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

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HILDRETH ON SYSTEM DESIGN

• Audience Suitability

• Metaphorical Consistency

• Display Legibility

• Simplicity of Design

• Ease of Navigation

• Searching Power

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HILDRETH ON USER INTERFACE

• Physical

• Organization

• Personal

• Communication

• Functional

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INDIVIDUAL’S RELATIONSHIPTO THE MEDIUM

• Physicality

• Geography

• Psychology

• Sociology

• Cognition

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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

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RESPOND TO USER EXPECTATIONS

• Content

• Access

• Convenience

• New Capabilities

• Participation

• Cost Reduction

• Individual Productivity

• Individual Control

• 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 MarketsMARKET PENETRATION

• Existing Products to New MarketsMARKET EXTENSION

• New Products for Existing MarketsPRODUCT DEVELOPMENT

• New Products for New MarketsDIVERSIFICATION

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ENHANCE THE STUDENT EXPERIENCE

• Technology Ubiquity

• Web-based Services

• Technology Sandbox

• Privacy Space

• Support Services

• Information Fluency

• Post-graduate Access

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• 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

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THE LIBRARIAN IN THE ACADEMYUSER RELATIONS

• Servant• Stranger• Parallel• Friend• Partner• Customer• Team

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• 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

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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…

– 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 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

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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 ORGANIZATIONPROCESS AND CHARACTER

• Cultural Traditions

• Leadership and Power

• Strategy and Planning

• Communication and Collaboration

• Budgeting and Resource Allocation

• 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

• Succession Imperative

• Strategic Imperative

• Performance Imperative

• Business Imperative

• Personal Imperative

• Accountability Imperative

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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

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LEADERSHIP STRATEGIES

• Darwinian

• Capitalist

• Socialist

• Feudal

• Imperial

• Colonial

• Stalinist

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DEVELOP THE WORKFORCE

• RECRUITMENT STRATEGIES

• ROLE OF PROFESSIONAL EDUCATION

• EMPLOYMENT STRATEGIES

• DEVELOPMENT STRATEGIES

• RETENTION STRATEGIES

• LEADERSHIP DEVELOPMENT/SUCCESSION PLANNING

• FERAL PROFESSIONALS/SOCIALIZATION ISSUES

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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

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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

• Clear Sense of Mission

• Self Vision

• Base of Knowledge

• Strategic Positioning

• Continuous Improvement