Fox network researchers came away with a black eye recently, when the wild west of invisible internet folks noted they made an error when they ganked a couple on the new show Million Dollar Money Drop. The show told the couple - who had bet $800,00 - that their answer of the Post-It note being in stores earliest was not true, and that it was the Sony Walkman that hit store shelves first. Amateur researchers across the internet shouted about the error until Fox caved and admitted the error. It does my librarian heart good to see people so interested in looking deeply for an answer instead of just taking a game show host's name for it.
I bet the Fox execs are missing the pre-internet days before the gainsayers could catch them out, or are hoping they were asking questions based on polls they had conducted (and could funge the data for). Back when folks just shut up and accepted what they were told by authorities.
I wish my students were as diligent about their fact-checking. This leaves me wondering - we at home watching the show have nothing invested in the contestants other than playing vicariously with them, furiously Googling to see if they (and we) are right. Student assignments should be at least as engaging as something students have no personal stake in - how do we get them as excited about research for their own ends?
Thursday, December 23, 2010
Giving the Buzzer: Hoi Polloi Fact Checking Game Shows, Rabble-Rousing Due to Network Research Errors
Fox network researchers came away with a black eye recently, when the wild west of invisible internet folks noted they made an error when they ganked a couple on the new show Million Dollar Money Drop. The show told the couple - who had bet $800,00 - that their answer of the Post-It note being in stores earliest was not true, and that it was the Sony Walkman that hit store shelves first. Amateur researchers across the internet shouted about the error until Fox caved and admitted the error. It does my librarian heart good to see people so interested in looking deeply for an answer instead of just taking a game show host's name for it.
Tuesday, December 21, 2010
A Philosophy of Reviewing: A Pleasure & a Service
I very much think of reviewing as both a pleasure and a service to the profession. Like most of us, my free time is precious, and I have a long backlist of personal need-to-reads in addition to the books I review for various publications. For reviews, I am often asked to read authors I haven't come across before in the genres I'm most familiar with. This is an exciting opportunity for me to hear fresh voices.
In terms of service, I review in the hopes that folks making purchasing decisions (either for their personal libraries or for their place of work) find the review helpful as they weigh what to add to their collections...what to spend those precious few dollars on.
The Bad Review
I mentioned on a Library Society of the World thread in Friendfeed that I recently panned a book Library Journal sent me to review. It's not the first (nor even the first this year), but it always leaves me feeling a bit roughed-up.
The comments in the thread essentially affirmed the value of a bad review. It's a signal to both authors and publishing houses to stop putting out "schlock", and it serves as notice that a review in a professional or trade publication is not simply a rubber stamp congratulating you for having written a book. (Yes, it is hard work. That doesn't, however, mean it is good work.)
I always feel slightly guilty when penning/typing a bad review. As a writer (outside of library topics), I know how terrible you feel when someone dislikes your work. I can only imagine how much worse that is if someone publishes that dislike, and in a magazine many librarians use to select (or not) materials.
But I am not the author's PR director. I am a reviewer, and my responsibility is not to the author, but to the reader. I firmly believe that if you are going to review a book, either in a short blurb in LJ or in a much longer professional review, the reviewer has an obligation to be honest. You are telling people whether, in your opinion, given what you know of the field or genre, that item is worth a portion of a library's budget, or a person's paycheck, or a person's time. With the newer LJ reviewer guidelines, you can't avoid judgment at all, as they've added a "VERDICT" section to the end of the review, which helps weed out mere descriptions and lukewarm praise.
It's Not You, It's Your Book
I know of some folks who will refuse to write a poor review, and instead write a lukewarm or vague piece, write a good review no matter their opinion, or refuse to review the piece at all, sending it back to be redistributed to another. Some think reviewing is an obligation to approve of the work and help make it financially viable. (I would argue that this is exactly the sort of review/blurb model that now leads me to ignore all reviews-by-famous-authors on book jackets.) Others consider it a quid-pro-quo: I give a good review, later I get a good review. Others are just lazy, finding it much easier to write a good review than a bad one. And some people are just flat-out uncomfortable writing a less-than-stellar review - it's relatively rare, so there are few good examples of it. I find all but the last reason unacceptable, and for those who aren't sure how to approach writing a review of a not-great book, you can always ask.
Some equate bad reviews with rudeness (likely thinking of newspaper columnists or snarky critics). I've never found it necessary to be rude or spiteful. Is the writing good? Does the plot follow? Are the characters believable? Is landscape and geography authentic, or at least consistent? If the reader likes this author, who else are they likely to have on their reading list? For professional reviews, do conclusions follow from the examination, data and assumptions? Are the thoughts coherently organized? Do they build upon established literature or findings? Does the work do something new, or rehash something that was better written in an older resource? What books would be good supplements? These are the same criteria we apply to student papers and other writing with no qualms. Why shouldn't we address it in a review?
