Curation – A New 21st Century Librarianship Skill?


Curation is the act of individuals with a passion for a content area to find, contextualize, and organize information. Curators provide a consistent update regarding what’s interesting, happening, and cool in their focus. Curators tend to have a unique and consistent point of view–providing a reliable context for the content that they discover and organize.

So writes Expert Blogger Steven Rosenbaum in his Fast Company post last Monday – Content Curators Are The New Superheros Of The Web. He goes on to write that;

Yesterday, 250 million photos were uploaded to Facebook, 864,000 hours of video were uploaded to YouTube, and 294 BILLION emails were sent. And that’s not counting all the check-ins, friend requests, Yelp reviews and Amazon posts, and pins on Pintrest.

The volume of information being created is growing faster than your software is able to sort it out. As a result, you’re often unable to determine the difference between a fake LinkedIn friend request, and a picture from your best friend in college of his new baby. Even with good metadata, it’s still all “data”- whether raw unfiltered, or tagged and sourced, it’s all treated like another input to your digital inbox.

Rosenbaum’s description of curation struck me as a 21st Century version of the librarian’s historic role as the “gate keeper” of information. In 21st Century Librarianship vs. The 1876 Special Report, I wrote;

Librarians for too long have taken the “gate keeper” / “guide, philosopher, and friend” role too literally. And, although there seems to be no source for the attribution to Melvil Dewey that; “The librarian must be the librarian militant before he can be the librarian triumphant.”, my personal opinion is that, if Dewey said that, he was operating from the same premise expressed in the 1876 Report, and that “library militant” referred to dictating what people should read, along with an abundant amount of SHUSHing! Neither of which are compatible with 21st Century librarianship.

Our former role as information gatekeeper was traditionally the exclusive skill of librarianship, but it is eroding away under the flood of Millennial library patrons armed with advancing technology (with which they are already more competent than most librarians) who are becoming their own gate keeper. Librarianship has always been about facilitating access to information.

While I recognize that information is becoming too vast for the average individual to digest adequately, and that librarians still tend to be the “go to” person for many people seeking information, there is significant danger in the librarian attempting to hold tight to the old “gate keeper” role when they should be acting as facilitators. The old Chinese proverb (at least the Chinese get credit for this axiom) that “If you give a man a fish he will eat for a day. If you teach a man to fish he will eat for a lifetime.” is monumentally applicable to librarians today. Teaching library customers information literacy is as much a new role of 21st Century librarianship as developing business acumen.

So, my words of caution to 21st Century librarians is that we should tread lightly around this new 21st Century Librarianship skill of curation, lest it be our undoing.

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Libraries Are Obsolete


Is the Motion of an Oxford-style debate at Harvard tomorrow. Harvard Libraries Strategic Conversations reports that…

On Wednesday, April 18, Harvard Library Strategic Conversations will sponsor an Oxford-style debate on the role of libraries. … Oxford Union debates are similar in format to the British House of Commons, and are known for combining a degree of wit and whimsy with serious argumentation.

In keeping with the Oxford Union format, the debate will revolve around a controversial and timely proposition:

MOTION: Libraries are Obsolete

Chairman: Professor Jonathan Zittrain, Professor at the Harvard Law School, the Harvard Kennedy School of Government and the Harvard School of Engineering and Applied Sciences. Professor Zittrain will become Harvard Law School’s Vice-Dean of Library and Information Resources in July 2012.

Speaking in favor of the proposition: Dr. James Tracy (Headmaster, Cushing Academy), and R. David Lankes (Professor and Dean’s Scholar for the New Librarianship, University of Syracuse iSchool and Director of the Information Institute of Syracuse).

Speaking in opposition: Susan Hildreth (Director of the Institute of Museum and Library Services), and Professor John G. Palfrey (Vice Dean for Library and Information Resources, and the Henry N. Ess III Professor of Law at Harvard Law School).

