1. Community Engagement: The New
Social Media Mantra for Academic
Libraries?

2. Social media and you
How many of you use social media for business purposes
within your organization?
What types of social media do you use?
What are your reasons for, and expectations of, using
social media?
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6. Tacit knowledge
If HP knew what HP knows, we would be three
times as profitable
Lew Platt, Hewlett Packard, cited in Davenport, T. H., & Prusak, L. (1998). Working knowledge:
How organizations manage what they know. Boston, Harvard Business School Press.
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7. Defining tacit knowledge
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8. Tacit knowledge and communities
Relationships and trust are key to the discovery and evolution of tacit knowledge.
Communities enable individuals within organizations to form trust-based
relationships with people within and outside the organization.
Tacit knowledge can be discussed, refined, and combined in ways that allow an organization to
rapidly take advantage of the new opportunities this knowledge creates.
Those organizations that can effectively build communities stand to benefit the
most in today’s economy.
What is your community strategy to harness this knowledge?
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9. Social media and tacit knowledge
Tacit knowledge is a continuous process of trying things out, sensing
what happens and developing emergent practices.
Social networking supports emergent work practices.
The true value of social networking is in sharing tacit knowledge
Knowledge workers today need to connect with others to co-solve
problems. Sharing tacit knowledge through conversations is an
essential component of knowledge work.
Social media enable adaptation through conversations.
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10. Corporate intelligence and you
What does corporate intelligence mean to you?
How many of you have a corporate intelligence strategy?
How do others view your organization?
What is the competitive landscape?
How are you including social media in this
strategy?
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11. Corporate intelligence process
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12. How: Competitive intelligence and social media
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13. Social Technologies Extend CI
More informal ways to monitor and understand competitive
landscape
Respond rapidly
More effectively combat misinformation
Product/relationship improvement
Big Data & Analytics
Finding new ideas
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14. Social media strategies
What kind of social media? Do you need to utilize social networking sites,
blogs, real-time updates (e.g., Twitter), social news sites, media-sharing sites,
review/directory sites, virtual worlds, or display ads on social media sites
 Examine the characteristics of the type of social media you want to have a
presence on and how those characteristics fit what you're trying to accomplish
to help choose the ones that will work best for you.
Letting go
 Once you engage in a conversation with customers, you have to give up
control. Is your institution willing to do that?
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15. Social media strategies
Participation. How do you plan to drive people to your social media
presence?
Maintenance. Who will maintain your social media presence?
• You must have something to say and someone to say it on a regular basis.
Measurement. How do you measure success or failure?
• What happens if you don't get there?
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16. Are Academic Libraries
Using Social Media Effectively?

