Micro-Scholarship, What it is, How can it help me.pdf
Warwick Library Symposium | Jim Neal
1. PIONEERS NEED FRONTIERS
NEW ROLES FOR ACADEMIC LIBRARIES
James G. Neal
University of Warwick Symposium
19 November 2015
2. 2
DO 20TH
CENTURY SKILLS STILL MATTER?
• Information Selection
• Information Acquisition
• Information Synthesis
• Information Navigation
• Information Dissemination
• Information Interpretation
• Information Discovery
• Information Use
• Information Application
• Information Archiving
• In Support of Teaching and Learning
• In Support of Research and Scholarship
3. 3
ARE NEW SKILLS NEEDED FOR
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
4. 4
DO 20TH
CENTURY SKILLS ADVANCE
THE SHIFTING VISION OF THE LIBRARY?
• Legacy
• Infrastructure
• Repository
• Portal
• Platform
• Application
• Enterprise
• Public Interest
5. 5
WHAT IS PROVOKING NEW THINKING ABOUT
THE 21ST
CENTURY ACADEMIC LIBRARY?
• Rapidly Shifting User Behaviors/Expectations
• Redundant Inefficient Library Operations
• Aging Service Paradigms
• Increasing Emphasis on Unique Resources
• Need to Achieve Scale and Network Effects
Through Aggregation
• Acceleration of Collective Innovation
6. 6
WHAT IS PROVOKING NEW THINKING ABOUT
THE 21ST
CENTURY ACADEMIC LIBRARY?
• Mobility of User
• Cloud Computing
• Semantic Web
• Open Content
• Globalization
• Collective Intelligence
• Online Education/MOOC
• Assessment
• Customization/Personal Web
• Economic Context
• Radical Collaboration
• E-Research
• Information Policy
• Mutability
• And So On…
7. 7
NEW TECHNOLOGIES
AND THE 21ST
CENTURY LIBRARY
• Mobiles and Tablets (single, portable multi-purpose device)
• Cloud Computing (distributed processing and applications)
• Geo-Everything (geolocation and geotagging)
• Personal Web (customized management of online content)
• Linked Data (connecting and relating structured information)
• Semantic-Aware Applications (meaning to provide answers)
• Smart Objects (links physical world with information)
8. 8
NEW TECHNOLOGIES
AND THE 21ST
CENTURY LIBRARY
• Open Content (wide distribution and repurposing)
• MOOC (massive open online courses)
• 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)
9. 9
BUILDING THE DIGITAL LIBRARY
QUALITY = CONTENT + FUNCTIONALITY
• Published/Licensed Content
• Primary Content
• Open Web Content
• Institutional Content
• Research Data Content
• Multimedia Content
• Integrated Services
• Software Tools
10. 10
• Archive as Repository HOLD
• Archive as Persistence ACCESS
• Archive as Curation SECURE
• Archive as Steward CARE
• Analog
• Digital Conversion
• Born Digital
• Disaster Preparedness
PRESERVE AND ARCHIVE THE CONTENT
11. ADVANCE THE REPOSITORY MOVEMENT
• Discipline Repositories
• Institutional Repositories
• Data Repositories
• Departmental/School Repositories
• Individual Repositories
• Learning Repositories
• Government Repositories
• National Repositories
• Publisher Repositories
• Research Data Repositories
11
THE RIGHT TO TEXT AND DATA MINE
12. SUPPORT THE NEEDS OF BIG DATA
• Federal/Funding Agency Mandate
• Massive Data Sets
• Unstructured Data/Curation
• Extraction
• Distribution
• Collaboration
• Visualization
• Simulation
• Preservation
12
13. SUPPORT THE NEEDS OF RESEARCH
• Navigate, Analyze, Synthesize
• Open Research/Continuous Scholarly
Communication
• Scholarly Products to Scholarly Process
• Expertise Databases/Subject Ontologies
• Data Management Consulting
• Integration of Disparate Sources/Grey Literature
• Special Library/Informationalist Model
13
16. 16
ELECTRONIC SCHOLARLY COMMUNICATION
RESEARCHER OBSERVATIONS
• Discipline Diversity
• Importance of Trust
• Importance of Credibility
• Velocity of Communication
• Meritocracy
• Organized Skepticism
• New Economics
• Vertical Integration
• New Modes of Discourse
• Democratization
• Expanded Readership
• Open and Free Exchange
17. 17
SCHOLARLY COMMUNICATION
CONCERNS
• Choking on the Proliferation
• Location of Quality Marking
• Corporate Economy Overtakes Guild Economy
• Dysfunctional Market
• Intellectual Property Ownership
• Darwinian/Capitalistic/Socialist Solutions
• New Models of Digital Scholarship
18. OPEN REVOLUTION
• Open Source
• Open Standards
• Open Archives
• Open Text
• Open Linking
• Open Design
• Open Research
• Open Course Content
• Open Reference
• Open Aggregation
• Open Storage
• Open Access
18
19. 19
RESEARCHER AND LIBRARY
CORE INTERESTS
• Competitive Market
• Easy Distribution and Reuse
• Innovation Applications of Technology
• Quality Assurance
• Permanent Archiving
20. 20
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)
21. 21
WHERE DO WE INTERSECT WITH USERS?
