAL COLLABORATION
SYSTEMIC PARTNERSHIPS
James G. NealMassachusetts Board of Library Commissioners
Massachusetts Library System15 May 2012
2
REVOLUTIONARY CHANGE
David Close (The Meaning of Revolution):
…the essential feel of revolution derives from its cataclysmic quality…
it destroys people’s security and unsettles their convictions.
Thomas Kuhn (The Structure of Scientific Revolutions):
… the transition from a paradigm in crisis to a new one from which a new
tradition can emerge is far from a cumulative process.
Karl Marx (Theory of Epistemology/Theory of Ideas):
…Ideas do not exist on their own…they are real only when they are translated into action. Quantitative change and qualitative change.
3
PROGRESSIVE CHANGE
• All progress is based on a universal innate desire on the part of an organism to live beyond its income. (Samuel Butler)
• Those who speak most of progress measure it by quantity and not by quality. (George Santayana)
• Progress lies not in enhancing what is, but in advancing toward what will be. (Kahlil Gibran)
Progress - movement toward a
goal
steady improvement
4
SOME DEFINITIONS
• Primal Innovationcreativity as first importance, as a fundamental component
of organizational and individual DNA
• Radical Collaborationdrastic or sweeping energy, and not Kumbaya
• Deconstructiontaking apart the axioms or rules, or the incoherence of a
concept, position or word
• Survivalnot relevance or impact, but persistence and adaptation
QUESTIONS TO CONSIDER
• What is the NEW NORMAL?
• What TECHNOLOGIES are having greatest impact?
• How are we thinking and behaving differently about COLLECTIONS and SERVICES?
• What has been the effect on LIBRARY ROLES?
• What has been the impact on ORGANIZATION and STAFF SKILLS?
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WHAT ARE THE CORE RESPONSIBILITIES
OF 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
7
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
8
THE SHIFTING VISION OF THE LIBRARY
• Legacy
• Infrastructure
• Repository
• Portal
• Enterprise
• Public Interest
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TREND #1
CUSTOMIZATION/PERSONAL WEB
RAPIDLY SHIFTING USER BEHAVIORS AND EXPECTATIONS
SOCIAL NETWORKING
COLLECTIVE INTELLIGENCE
NEW LITERACIES
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TREND #2
• AUTOMATE OLD WORKFLOWS• SHALLOW EXPERTISE• NEW COMBINATIONS• RESISTANCE TO OUTSOURCING
REDUNDANT INEFFICIENT LIBRARY OPERATIONS
11
TREND #3
AGING AND INEFFECTIVE
SERVICE PARADIGMS
DISCOVERY FAILURES
USER ALTERNATIVES
SAGE AT THE DESK
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TREND #4
POLYCENTRISM
DISCONNECTED AND UNEVEN
LIBRARY DEVELOPMENT
WEAK PROFESSIONAL COMMUNICATION
SYSTEMS AND FORUMS
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TREND #5
MUTABILITY
CONSTANT CHANGE
HYBRID STRUCTURES
MAVERICK STRATEGIES
14
TREND #6
NEW ECONOMIC CONTEXT
HOW DO WE RESPOND TO
SMALLER BUDGETS
REDUCED PURCHASING POWER
LESS POLITICAL SUPPORT
COMPETITION FOR RESOURCES
15
TREND #7
ACCOUNTABILITY/ASSESSMENT
HOW DO WE KNOW?
IF WE ARE ADVANCING INSTITUTIONAL GOALS
ADVANCING COMMUNITY GOALS
SUPPORTING USER OBJECTIVES
SERVING NATIONAL INTERESTS
16
TREND #8
ACCELERATION OF COLLECTIVE
INNOVATION
APPS REVOLUTION
ENTREPENEURIAL IMPERATIVE
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TREND #9
GEO-EVERYTHING
GEO-LOCATION
GEO-TAGGING
GIS/MOBILE APPLICATIONS
SMART OBJECTS/SPACES
18
TREND #10
SCALE AND NETWORK EFFECTS
THROUGH AGGREGATION
MOVING OPERATIONS AND SERVICES
TO THE CLOUD
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TREND #11
COMMON SHARED RESOURCES
FOCUS ON UNIQUE RESOURCES
FUTURE OF COLLECTION DEVELOPMENT
LIE OF COORDINATION
LICENSING OF CONTENT
WEB ROT AND FUTURE OF SCHOLARSHIP
GOLDEN AGE OF SPECIAL COLLECTIONS
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TREND #12
NEW MAJORITY LEARNER
EPISODIC
DISTANT
OTHER-DIRECTED
CAREER-FOCUSED
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TREND #13
OPENNESS
OPEN ARCHIVES OPEN DATA
OPEN DESIGN OPEN SOURCE
OPEN COURSE CONTENT OPEN LINKING
OPEN TEXTBOOKS OPEN ACCESS
22
TREND #14
DEFORMALISM AND DESTRUCTURINGOF SCHOLARSHIP
OPEN ACCESS
FUTURE OF SCHOLARLY MONOGRAPH
WEB COMMUNICATION
RESPOSITORY MOVEMENT
SCHOLARLY REVIEW
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TREND #15 – NEW TECHNOLOGIESEDUCAUSE HORIZON REPORT
• Mobiles (single, portable multi-purpose device)
• Cloud Computing (distributed processing and applications)
• Geo-Everything (geolocation and geotagging)
• Personal Web (customized management of online content)
• Semantic-Aware Applications (meaning to provide answers)
• Smart Objects (links physical world with information)
• Open Content (wide distribution and repurposing)
• Electronic Book (platforms, applications, redefinition)
