Reshaping the Advocacy Debatefor Stronger Learning, Research, Discovery, Libraries and Communities
Stephen Abram
Additional Credit: Ken Haycock & Wendy Newman
Not Business as Usual!
Change is speeding up (D’oh!)
Boomers aren’t the largest demographic
Demographics have changed radically (although opinions haven’t caught up)
Kids have materially changed (skills,brain, genome, IQ, development …)
Technology has changed more than everything
Personal matters – e.g. shared home lines to personal mobile
“Everything bad is good for you”
Managing the ‘Commons’ as strategy not service space
Role of quality curation versus consumer web search
Library staff T&D, webinars and conferences, i.e. TALL Texans / NELI
EveryLibrary.org PAC
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What we know is POWERFUL!
Via Stephen’s Lighthouse Blog
“Curb Your librarian Frustration in 8 Easy Steps”
New York State 2012 Summary of School Library Research
Ken Haycock OLA Summary of School Library Impact Studies
Advance: McKinley HS Study by Project Tomorrow
Project Tomorrow reports to Congress
Alison Head and Information Fluency research
Foresee Data and overall Usage Data
Pew Internet & American Life reports
Bill & Melinda Gates Foundation studies
IMLS, NCES, ARL, ACRL, ALA, LJ, etc.
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The Value of Libraries Soundbite
The Value of Public Librarieshttp://stephenslighthouse.com/2010/04/06/the-value-of-public-libraries/
The Value of School Librarieshttp://stephenslighthouse.com/2010/04/06/the-value-of-school-libraries/
The Value of Academic and College Librarieshttp://stephenslighthouse.com/2010/04/07/value-of-academic-and-college-libraries/
http://stephenslighthouse.com/2010/11/01/the-value-of-academic-libraries-redux-acrl/
The Value of Special Librarieshttp://stephenslighthouse.com/2010/04/07/value-of-special-libraries/
Library Advocacy: Save the Library Campaignshttp://stephenslighthouse.com/2010/04/01/save-the-library-campaigns/
Storytelling…
The Value of Libraries Soundbite
The Value of Academic and College Librarieshttp://stephenslighthouse.com/2010/04/07/value-of-academic-and-college-libraries/
ACRL The Value of Academic Libraries
http://stephenslighthouse.com/2010/11/01/the-value-of-academic-libraries-redux-acrl/
VALUE OF ACADEMIC LIBRARIES TOOLKIT
http://www.ala.org/acrl/issues/value/valueofacademiclibrariestoolkit
• Working Together: Evolving Value for Academic Libraries
http://libraryvalue.wordpress.com/report/
What We Never Really Knew Before
27% of our users are under 18. 59% are female. 29% are college students. 5% are professors and 6% are teachers. On any given day, 35% of our users are there for the very
first time! Only 29% found the databases via the library website. 59% found what they were looking for on their first search. 72% trusted our content more than Google. But, 81% still use Google. (Wikipedia too)
2010 Eduventures Research on Investments 58% of instructors believe that technology in courses positively impacts student engagement.
71% of instructors that rated student engagement levels as “high” as a result of using technology in courses.
71% of students who are employed full-time and 77% of students who are employed part-time prefer more technology-based
tools in the classroom.
79% of instructors and 86 percent of students have seen the average level of engagement improve over the last year as they
have increased their use of digital educational tools.
87% of students believe online libraries and databases have had the most significant impact on their overall learning.
62% identify blogs, wikis, and other online authoring tools while 59% identify YouTube and recorded lectures.
E-books and e-textbooks impact overall learning among 50% of students surveyed, while 42% of students identify online
portals.
44% of instructors believe that online libraries and databases will have the greatest impact on student engagement.
32% of instructors identify e-textbooks and 30% identify interactive homework solutions as having the potential to improve
engagement and learning outcomes. (e-readers was 11%)
49% of students believe that online libraries and databases will have the greatest impact on student engagement.
Students are more optimistic about the potential for technology.
OMG – eBooks!Re-framing as an opportunity not a crisis
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Black & White
Recognize key shifts – Challenge Assumptions
• Access to the library collections and services from any device, at any time from anywhere. (mobile)
• Massive aggregates of information that have been selected for inclusion because of their quality by either: a) librarians,
or b) filtered by communities of users through ranking systems and ultimately reviewed and signed-off by librarians for
final inclusion in those aggregates. (cloud computing)
• Discovery workbenches or platforms that allow the users to discover existing knowledge and build new knowledge in
highly personalized manners. (discovery products with new extensions)
• Easy access and integration of the full range of library services into other products they use frequently, such as course
or learning management systems, social networking, discussion forums, etc. (rich API's, extensive support of Apps and
standards to support other extensions) [Linked Data]
• Contextual support, i.e. the ability for librarianship to help members understand the environment in which a particular
piece of work was generated (for instance, Mark Twain's writings, or scientific research-is this a peer reviewed
publication? (new products needed)
• Unbiased information. (start conveying the distinction, a huge differentiator)
• Pro-active services. Get out in front. Someone up for tenure? Go to their office. Find out what they need and get it to
them. (analytic tools, coupled with massive aggregates of data)
Carl Grant’s Differentiators
Sustainability versus digital evolution
• Our people are our brand – not information, databases, technology or books. Staff deliver
the service. A service devoid of staff promotion is a recipe for failure or outsourcing.