• Physical Spaces
• Web Spaces
• Collections
• Services
• Applications
• Technologies
• Classroom
• Laboratory
• Bedside
• Collaborations
• Anyone
• Anywhere
• Anytime
• Anyhow
22. 22
HOW DO WE KNOW ABOUT USERS?
• Ask
• Measure
• Listen
• Observe
• Compare
• Benchmark
• Experiment
• Involve
• Prototype
• Portfolio
• Evaluate
• Experience (Aha)
23. RESPOND TO USER EXPECTATIONS
• Content
• Access
• Convenience
• New Capabilities
• Cost Reduction
• Participation
• Individual Productivity
• Individual Control
• Organizational Productivity
23
24. 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
24
25. 25
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)
26. ACADEMIC LIBRARIES MUST
PREPARE FOR ACCOUNTABILITY AND ASSESSMENT
• Institutional Expectations
• Government/Funder Mandate
• Measures Of User Satisfaction
• Measures Of Market Penetration
• Measures Of Success
• Measures Of Impact
• Measures Of Cost Effectiveness
• System Design For Usability
• Insanity of Most ROI
26
27. 27
NEW MEASURES OF SUCCESS
QUALITY = CONTENT + FUNCTIONALITY
VALUE = QUALITY + TRAFFIC
PRICE does not equal COST OF INPUTS
PRICE = PERCEIVED QUALITY + VALUE
SUCCESS does not equal RESOURCE ALLOCATION
SUCCESS = RESOURCE ATTRACTION
28. 28
FORUMS FOR COOPERATION
• Library Systems
• Local and Regional Cooperation
• State Projects
• Multi-State Projects
• National Consortia/Projects
• International Partnerships
• Researcher Collaboration
• Publisher Collaboration
• Collaboration with Technology
Organizations
• Corporate Partnerships
• Business Partnerships
REACHING OUT TO CULTURAL COMMUNITY
PROMOTING NEW COMBINATIONS THRU
PUBLIC-PRIVATE PARTNERSHIPS
29. 29
ARENAS FOR COLLABORATION
• Centers for Excellence
• Mass Production
• New Infrastructure
• New Initiatives
Quality/Productivity/Innovation
30. 30
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
31. 31
POLITICAL ADVOCACY
THE RESEARCH LIBRARY ROLE
• Knowledgeable Resources for the Community
• Political and Legislative Advocates for
Community Interests
• Educators of Community on Priority Issues
• Documenters of Impact of Legislative Actions
• Promoters of Campus and Community
Coalitions
• Enablers of Successful Models Which Support
32. 32
SCHIZOPHRENIC ORGANIZATIONAL MODELS
IN LIBRARIES
• Conventional Administrative Hierarchy
and
Consultative Governance/Bureaucracy
• Centralized Planning and Resource Allocation Systems
and
Loosely Coupled Structures
and
Maverick Units and Entrepreneurial Enterprises
33. 33
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
34. 34
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
35. 35
ACADEMIC LIBRARIES MUST
DEVELOP THE WORKFORCE
• Recruitment Strategies/Competition
• Role Of Professional Education
• Employment Strategies/Compensation
• Development Strategies/Certification
• Retention Strategies
• Leadership Development/Succession Planning
• Feral Professionals/Socialization Issues
• Mutualism/Inter-professional Relationships
36. CAPABILITIES OF THE 21ST
CENTURY
ACADEMIC LIBRARY INFORMATION PROFESSIONAL
• Deep Subject, Process, or Technical Expertise
• Deep Service Commitment
• Commitment to Research and Development
• Commitment to Assessment and Evaluation
• Communication and Marketing Skills
• Project Development and Management Skills
• Political Engagement
• Resource Development Skills
• Commitment to Rigor
• Entrepreneurial Spirit
• Commitment to Collaboration
• Leadership/Inspirational Capacity 36
37. WHAT ARE THE IMPLICATIONS FOR
LIBRARY STAFFING?
• Professionals With Diverse Academic Backgrounds
• Wide Range of New Professional Assignments
• New Roles of Support Staff and Students
• Messy/Fluid Organizational Structures
• Impact on Values, Outlooks and Styles
• Impact on Campus Understanding, Recognition and Respect
• Impact on Organizational Relevance and Impact
37
38. FUTURE LIBRARY PROFESSIONAL
• Clear Sense of Mission
• Self Vision
• Base of Knowledge
• Strategic Positioning
• Continuous Improvement
38
39. WHAT IS LEADERSHIP?
• Setting a direction.
• Hiring and developing really great people.
• Securing the resources.
• Asking the hard questions.
• Advancing a professional voice.
• Just getting out of the way!!
39
40. 40
PLANNING AND TRANSFORMATION
• Too much planning and too little strategic thinking.
• Existing structures and processes built for slower pace of
change.