Earlier this year I reviewed a book by an author with an established reputation and fan base who put out a thin slip of a novel where the (already-established series) characters were pretty thin, the plot was completely implausible, and the dialogue was stilted, with a mystery solution that rested wholly on a deus-ex-machina technique. If I recognized this (and I had read the author's other works), there was no way established fans (or even fans of the genre) wouldn't notice that. Writing a good review would have pretty much outed me as a fraud. Not that patrons or genre readers are poring through LJ for reviews...but my colleagues do. And I'd know it was out there under my name.
I approach each new book I'm reviewing with enthusiasm, in the hope I'll be able to give it a rave review and umpteen stars. I'm rooting for the authors to succeed. I enjoy reviewing because it's like a Christmas grab-bag - I never know what will come of it, but I have high hopes. Sometimes I get the KitchenAid mixer, sometimes I get the stretchy gloves. I was thrilled that a good review I gave a book ended up on the jacket of that book's sequel. I groaned when I turned in the unimpressed review this morning.
Do you want your stellar review blurb emblazoned on a dud of a book? Do you want the publishing houses to throw more tripe your way? If you review, or are considering it, I implore you: be fair, but be honest. Many of us use these reviews to make selection decisions.
Friday, December 17, 2010
Folks can laugh about the "sky is falling" reaction to Yahoo's leaked information that the social bookmarking site Delicious was being sunsetted, but given how reliant those of us who are active on the social web are, and how much of our information is logged and stored by entities outside our control, it holds some lessons, both for users and service providers.
1. You as a provider are not unique, and your users will bail if you shaft them, are perceived to have shafted them, or if there is a rumor you may shaft them. I don't know if there's a report yet on what the number of signups over at Diigo, Pinboard, or even Google bookmarks
2. You as a company should not assume that any confidential meetings are confidential. Especially if those meetings entail laying off 10% of your workforce. Be PR-ready with such announcements. Come on, guys. If Apple can't hold out without a leak, doubtful that you can, particularly when you've just majorly pissed off the product developers. Transparency isn't just good corporate citizenship, it's also a great CYA strategy in the land of instant updating. To have been caught by surprise and say, "Speaking for our team, we were very disappointed by the way that this appeared in the press" is disingenuous. You should have had a press announcement ready as soon as you showed a slide sunsetting any of your products, but particularly one folks are actually interested in and using. Once your employees know something, it's a matter of time before it hits their airwaves. Once your disgruntled or former employees know something, expect to be asked about it as you walk out of that meeting on your way to the ladies' room.
3. Take note, Important Internet Companies: your audience is fickle. Unless you have tied your users to you with unadulterated loyalty (Apple) or enthusiasm (Google), you're not immune to people flat-leaving you at the drop of a hat, no matter how popular your product. How have you grown your users? How have you made them part of your brand's family? Yahoo could have had very good answers to these questions with delicious and Flickr, but seems to be faltering. Hell, some of us even PAID for a similar service. Why wasn't delicious monetized? Seems a shame, and a waste.
4. CEOs: When you lay folks off, people will want to know how you're raking in $47 million and not feeling badly about it. It may not be fair, but it's true. If you're going to lay folks off and not take a pay cut yourself, you'd better have some damned good decision-making backing you up along the way so that you look like you're worth it. Good decisionmaking like, say, actually having accounts on services your company provides.
5. You as a user should be more invested in backing up your data. This one is child's play to some folks and may be assumed by others, but many of us sign up for a service in the cloud and assume it will be there forever and ever, amen. Yes, that may be naive, but even savvy social networkers don't always back up all of their info. The delicious leak was a huge wakeup cal for even those of us who are casual users, and a reminder that unless *you've* got your data, you can't guarantee your favorite service will have it tomorrow for you.
I'll be very interested to see how this plays out in the long run, especially after Yahoo's non-response where they say nothing more about delicious than that they hope they find a home for it. Somewhere. Sometime. Maybe. Will folks stay with delicious, or will those already fooling around cut their ties and move along? As for myself, I have to admit that I've already exported all of my delicious bookmarks and am fooling around with Pinboard and Google bookmarks. Should Flickr meet some awful fate, I'd be Yahoo-free.