At the end of the debate, the audience will vote yea or nay on the motion, with the results announced over gin & tonics at a reception following the debate.

I emailed a co-organizer, Donna Viscuglia, to ask if the debate would be broadcast live in any form. Her reply was; “We are planning to record the entire event and will probably post a shorter, edited video on our website: http://osc.hul.harvard.edu/yopc/oxford_debate

The outcome should be very interesting to say the least. But, my feeling is there is nothing in this topic that warrants wit or whimsy.

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Big-City Public Libraries vs. Statistics


I’m always skeptical of “data”, because I’ve seen enough data reporting to know it’s all about how one configures the parameters of the data collection that determine the outcome. It’s a commonly used quote from Samuel Clemens that “There’s liars, there’s damn liars, and then there’s statisticians”. (BTW: If you have 18 minutes to watch a fascinating TED Talk about reporting data, David McCandless has a great one.)

When ALA released its 2012 State of America’s Libraries Report last Monday, I was at first skeptical, then curious. ALA’s summary in american libraries pretty much confirmed that no one is certain just what the state of America’s libraries are 12 years into the 21st Century.

Some 5 percent more states reported decreased state funding for public libraries in 2011-2012 than in 2010–2011. Some 23 states reported cuts in state funding for public libraries, marking the third year in a row that more than 40 percent of participating states have reported decreased public library funding. (However, only nine states anticipate decreased funding for 2012-2013.)

For the second year, 42 percent of states report that local funding for public libraries probably declined for a majority of libraries in the state. However, only 12 states reported that they were aware of public library closures in their states in the past year, down from 17 the previous year. Only New Jersey and Michigan reported closures of more than five libraries. [Emphasis added.]

I would think everyone would celebrate that fact that only 5% more states reported decreased state funding last year, and only nine states think they might see further cuts in 2012. Apparently, 42% of states are unaware whether local funding is actually decreasing in their state. AND, it also sounds like good news that only two states reported closures of more than five libraries in their state. Are we celebrating yet?

What really struck me as important data from the Pew Charitable Trusts’ Philadelphia Research Initiative report that ALA used to cite some of the data in its report, and presumably draw some of its conclusions about the state we’re in, is that distilling data often leaves out the most important information. That and the fact that Pew reports it much better at their Our Work webpage – interactive charts – good stuff.

There appears to be an anomaly related to the data that Pew researchers compiled through their comparison of Philadelphia Free Library, the primary focus of their research, and 14 other big-city libraries. Specifically, the data doesn’t track in a “cause and effect” manner. If we look first at their Change in Library Visits and accompanying Visits Per Capita charts they present side by side – the library with the second greatest decline in visitations is Columbus with -14% and then look at their per capita visits, they are third highest with 8.3. AND – the library with the second highest increase in total visits was Baltimore with 25%, but they are the lowest per capita visits at 2.8.

Wouldn’t one expect that major increases or decreases in total library visits would have a direct relationship (as opposed to inverse) to major increases and decreases in visits per capita? Say a city with a population of 100,000 experiences a decrease in total visits by 25% – hypothetically they go from 40,000 visits to 30,000 visits – shouldn’t there be a corresponding decrease in visits per capita – hypothetically from 4 to 3. So what would explain a 25% increase in total visits and a very low per capita visit rate?

Trying to find a direct correlation, we can look at circulation – that’s always a good bell weather for changes – right?

Unfortunately, we see more anomalies between total circulation and circulation per capita. Columbus had the greatest decline in circulation over the reporting period –12%. Yet, they had the second highest circ per capita at 17.2. Seattle had the highest total circulation increase at 50%, so having the highest circ per capita seems appropriate. AND, Baltimore had the second lowest total circulation decrease at -9%, along with their lowest rank circ per capita of 2 seems totally compatible. So what’s up with Columbus’ large decrease in total circulation and high circulation per capita?