• Program planning not linked to institutional strategic
planning.
• Resource allocations not linked to strategies.
• Planning cycles expenditure-based rather than strategic.
41. ARL STRATEGIC DESIGN AND ACTION
LIBRARY SERVICES AS 4 LAYERS OF INTERACTION
• AUGMENTED INFORMATION LENS – relationships with individual
users
• BOUNDLESS SYMPOSIUM – conversations within the institution
• META-LIBRARY ECOSYSTEM ENGINE – conversations among
networked institutions
• COMMUNITY KNOWLEDGE MESH – societal role
41
42. ARL STRATEGIC DESIGN AND ACTION
KEY COMPONENTS
1. Coordinated Management of Collective Collections – A Platform for
Sharing Knowledge Throughout the Ecosystem
2. Scholarly Publishing at Scale
3. ARL Academy
4. Building a Boundless Symposium
5. A First Suite of Smart Libraries
6. Innovation Lab and (Venture) Capital Fund
42
43. 43
DEVELOP NEW RESOURCES
FUNDING STRATEGIES
• Operating Budget Reallocation
• New Operational Resources
• External Fundraising
• Research/Service Grants
• Co-Investment
• Public/Private Partnerships
• Technology Transfer
44. 44
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
45. 45
STRATEGIC PRIORITIES
• Special and Distinctive Collections
• Digital Resources/Collections
• Effective Interfaces and Improved Access
• User Spaces
• Support for Teaching and Learning
• Support for Research and Scholarship
• Preservation and Archiving
46. 46
ENABLING PRIORITIES
• Resource Development
• Research and Development/Grants
• Communication and Marketing
• Assessment and Evaluation/Data Analytics
• Radical Collaboration
• Information Policy
• Professional Leadership
• Organizational Agility
47. DIGITAL CONTENT 2020
AREAS FOR ATTENTION
• Mobile and Adaptable Technologies
• Accessibility and Support for Print-Disabled
• Publishing Explosion: Mainstream/Independent/Self
• Radical Collaboration and Systemic Strategies
• Rigorous Assessment: Quantitative and Qualitative
• Mass Digitization Meets Open Access: New Business Models
• Human Computer Interaction: Gaming and Virtual Reality
• Open Source Software and Open Source Hardware
47
48. DIGITAL CONTENT 2020
AREAS FOR ATTENTION
• Network: Connectivity, Reliability, Capacity, Performance, Security
• Digital Preservation: Persistence and Curation
Issue of Executable Content
• Open Web Content: Issues of Scholarly Integrity
• Repository Chaos: Issues of Discovery and Version Control
• Metadata Chaos: Issues of Quality, Currency, Accuracy
• Library as Publisher/Distributor/Incubator
• Library and Maker Culture/Digital Fabrication and 3-D Technologies
48
49. 49
WHAT DO WE MEAN BY TRANSFORM?
• to change in composition or structure
WHAT WE ARE/WHAT WE DO
• to change the outward form or appearance
HOW WE ARE VIEWED/UNDERSTOOD
• to change in character or condition
HOW WE DO IT
50. 50
WHAT DO WE MEAN BY LEGACY?
• something handed down from the past / a bequest
HERITAGE
• outdated technology, while still functional, does not work well with
up-to-date systems
EFFICIENCY / ROI
• something which is still used although no longer the most modern or
advanced, because it would be very expensive or difficult to replace
EXPENDABILITY
• the idea that a thing which exists as a result of something that
happened in the past can later be used in a different way
FUNGIBILITY
51. 51
WHAT DO WE MEAN BY INNOVATION?
• new method, idea or product
• systematic application of new knowledge to new resources to
produce new goods or new services
MARKET
• process of lowering the costs or increasing the benefits of a task
VALUE
• result of thinking deliberately about existing problems and unmet
needs
SOLUTIONS
EVOLUTIONARY (incremental)
REVOLUTIONARY (disruptive/discontinuous)
52. 52
THEORY OF 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/KUMBAYA
2015-2020 Period of PARABIOSIS/SYNERGY
2020- Period of PARTICULARISM
53. SOME FINAL THOUGHTS
The library is being driven by five fundamental shifts. Primal
innovation: creativity as an essential component of our organizational
and individual DNA. Radical collaboration: new, drastic, sweeping and
energetic combinations across and outside libraries. Deconstruction:
taking apart traditional axioms and norms, removing the incoherence of
current concepts and models, and evolving new approaches and
styles. Survival: persistence and adaptation which focuses more on
the “human” objectives of our users, that is success, productivity,
progress, relationships, experiences, and impact. Particularism: deep
specialization and rich responsibilities in the face of rampant shared
and open resources. How do we respond to these revolutionary trends
through our shifting geography, our essential expertise, and our
advocacy of the public interest? How do we remain indispensable to
the researcher?
53
54. WHERE ARE WE GOING?
RELEVANCE
IMPACT
VALUE
SURVIVAL
EXTINCTION
PHYLETIC – one species evolves into another
TERMINAL – termination of species/no descendants 54