Wednesday, December 15, 2010
Zuckerberg walked away with Times Person of the Year. Which I find baffling. Yes, Facebook as a product is incredible in terms of connecting people, even if it is used largely to poke people, announce breakups, and copy and paste meaningless messages. But given the outcries of privacy issues it creates - and Zuckerberg's remarkable reluctance to take those user concerns seriously - I'm rather surprised about the decision. I probably shouldn't be. He's a bazillionaire with his very own movie.
Many wanted Julian Assange (WikiLeaks founder) or Bradley Manning, the Army private who worked on classified networked and distributed any number of classified diplomatic cables and top secret government documents, to have been the choice, and here I leap into librarian heresy: I'm not going to call Assange or Manning heroes for wholesale datadump of classified material.
In any case, Zuckerberg, Assange & Manning. The Tea Party, which is not, in fact, a "person," but an entire group of persons who border on the irrational and would have us do away with separation of church & state. Hamid Karzai, a ballot-box stuffer). The Chilean miners who - while their story was touching - accomplished not much other than working in horrible conditions and being saved by others.
What a sad and sorry list of "people of the year" for 2010. I suppose they're chosen for impact and not really "Fantastic Persons of the Year" status. In that case, I guess Zuckerberg may have been the most decent choice out of that pool.
Tuesday, December 14, 2010
If I have my way, 2011 will be Colleen's Year of Busting.
I'm going to admit it. I felt so much better when I was hitting the gym five days a week, two or three of those with a personal trainer. I felt better physically; stairs did not make me as tired, I had more energy throughout the day, and my aches and pains were minimal. I also felt mentally better - my gym time was a really fantastic way for me to downshift from work time to home time (which I have failed miserably at for 2010, and which, according to Tony Schwartz, is pretty important). I slept better. I felt more comfortable in my skin when everything tightened up just a wee bit. And I felt stronger. Not just stronger in my muscles - which was true - but in spirit. I felt capable, balanced, and in sync with myself.
I want that back. In fact, I've already emailed my trainer and asked him to get me onto his schedule, and if he can't (he's been promoted, and is much busier than he used to be), to set me up with someone willing to yell at me and deal with my grumpy, sweaty self. I need this, and I am going to make time for it. My excuses of "I don't have enough time" and "I'm too tired" are not helping me live the life I want, and they're not really the truth.
I've got an excellent personal budget spreadsheet - I've forgotten the site where I acquired it a few years ago, but I've tweaked the Excel sheet to really work for me (and am happy to share it if you ask). It's kept me on track in terms of not overdrawing, but poor planning for random expenses (vet, conferences, medical bills, etc.) have kept me from really getting ahead on things. My goal for 2011 is to kill all of my non-student-loan debt. It is completely doable if I can be disciplined.
I have a good job with a good salary - it is ridiculous for me to maintain this sort of interest-bearing debt. I want to buy a house of my own. I'd like to do an international trip-for-fun once a year. I want to develop some financial security. This one is a no-brainer, and unlike the many years I spent as a student broke and living off cobbled-together part-time minimum wage jobs, this is doable.
With too many balls in the air, I start to feel disorganized. Then things start to look disorganized, as papers pile up haphazardly first on my office desk, then on my office table, then on my home kitchen table, then the coffeetable. No more. While having many ongoing projects and rolling due dates is part and parcel of being a middle manager and active professional, I will be making a more concerted effort to (1) schedule things (particularly supplemental, outside-of-actual-work projects) so I don't feel like I'm struggling so much to keep my head above water, and (2)only volunteer for new outside-of-workplace duties when something else gets scratched off the list, leaving space for it.
I need more balance in my life, which is essentially what all of these resolutions have in common.
I've already decided that I'm full up for spring through summer 2011. For travel, I'll be going to Midwinter ALA for the Emerging Leaders program, presenting at Computers in Libraries and at the Tennessee Library Association in the same week in March, and then ALA Annual in June/July. I'll probably pitch a conference presentation or two for the fall, but I'm full up for spring and summer. Writing-wise, I'm full up for the year: I'm co-editing a collection titled Women and Poetry: Tips on Writing, Teaching and Publishing by Successful Women Poets with Carol Smallwood which will come out from McFarland, co-authoring The Accidental Access Services Librarian (out of Information Today, Inc.) with Mary Carmen Chimato, and volunteered to write a few chapters for Managing in the Middle: The Librarian’s Handbook, co-edited by Farrell & Schlesinger and expected out of ALA. I'll also be taking another 3 classes toward the EdD this spring.
I'm not even reading CFPs anymore, lest I tempt myself into saying yes to more than I can handle. This is my (admittedly warped) version of balance, and mastering The Force through conquering The To-Do List.