• Question improvement
• Predictive service through excellent contextual relationships
• Copyright knowledge and compliance
• Service, professional service not good and efficient step&fetchit servitude
• Information fluency professional development – not mere training, literacy, …
• Special and unique collections curated in context and pruned as needed
• Curriculum, discovery, teaching and research alignment
• Visibility where the users are, not a destination strategy
• eLearning development teams, MOOCs, eTextbooks, eReserves, eServices, etc.
• Developing rubrics, measurements and proofs of impact
Stephen Abram’s Key Differentiators
Death by Opportunity – Setting Priorities
Funding is Attitudinal … Support versus Commitment
Deer in headlamps slide here.
Sadly… New research shows . . .
Library leaders are seen positively but not perceived to work with politicians or other community leaders for community development or betterment.
Advocacy Positioning Issues
• Transformation not information Transactions.
• Broad infrastructure not institutional walls.
• Necessity not nice to have.
• Future focused rather than past and tradition.
• Return on investment (for me) not altruism for others.
• Education and Information Professionals not ‘Service’ or Servant
• Impact and Outcomes not Statistics and Effort
• Values based not Motherhood and Apple Pie
Realities “Boomers” in power, but
diversity rules Numbers = mandate Interest groups less influential Confrontation no longer
effective – e.g. petitions money available but only for
government priorities and emergencies
Social power model
The Decision-maker’s EnvironmentThe Decision-maker’s EnvironmentVolatility of the public mood/staff morale
General dissatisfaction, distaste for the governing/administrative & political process and politicos and ‘’crats
public expectations & dogma
tax relief plus spending cuts
social program maintenance
deficit reduction
NO PAIN
The Decision-maker’s environmentThe Decision-maker’s environment
the reality that revenues grow more slowly than expenditures
trickle down effect: federal-state municipal-institutional
result:
cost containment, fiscal conservatism, “hanging tough”
look for “real savings” and “scapegoats”
less responsive to special interests
The Decision-maker’s environmentThe Decision-maker’s environment
What points can we make that are more compelling than their need to “hang tough” in the current environment?
What proofs do we have?
Role of social media?
Do you understand revenue sources?
Understand the Difference in Influence
Lobbying
Public Relations
Marketing & Promotion
Advocacy
Relationships
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What is Lobbying?
Influencing decision-makers in the legislative process to take a certain position which they may otherwise not have taken.
Leadership Defined
Leadership is a process of social influence
through which one person is able to enlist
the aid and support of others in the
accomplishment of a common task.
Trust
• Character• Competence• Confidence• Credibility• Congruence
.
What Works
Rationality/ appeals/ consultation Socio/Economic/Educational Context; History
Connecting with Changing AgendasLegitimacyTrustRelationshipsView of Colleagues
Tactics:Ingratiation (make them feel important)Assertiveness (make demands)Rationality (explain reasons)Sanctions (administrative means for compliance)Exchange of benefits (trade-offs & compromise)Upward influence (appeal to higher levels)Blocking (prevent from achieving goal)Coalitions (enlist others to influence)Inspirational AppealsConsultation
What Works with Politicians
Coalitions
Networks of groups and individuals
Influential: personal values and beliefs and measures of ideology; belief about the outcome.
Motivation: satisfying constituents, gaining influence, making good policy
Relationships with them and THEIR networks
Aligning with their learning style(s)
Stories
What Does Not Work
WHAT DOES NOT WORK IN ISOLATION✖ Demand for Services (Threats, real or implied)✖ Entreaties from Patrons/Customers✖ Advocacy by Stakeholders✖ Lobbying by Boards✖ Effectiveness of Service✖ Perceptions of Service? Lobbyists✖ Power and control✖ INTUITION• The hard sell.• No compromise• Persuasion is not great arguments • (need credibility, emotional language, mutually beneficial)• One-shot effort.• Persuasion is not convincing or selling but learning and negotiating.
Major Inhibitors
“Relationships cause people to want to be with you, but respect causes them to want to be empowered by you.”
“The reality is that difficulties seldom defeat people; lack of faith in themselves usually does it.”
Advocacy Defined
What is Advocacy?What is Advocacy?