• Data/Big Science (research information management)
• Games As Learning Tools (participation and interaction)
• Visualization and Simulation (more meaningful and intuitive)
24
U.S. LIBRARY DEVELOPMENT
-1950 Period of EXCLUSIVITY
1950-1970 Period of POPULARIZATION
1970-1990 Period of DISCORD
1990-2010 Period of DECADENCE
2010-2015 Period of POLYGAMY
2015-2020 Period of PARABIOSIS
2020- Period of PARTICULARISM
DEFINING CHARACTERISTICS/TRENDS
• Collection Development
• User Services
• Preservation/Archiving
• Library Management Systems
• Digital and Network Technologies
• Facilities/Space Planning
25
DEFINING CHARACTERISTICS/TRENDS
• Teaching and Learning
• Research and Scholarship
• Library/Researcher Relationships
• Assessment/Accountability
• Organization and Communication
• Relationship To Community
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DEFINING CHARACTERISTICS/TRENDS
• Professional Roles/Staffing
• Governance and Leadership
• Budgets and Planning
• Cooperation and Networking
• Fundraising/Resource Attraction
• Information Policy/Political Process
27
28
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)
29
WHERE DO WE INTERSECT WITH USERS?
• Physical Spaces
• Web Spaces
• Collections
• Services
• Applications
• Technologies
• Classroom
• Laboratory
• Bedside
• Collaborations
• Anyone
• Anywhere
• Anytime
• Anyhow
30
HOW DO WE KNOW ABOUT USERS?
• Ask
• Measure
• Listen
• Observe
• Compare
• Benchmark
• Experiment
• Involve
• Prototype
• Portfolio
• Evaluate
• Experience (Aha)
31
ENHANCE THE USER 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
32
RESPOND TO USER EXPECTATIONS
• Content
• Access
• Convenience
• New Capabilities
• Cost Reduction
• Participation
• Individual Productivity
• Individual Control
• Organizational Productivity
33
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)
34
TRADITION OF LIBRARY 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
35
AREAS OF SUCCESSFUL COLLABORATION
• Licensing of Electronic Resources
• Cooperative Cataloging
• Interlibrary Loan/Document Delivery
• Information Policy Advocacy
• Offsite Shelving Facilities
• Digital Archiving
36
ARENAS FOR RADICAL COLLABORATION
• Centers for Excellence
• Mass Production
• New Infrastructure
• New Initiatives
Quality/Productivity/Innovation
37
RADICAL COLLABORATIONSOME REQUIREMENTS
• Bi- and Tri-Lateral Combinations• Sustainability/Business Plan• Legal Framework• Governance Structure• Risk Capital• Competitive Spirit
38
2CUL PROJECT
What is 2CUL?
A transformative and enduring partnership between two major academic research libraries based on a broad integration of resources, collections, services and expertise.
39
2CUL PROJECTWhy the Columbia and Cornell University Libraries?
• Major research libraries
• New York state
• Private Ivy institutions
• Similar academic characteristics
• Record of collaboration
• Record of innovation
• Budget challenges
• Will and interest
40
2CUL PROJECTWhat are the goals of 2CUL?
• Achieve major integration of operations, services, collections and resources
• Reduce cost of overall library activities to direct resources to new priority areas
• Increase revenues through joint proposals for funding, new products and services, and business opportunities marketed to academic and research customers
• Establish an independent service entity and governance structure that supports 2CUL
• Expand 2CUL beyond initial partners, and model collaboration for other groups of research libraries and for other divisions at the university
41
2CUL PROJECTWhere are we initially focusing our work?
• Technical services (acquisitions, cataloging, e-resource management)
• Collection development/global resources
• Technology infrastructure/digital preservation
• Communications
• Resource development
• New services for students and faculty
• New business/entrepreneurial services for other libraries
• Business planning and governance
BUSINESS PLANNING
• Achieving major integration of operations, services, collections and resources
• Reducing cost of overall library activities to direct resources to new priorities
• Increasing revenues through joint proposals
• Offering services to other libraries
• Bringing in other parties; building strategic partnerships
42
COLLECTIVE COLLECTION CHALLENGES
• Institutional identity, faculty acceptance
• Better sense of overlaps and gaps
• Financial restrictions, accounting systems
• Delivery mechanisms, legal issues
• Outreach/research support for faculty and students
43
BACKROOM FUNCTIONS CHALLENGES
• System of “credits” for work done on behalf of others
• Standard definitions of good enough
• Budgets/funding streams
• Shared backend systems across institutions
44
WHAT WILL SUCCESS LOOK LIKE?