Maybe there is an answer in the revenue – the level of funding – or not. Los Angeles had an almost 0% change in their total circulation despite a 34% decrease in funding. Philadelphia had a 12% increase in total circ despite a 19% decrease in funding. Seattle’s 50% increase in circulation doesn’t really track with a nearly static funding level, but we know they experienced a significant bump from their new library facility.

OK, I know the answer to making sense of disparate data – public access computers. Everyone says that libraries are experiencing the greatest boom ever due to people needing Internet access because of the economy.

Seattle has the highest number (among those libraries studied) of public access computers at 17.1 per 10K citizens. That would certainly account for much of their increased total visits and visits per capita – along with the new building.

Columbus came in second with 13.1 computers per 10K citizens, but that doesn’t track with their 14% decrease in total visits. But, would that account for their high visits per capita? Yet, their funding has taken a distressing hit at -12%. So…………?

Phoenix had one of the lowest increases in total visits – about 2% – and next to the lowest visits per capita at 3. Their circulation increased by 13% and per capita circ was a respectable 9.6. Yet, Phoenix has only 3.5 computers per 10K citizens. WHAT? A city the size and diversity of Phoenix has only 3.5 computers for every 10,000 citizens? They’ve experienced only slight decrease in funding at 4%, so why would Phoenix have so few public access computers?

Conclusions?
One never knows what conclusions data will lead to, or whether they will reveal anything at all. My conclusion is that none of these data comparisons has a clear “cause and effect” relationship. That leads me to the conclusion that like politics – all library use is local.

I’ve been saying for some time that libraries must determine the needs of their customers and their community and meet those needs in whatever manner is best for them, hopefully while applying 21st Century librarianship techniques. One could argue that these data support that theory, and my suggested new…

21st Century Library Paradigm:
The 21st Century Library will be defined by those librarians running the library to meet the needs of their local community, more than by the profession, or schools of library and information science, or by any association of librarians’ principles.

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Being ‘The Library’ Again – Revisited


In the original Being “The Library” Again post I wrote; “The problem becomes one of vision. The characteristics I stated above; vision, entrepreneurial spirit, and leadership are all essential to making the local library “The Library” again ….” I think when someone offers an opinion about how it should be, they should also offer suggestions about how to make it possible. Here are mine.

Start with yourself and a few key others.
Everything starts with yourself. If you have no vision, it is impossible to share it with anyone else, let alone influence your entire library, or a community. You have to create your vision. You have to believe it. You have to be passionate about it.

Share your vision with your key subordinates, partners, friends, and those who you believe will understand your vision. Since no one person can do anything by themselves, you have to create a core of individuals who can share the vision and help you proliferate it to others.

Work at activities that embody the vision until you have some small successes. Nothing motivates people like success. As the number of successes multiply, so will the sharing of the vision and the desire to keep making it bigger and more successful. Once you have a few key others sharing your vision, then you can move outward to encompass more people who are interested in sharing the vision.

Develop a shared vision.
Did you notice that in the paragraphs above I transitioned from “your” vision to “the” vision? That’s because the best vision is a shared vision. I stated that no one person can do it all, and that goes for a library’s vision. In reality it’s not “your” library – it’s everyone’s library – but you’re the person who, at this point in time, is responsible to make it “The Library” again.

Begin with personal visioning – BELIEVE IT – DO IT – SAY IT – until it becomes an organizational vision. Use that Vision Statement in your Strategic Plan to create a shared vision that can generate an organizational vision. Include the spirit of the vision in the library’s Mission Statement. Create strategic Objectives that manifest the vision and make it real.

If you involve all members of the organization in the shared vision, soon you will begin to see changes in attitudes, because people want something they can believe in. People want to be a part of something bigger than themselves. People want to be a part of success. Being “The Library” again in your community – in whatever form it needs to be in 21st Century society – is the biggest success librarians can have.