• Understanding the agenda (e.g. smaller government)
• creating a common agenda with decision-makers
• lobbying effectively
• working with the media
• delivering the right message
• to the right person
• network of advocates
• being at the table and/or consulted
Three things to remember:
People do things for their reasons not yours
People pay attention to the things that they love and value
Tell people what they need to hear, not what you want them to know.
What is Lobbying?Influencing decision-makers in the legislative process to take a certain position which they may otherwise not have taken.
What is Public Relations?What is Public Relations? Getting the library’s
message across This is who we are
and what we do, this is when and where we do it and for whom...
This is the Benefit.
What is Marketing? What is Marketing? finding out what the
customer needs and changing, when necessary, to meet those needs
who are you, and what do you need, how, where and when can we best deliver it to you, tell you about it, [and what are you willing to pay or fund?]
What is Advocacy? What is Advocacy? marketing an issue support and
awareness are built incrementally
your agenda will be greatly assisted by what we have to offer
Advocacy is:Advocacy is:
• telling the/a library story
• creating conditions that allow others to act on your behalf
• expanding someone’s consciousness
• evoking or creating memories
• confirming your identity
• enhancing awareness, appreciation, support
• Shared agenda – ALL types of libraries
• TEAMWORK
• Good Followership
• HAVING A GOAL
Advocacy is:Advocacy is:
• an exercise in creativity and initiative• an art and a science• creating relationships, partnerships, coalitions• respecting other people’s views, priorities and reasons• a responsibility of leaders (and followers)• about potential and the future: the survival of libraries• Non partisan
BetrayalBetrayalOne of the main roles of an advocate is to “wake up” ourselves and others, and it is often through some form of betrayal that we receive such a wakeup call.
Advocacy Roles
Roles in AdvocacyRoles in Advocacy
It is critical that groups in the same environment are working in a coordinated and congruent manner toward the same objectives.
Internal backbiting and visible or subtle non-support of people leading the charge weakens and sabotages the whole agenda.
Roles in AdvocacyRoles in Advocacy
Decision makers feel uncertain and confused when groups or individuals supposedly working together assert different priorities.
It also gives them an excuse to do nothing.
What’s at Stake?What’s at Stake?
Library users tell us of:
• the need for the librarian as a gateway and navigator to the increasingly overwhelming world of information and knowledge.
• the need for the library as a public place for community, learning and for intellectual discourse.
• the need for the electronic delivery of full text information and graphics to the user’s desktop –where they are.
• Shared inspiration, community and learning• Shared economic and social success
What’s at Stake?What’s at Stake?
Research tells us that the public and our users are consistently more supportive of libraries, librarians and library funding than our decision makers.
Positions:
1.Economic
2.Learning Impact
3.Social & Access Mediation
What’s at Stake?What’s at Stake?
“People love their libraries, but libraries cannot live on love alone.”
Harness your passion!
Find your courage!
Finding your passion...Finding your passion...
Dig down deeply underneath your concerns and find out what is really important to you about libraries.
Finding your courage...Finding your courage...
knowing what you really believe, and being passionate in that belief, is the first step in finding the courage to speak out.
Finding your courage...Finding your courage...
The more you make your issue about the other person’s needs, it becomes less about you.
And if it is not about you, what is there to be afraid of?
The Means Not The End
AdvocacyAdvocacy
Power or Influence
The Advocacy PlanThe Advocacy Plan
Start by asking these questions...Do we all have the same understanding of the
issue? Words matter.
Do we all agree that action must be taken?
Do we have the time to dedicate to a serious planning effort?
Will we make the time?
The Advocacy PlanThe Advocacy Plan
Understand the environment in which your decision-makers are working. It determines the context for your planning.
Influencing Decision-makers Neutral position Your position
Contrary position Neutral position Your position
What we want to do is move someone from the position they are currently at to a new position on an issue.
What influence techniques work on you?
Your original position, describe it:
Your new position,describe it:
How were others successful in influencing your position? What did they do? What did they say?
Why be an advocate?
If you don’t stand up for yourself and what you believe, who will do it for you?
If you do nothing, will decision-makers usually do the right thing?
You are your own best advocate!
The 5-step Advocacy PlanThe 5-step Advocacy Plan
1. Objectives
2. Target Groups
3. Strategies
what? where? when?who? how?
4. Communication Tools
5. Evaluation
The 5-Step Advocacy PlanThe 5-Step Advocacy Plan
Objective: have a clear, measurable objective.
Objective Objective
Make sure your objectives are SMART:
Specific
Measurable
Action-oriented with
Responsibilities stated and
Timed
The 5-step Advocacy PlanThe 5-step Advocacy Plan
Target Group(s): know who is important in the achieving of your objective; find out all you can about them and their interests.
Target Groups Target Groups
Your most important target group is often the smallest in number and thus potentially the easiest to reach.
Target Groups Target Groups
deliver the right message to the right person
who is important to a particular decision maker?
get them to help champion your cause
what is their context?
research, research, research
Strategies Strategies
What are the obstacles?