• Enabling pre-requisites; user buy-in
• Expanded collections and services for our faculty and students
• Co-investment in critical under-supported areas
• From me and thee to we
• Resolved governance, co-ownership, budgetary, legal, and institutional issues
• Shared measures for success and impact
• Additional partners, provide collaborative model 45
SOME “AH HA” MOMENTS• Bringing two organizations together to perpetuate
traditional library models is not a goal but a dead end
• It’s got to be seen as being about more not less
• Enabling prerequisites for radical collaboration are key
• Appreciating cultural differences and need for face time
• Importance of trusted third party at the table
• Early wins are needed, not always in areas you expect
• Sometimes quick wins not possible, focus on longer-term benefits that will pay off
46
OTHER COLUMBIA PARTNERSHIPS(Period of Polygamy)
• Research Collections and Preservation Consortium
ReCAP
• Manhattan Research Libraries Initiative
MaRLI
• Ivies Plus Libraries
Borrow Direct
• HathiTrust and DuraSpace and Portico…
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SYSTEMIC CHANGE #1
LAST COPY PRINTREPOSITORY NETWORK
HOW MANY?
WHERE?
WHAT REQUIREMENTS?
SPACE IMPACTS
SERVICE IMPACTS
49
SYSTEMIC CHANGE #2
NATIONAL PUBLIC DIGITAL LIBRARY
MASS DIGITIZATION
PROJECT DIGITIZATION
BORN DIGITAL
KNOWLEDGE COMMONS
DOT-LIB DOMAIN
50
SYSTEMIC CHANGE #3
NATIONAL CONTENT LICENSING PROGRAM
OPEN ACCESS AGENDA
PRICE
TERMS
STANDARDS
51
SYSTEMIC CHANGE #4
WEB SITE AND WEB DOCUMENTCAPTURE/CURATION/ARCHIVING
WHAT ABOUT INTERNET ARCHIVE?
DOCUMENTING EVERYTHING?
WRITING HISTORY
SCHOLARSHIP UNDERMINED
52
PRESERVE AND ARCHIVE THE CONTENT(DIGITAL PRESERVATION NETWORK)
• Archive as Repository HOLD
• Archive as Persistence ACCESS
• Archive as Curation SECURE
• Archive as Steward CARE
• Analog
• Digital Conversion
• Born Digital
• Disaster Preparedness
SYSTEMIC CHANGE #5
53
SYSTEMIC CHANGE #6
E-RESEARCH CYBERINFRASTRUCTURE
RESEARCH INFORMATION MANAGEMENT
RESEARCHER SOLUTIONS
GOVERNMENT FUNDING
VENDOR INITIATIVES
LIBRARY ROLE
54
SYSTEMIC CHANGE #7
GLOBAL RESOURCES NETWORK
INTERNATIONAL COLLABORATION
FOREIGN ACQUISITIONS
LANGUAGE CATALOGING
GLOBAL EDUCATION AND RESEARCH
GLOBAL WEB
55
SYSTEMIC CHANGE #8
REGIONAL NETWORK OF
LIBRARY SERVICE AGENCIES
CATALOGING
PRESERVATION
DIGITIZATION
56
SYSTEMIC CHANGE #9
INFORMATION MANAGEMENTAPPS ENTERPRISE
NATIONAL LIBRARY PROGRAM
WHO DEFINES INFORMATION DISCOVERY USE AND APPLICATION?
57
SYSTEMIC CHANGE #10
LIBRARY RESEARCH & DEVELOPMENT
PROGRAM AND CONSORTIUM
INFORMATION POOR INFORMATION PROFESSION
DATA-DRIVEN DECISION MAKING
58
SYSTEMIC CHANGE #11
COORDINATED MARKETING
AND QUALITY ASSESSMENT
INSANITY OF ROI
DEFINING AND DOCUMENTING VALUE
59
SYSTEMIC CHANGE #12
NEW STANDARDS FORLIBRARY SPACE
THE TROMPE L’OEIL LIBRARY
LEARNING SPACE
SOCIAL SPACE
COLLABORATIVE SPACE
COMMUNITY SPACE
FLEXIBILITY AND ADAPTABILITY
60
SYSTEMIC CHANGE #13
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
61
SYSTEMIC CHANGE #14
MULTIPLE PATHS TO
LIBRARY WORK
FUTURE OF MLS
MANDATORY CE/CERTIFICATION
62
FERAL PROFESSIONALSIN THE INFORMATION ORGANIZATION
• Professionals 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
63
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
64
SYSTEMIC CHANGE #15
CREATE LIBRARY PAC
POLITICAL ACTION COMMITTEE
POLITICAL CANDIDATE SUPPORT
SUPPORT/OPPOSE LEGISLATION
65
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
WHERE ARE WE GOING?
RELEVANCE
IMPACT
VALUE
SURVIVAL
EXTINCTION
TERMINAL – termination of species/no descendants
PHYLETIC – one species evolves into another
66
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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 McLuhan
“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