Disseminate the vision.
Conduct special meetings that focus on commitment to the shared vision and ways to implement it. Talk about it in regular meetings, and in written communication. Place the Vision Statement at the bottom of your emails, like the slogans and mottos that people often use. Tell the success stories to each other and to your partners and community.

At some point in this evolution, you should be able to refine the vision statement so that it can be made into posters, fliers, a logo or slogan, and make the widest dissemination possible. The best possible world is to have your entire community share the library’s vision, then it becomes their vision too.

Design structured implementation of the vision.
I’m hesitant to suggest some type of accountability for sharing the vision within or beyond the library, because when something becomes accountable it tends to lose its quality to inspire. When we are forced to measure whether we’re being successful at whatever, it becomes a task and a responsibility as well as potentially burdensome. THAT is the last thing you want to happen to your library’s vision.

But, my point is that you – the leader – need to recognize who has bought into the vision, who has not, who is feeling too reserved to share the vision, and who is opposed to the vision. All of these situations need to be resolved so that the organization can move forward as a unified group.

One way to have the needed unity is to have some ground rules for sharing the vision with each other, and with your community. If a smile and a greeting are part of the way you share your library’s vision, make that a ground rule. Every employee smiles and greets every library customer. (OK, that might be overkill, but I’m trying to illustrate a point.) Structure helps people understand the “How To” of ideas and concepts. Getting from the vision to the expression of the vision needs some structure and guidance. Understand your organization’s culture and use it to manifest the vision and make it real.

Tell the truth.
About where your library is now, what you want the library to become, and how you’re going to get there. (Gee, that sounds a lot like a Strategic Plan. ) The shared vision is just the beginning of making it happen. Understanding the necessary steps to making it happen is essential. You can all stand around and chant a vision, but that doesn’t actually make it happen over the long term.

Be honest about what it will require to move from where your library is now to where you want it to be to become “The Library” again. Develop a plan that implements the vision as well as your library’s plan to accomplish the mission. When people are inspired by a vision, they can accomplish almost anything. Because…..

A vision elucidates an underlying purpose.
A vision captures the mind and spirit.
A vision appeals to a noble and lofty purpose.
A vision is aligned with personal values.
A vision has to be shared and then sustained.

What is your vision?

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Multidisciplinary – A New 21st Century Librarianship Skill


Among all of the skills that I’ve pointed out as a new 21st Century librarianship skill, this one seems to encompass many of them, but if considered only in a “DUH Ya!” sort of way, one misses the depth of what being a multidisciplinary librarian really means. It really is far from DUH Ya! It’s more like “Whoaaaaaaa!”

Most often people talk about the concept of interdisciplinary skills and learning about other subjects outside of one’s primary discipline. Normally, interdisciplinary refers to study that draws from two fields and combines their various aspects together and studies the interrelations, interactions and synergies.

To me, the concept of multidisciplinary librarianship means that the librarian takes elements from all applicable areas of study as they relate to librarianship, and combines them into a practice that takes advantage of those interrelations, interactions and synergies from all disciplines, not just two.

For example; a highly effective library director (or any librarian in any position), in addition to understanding the “science” of their profession, needs to understand and be able to practice leadership, management, organizational dynamics, politics, and all the other new skills;
• Business Acumen
• Cloud Computing
• Crowdsourcing
• Customer Targeting
• Digital Discovery
• Discontinuous Thinking
• Gaming
• Likenomics
• Open Innovation
• Planned Abandonment
• Social Networking
• Subject Matter Expert in Community

The best graphical analogy that I can think of to show this distinguishing characteristic of a 21st Century librarian is the Hindu God Ganesa, with the legendary memory of an elephant, multiple arms and ample tools. If you feel like this, then probably you are a multidisciplinary librarian.

Especially in the 21st Century, virtually no other profession requires the kind of multidisciplinary skills that librarianship requires. How long is your list of professional skills?