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19. This presentation section will:
provide an overview of academic libraries in the
context of current SM landscape
show a useful tool for achieving success from
startup to formal SM campaigns
outline best practices
define key challenges
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20. SLOW ADOPTERS, DISRUPTIVE TECHNOLOGIES
Conservative institutional cultures (library,
university)
Lack of administrative support
Lack of resources
Understanding how SM fits into academy
Fear of disruption
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21. ACADEMIC LIBRARY 2.0
“Academic inquiry is grounded in a culture of
experimentation and collaboration and SM provides
unparalleled opportunities to engage with other
scholars and researchers worldwide.”
“User interaction and participation should be a core
value of social media for academic librarians.”
http://www.slideshare.net/danhooker/social-media-adoptionpolicy-and-development
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22. A GLOBAL FACULTY LOUNGE
“Scholars are flocking to scholarly blogs to post
ideas, collaborate with colleagues, and discuss
literature ... There’s been terrific interest in
scholars using Twitter to discuss and cite literature,
for teaching, to enrich conferences, or less formally
as a ‘global faculty lounge.’ ”
http://blogs.lse.ac.uk/impactofsocialsciences/2011/11/21/alt
metrics-twitter/
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23. WHY SM FOR ACADEMIC LIBRARIES?
Engage with students & scholars as they increasingly
integrate SM into their academic work
Demonstrate relevance, keep in touch
Build interactive community (users and non-users)
Raise and maintain awareness of your library
Put human face on your organization (Dal Libraries!)
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24. USING SOCIAL MEDIA EFFECTIVELY
“It's time to start approaching social networking and the
“It's time to start approaching social networking and the
use of social media more strategically to connect its use to
use of social media more strategically to connect its use to
specific outcomes….Stay focused on the culture of the
specific outcomes….Stay focused on the culture of the
community, and remember that people want more than
community, and remember that people want more than
messages—they want engagement and interaction.”
messages—they want engagement and interaction.”
http://www.libraryjournal.com/lj/home/890844264/what_are_we_doing_with.html.csp
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25. HOW DO WE GET THERE?
Develop a strategy
Prioritize SM program at
executive level
Dedicate staff
http://nonprofitsocialnetworksurvey.com/
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26. LOOK TO THE CORPORATIONS
“Companies that do not belong to a community of
discourse will die.” http://www.cluetrain.com/
The Starbucks vision
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27. http://www.simplybusiness.co.uk/microsites/guide-to-social-mediasuccess/
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28. WHERE ARE YOU ON THIS SPECTRUM?
Dal Libraries have Communications Officer and
dedicated staff posting regularly, full admin support
Missing policy, coherent system of assessment
Dalhousie taskforce currently working on SM policy
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30. BEST PRACTICES
Create targeted plan identifying specific audiences
Establish and maintain “voice,” make it personal
Build trust
Respond promptly, be honest and consistent in messaging
Be willing to relinquish control, share process
Promote promote promote!
Keep content relevant to your community
Continually monitor effectiveness and make changes
as needed
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31. INTEGRATING SOCIAL MEDIA
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36. THE CHALLENGES
Posting as an organization is different than as an individual
—how?
Differentiating yourself to stand out
Crisis management—don’t get slizzered!
Knowing your audiences
Assessing effectiveness
Creating a policy and strategies that work for your
organization
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37. General Strategies for Managing
Social Media

38. Managing social media,1
Integration: Becoming a "social business" can impact nearly every
function of an institution, e.g., marketing, PR, and communications.
Who is responsible for taking an integrated approach? Is it a
department? Do organizations hire a "Chief Social Officer" much like
they would a Chief Technology Officer?
Governance: Institutions need to listen to what is said about them, both
by employees and clients or the general public. Policies need to be in
place to deal with multiple types of scenarios, e.g., responding to a
compliment or dealing with an employee who just posted something
inappropriate or sensitive.
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39. Managing social media, 2
Privacy & Security: How do you maintain and protect the privacy and
security of information pertaining to your employees and your institution?
Measurement & ROI: New social constructs will be needed to measure
social initiatives such as attention (the size or number of participants
actively engaged) or authority (the amount of influence a participant has
in the ecosystem). Because social business is enabled by technology, it
is by definition measurable. However, tying it to realized revenue or
savings becomes more of a challenge.
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40. Guidelines for social media policies, 1
Remind employees to familiarize themselves with the employment
agreement and policies included in the employee handbook.
State that the policy applies to multi-media, social networking
websites, blogs and wikis for both professional and personal use.
Internet postings should not disclose any information that is
confidential or proprietary to the institution or to any third party that
has disclosed information to the company.
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41. Guidelines for social media policies, 2
If an employee comments on any aspect of the institutions 's business they must
clearly identify themselves as an employee and include a disclaimer.
The disclaimer should be something like "the views expressed are mine alone and
do not necessarily reflect the views of (your institution’s name)."
Internet postings should not include institution logos or trademarks unless
permission is asked for and granted. Internet postings must respect copyright,
privacy, fair use, financial disclosure, and other applicable laws.
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42. Guidelines for social media policies, 3
Employees should neither claim nor imply that they are speaking on
the institution’s behalf (for private accounts)..
Corporate blogs, Facebook pages, Twitter accounts, etc., could
require approval when the employee is posting about the institution.
The institution reserves the right to request the certain subjects are
avoided, withdraw certain posts, and remove inappropriate comments
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43. Sources of images
Measuring the business impact of social media. (2012).
http://blog.wildfireapp.com/2012/01/19/measuring-the-business-impact-of-social-mediainfographic/
Social media and your business communication strategy. (2011).
http://blog.socialcast.com/e2sday-social-media-and-your-business-communication-strategy/
http://www.socialbusinessnews.com/warning-not-having-an-online-community-is-costing-youmoney
http://www.computernetworksit.com.au/blog/corporate-success-through-business-intelligence/
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