Physical
Personal
Semantic
Environmental
Strategies: Overcoming ‘obstacles’ Strategies: Overcoming ‘obstacles’
Factors in the environment influencing government decisions
public opinion
fiscal pressures
interest groups
media coverage
timing: budgets, shuffles, elections
opposition parties
civil servants
The 5-step Advocacy PlanThe 5-step Advocacy Plan
Strategies1. What?
2. Where?
3. When?
4. Who?
5. Why?
6. How?
Strategies Strategies
What? Acknowledge all the factors that may stand in the way of achieving your objective: the obstacles.
Strategies: overcoming obstacles Strategies: overcoming obstacles
Creating a Common Agenda credible, relevant information is the key to success
accurate information earns trust; misinformation will destroy it
anyone can whine about an issue, not everyone can solve it
your issue is never alone on the agenda
Stop Whining!Stop Whining!
Strategies: overcoming obstacles
Strategies: overcoming obstacles
The agenda gap: your agenda and the government or organization’s agenda may or may not
be the same
governments/organizations make decisions based on perceived public/ organizational interest
the development of your position must reflect an understanding of their agenda
Strategies: overcoming obstacles
Strategies: overcoming obstacles
Creating a Common Agenda this understanding will allow you to bridge the agenda gap
this understanding is critical to your being perceived as credible and with constructive solutions
Strategies Strategies
Where? “on their turf”
When? on their time schedule, opportunistic too
Who? decide carefully who will do the communicating - match carefully for credibility
Strategies Strategies
How? Determine what your key message will be - use “soundbites”
“People love their libraries, but libraries cannot live on love alone.”
The 5-step Advocacy PlanThe 5-step Advocacy Plan
Communication Tools:
Take a look at your strategies and decide what communication tool will most effectively deliver your message.
The Most Effective Communication Tools The Most Effective Communication Tools
word-of-mouth
one-on-one meetings
telephone
group meetings
public meetings, forums
Mass Communication Tools Mass Communication Tools
E-mailTweetsLinkedInFacebookG+YouTubeletterspromotional materialinstructional materialnews releasesadvertisingbusiness cardsWebsitesT-shirts, buttons, bookmarks
Communication tools -protocol Communication tools -protocol
invitations
thank you’s
photographs
special events
awards
CommunicationCommunication
Advocacy is about RESPECT
understand what makes the other person “tick” - speak their language
be brief
be appreciative
be specific
be informative
be courteous
WIIFT
Share and be social and memorable
The 5-step Advocacy PlanThe 5-step Advocacy Plan
Evaluation
Plan now how you will measure your success. (link back to your objective.)
Evaluation Evaluation
part of planning: state measures of success in your objectives
accountability
did you meet your objectives?
what worked? Didn’t?
would you do it again?
what changes would you make?
SummarySummary
An effective advocate: knows how to access and use necessary resources
knows how to contact key decision-makers
writes an effective letter to a decision-maker
knows who can get to the key decision-makers
Summary
An effective advocate:
• understands the governing environment
• says “thank you”.... often
• understands the importance of timing
• never, ever cries “wolf”
• is never a “lone wolf”• Knows the humanity of decision makers
Forces for Good: High-Impact Nonprofits
Presents six practices of high impact non-profits:
offering advocacy efforts and service
harnessing market forces and leveraging the power and resources of business
engaging individuals from outside the organization
working with and through other organizations
learning to adapt
sharing leadership by empowering others
Applying What We Know
Lessons about tipping points
Concentrate resources on a few key areas…connectors, mavens, salespeople
Do not do what you think is right… test your intuitions
Recognize phases… Early adopters; early majority; late majority; laggards
So…
It is about advocacy and leadership…
It is about relationships and influence…
It is understanding the target – values, networks, connections, promises, colleagues, context…
It is understanding the tactics and strategies and choosing appropriately and strategically…
It is part of life in the organization and should be funded, supported and measured…
Conclusions…
there is no one right answer, as situations and contexts vary… but there is evidence about what works and it is generally not what we are doing now…
a critical new role dilemma is how to move advocacy based on evidence up the priority list in our organizations…
we need more action-based research projects...
We need leaders who understand and exercise social influence…
The relationship is the message…
Whining
The relationship is the message…
What difference do you make?
The power of libraries
Until the lion learns to write her own story, Until the lion learns to write her own story, the story will always be from the perspective the story will always be from the perspective
of the hunter not the hunted.of the hunter not the hunted.
Stephen Abram, MLS, FSLAVP strategic partnerships and markets
Cengage Learning (Gale)Cel: 416-669-4855
[email protected]’s Lighthouse Blog
http://stephenslighthouse.comFacebook: Stephen Abram
LinkedIn / Plaxo: Stephen AbramTwitter: sabram
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