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Leadership Quotes


I have always found great insight into any subject by pondering the quotes that I come across from individuals who, by virtue of their words, seem to understand it much better than I do. I stated earlier this year that I wanted to focus on Leadership in my blog posts, so here are some quotes that I hope will give you some insight into what leadership is and should be, as well as maybe some inspiration.

What is leadership?
A definition of leader that I have used for many years is;

A person, who by force of example, talents, and/or qualities of character plays a directing role, wields commanding influence or has a following in any sphere of activity or thought.

By contrast, to put leader in better perspective, a definition of a manager is;

A person who conducts, directs or supervises activities, especially the executive functions of planning, organizing, coordinating, directing, controlling and supervising of any business type project or activity with responsibility for results.

Leadership, or management?

“Managers are people who do things right, and leaders are people who do the right things.”
Warren Bennis & Burt Nanus, Leaders

——

“So much of what we call management consists in making it difficult for people to work.”
Peter Drucker

——

Chester Barnard, a noted management theorist in the early 20th century, stated; “the leader’s role is to harness the social forces in the organization, to shape and guide values.”

How does one develop their leadership?

“Each person must develop his own leadership. Leadership cannot be bought. It cannot be conferred. It cannot be inherited. It knows no divine right. It cannot be passed on by any process of succession. It is acquired only by the personal mastery of each individual aspirant.”
Sterling W. Sill

How does one demonstrate leadership?

“The line between firmness and harshness, between strong leadership and bullying, between discipline and chicken, is a fine line. It is difficult to define, but those of us who are professionals, who have also accepted a career as a leader of men must find that line. It is because judgment and concern for people and human relations are involved in leadership that only [people] can lead, and not computers. I enjoin you to be ever alert to the pitfalls of too much authority. Beware that you do not fall into the category of the little man, with a little job, with a big head.”
Lieutenant General Melvin Zais

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“A good leader is one who makes people think they have more ability than they have, so they consistently do better work than they thought they could.”
Charles E. Wilson

——

“Leadership is action, not position.”
Donald H. McGannon

——

“One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.”
Arnold H. Glasow

——

According to Peters & Waterman (In Search of Excellence), every example or factor of excellence in leadership “lives only as the leader’s integrity lives within it.”

What is inspiring leadership?

“To give a man this [loyalty] is the acme of inspired leadership. He has become loyal because loyalty has been given to him.”
GEN George C. Marshall, WWII Chairman of the Joint Chiefs of Staff

——

“It is reported that on one occasion in the face of great enemy forces, Joan of Arc said to her generals; “I will lead the men over the wall.” A general said, “Not a man will follow you.” Joan replied, “I will not look back to see whether anyone is following or not!”

——

Lao-Tzu, a 6th century B.C. Chinese philosopher, wrote; “Of a great leader when his work is done they will say, ‘We did it ourselves.’”

How is your leadership? Is it equal to the challenges of the 21st Century Library?

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Go Big or Go Home!


My daughter reminded me of this truism the other day and it stuck in my head as words that should guide our profession. In this uncertain future, librarians need to …

Go Big or Go Home!

In recent Posts I’ve commented on visionary and excellent leadership, the high performing library, strategic management, and being “The Library” again. This saying seems to totally summarize those several hundred words.

Go Big or Go Home!

It’s always good to elaborate on what exactly something so seemingly obvious really means, because it’s not always obvious to everyone. Some people “get it”, but others think it’s too ambiguous.

Go Big or Go Home!

If something is worth doing it’s worth doing well – in the case of 21st Century Librarianship – it’s worth doing excellently! That’s what it will require in order for the institution of the library to survive, transform, and reinvent itself into the relevant institution that every community needs. Yes, every community NEEDS A LIBRARY, so…..

Go Big or Go Home!

or,

Either lead, follow, or get out of the way!

It’s far past time for discontinuous thinking, visionary leadership and 21st Century librarianship. In the future there is no place for timidity.

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