When I get busy, annoyed, upset, sad, angry, or tired, I hermit myself, which removes me from the very people who energize, entertain and fabulous-ify me. I will make the conscious effort to make time for friends and stay in contact. I will not be erecting my usual barriers between myself & my friends. I will make the time to call, write and visit, because being with people I love keeps me sane and closer to my humanity.
I have a really fantastic (or terrible, depending on the scale you use) streak of romance failures. While I know I can't actually commit to breaking that streak in 2011 [it takes two], I *can* commit to being more social, meeting new people, and being open to new possibilities, instead of my usual practice of a combination of (1) working myself to death just because there's no one waiting for me at home and, when that becomes exhausting, (2) racing home to whip off my pants and curl up on the couch to read vampire fiction while the dog snoozes at my feet.
These are the commitments I will be trying to keep for myself for 2011. A silly and worn-out exercise to write them down, but it makes me feel better having articulated them, and gives me a touchstone to come back to if I start to falter, or question why I thought they were important. The rollercoaster ride of 2010 brought me to a job I love with great colleagues, and so overall I consider it a resounding success. I'd like to really enjoy 2011, and I think the above commitments will help with that.
Sunday, December 12, 2010
Inspired by Justin the Librarian's "Eight Things I Learned" and Bobbi Newman's "The Four Most Valuable Lessons I Learned in 2010", I thought I would contribute my own list. (Meme, anyone?) I've actually been thinking quite a bit about this in the past few weeks, as I've been assessing what I've done, what I haven't, the person and professional I'd like to be, and the general rollercoaster ride of 2010.
Lesson #1: Overextension /= Overachievement
I have had the very good fortune of being invited to speak and write a great deal this year. I have a difficult time saying no (first of all because those invitations are usually a result of a proposal I wrote, and that would be rude; secondly, you never know when the well will dry up!). This resulted in a lot of travel, a lot of deadlines, a lot of late nights and working weekends. On top of my actual job (which is fabulous), the three courses I took toward the doctorate this semester, and my creative writing on the side, it was all too much.
I get myself into this with the idea that the sense of achievement when everything is complete will be overwhelming and incredible...and instead, I find that I am generally left feeling pretty poorly physically and emotionally after draining all of my energy. With this lesson now firmly learned, I am planning to be much more deliberate in the writing projects I choose and the conference presentations I pitch. In fact, I'm full up for 2011 on professional writing projects already, and will not be volunteering for anything new until 2012. My conference schedule is already fixed through ALA Annual. There is a sort of freedom in allowing myself the choice to say no, and for this next year I am going to wield the "No" as an exercise in self-care.
Lesson #2: If I Ain't Got My Health, I Ain't Got Nothin'
I know that stress makes me ill (hello, IBS), but this year I also had my gallbladder out, and have been plagued with shoulder and neck problems. Not taking more time initially to get well (in all cases), led to prolonging the problems. I've learned it's worth the time on the front end to get myself well instead of dragging my carcass along until I absolutely must stop. Sleeping until I am not tired should not be a luxury. Gritting my teeth and bearing it is not a long-term coping strategy. Replacing my gym time with more work time is not doing myself any favors. I realize this is an obvious lesson - "Take care of your health" - but it seems to be the one I consistently fail to learn. I'm pledging to myself that I will be much more deliberate with my self-care in 2011.
Lesson #3: Deliberate Joy
Two weeks ago, I was driving home from a poetry reading and got a bit lost in suburbia. As I was grumbling (a common enough thing when I'm driving) and fiddling with my Garmin, I was suddenly struck by the houses decked out in holiday lights. I stopped, slowed down, and smiled as I enjoyed the decorations. Later that night, I realized that I do not smile enough, I do not try to find joy, and I am not very happy with my lack in this area. I tend to focus on What Needs To Get Done Now, while living under the shadow of What Needs To Be Done Next. That doesn't leave much room for simply enjoying a moment.
I do not want to be a person so enmeshed in my own to-do list that I'm not enjoying the world around me. I want to be open to those small moments of random, unplanned joy.
Lesson #4: It's Not A Competition, Comparison or Contest
This feeds back into #1 a little bit. Working with such fantastic colleagues both in my home library and in the library profession as a whole, I easily slip into competition mode, where I measure my own achievements against those of others, and inevitably find myself lacking. While the benefit of this is that it helps me push myself, the downside is that it's a confidence-killer, and feeds my tendency to overextend. No one else is keeping score, or measuring me against anything more than whatever good work helps my library provide good service. It's not quantity, it's quality that is important, and it's not me versus anyone - it's me versus the work that needs to be done.
Lesson #5: Stop Taking Friends for Granted
I have a small circle of wonderful friends. These are the folks who know me well, and understand that when I get stressed, sad, mad, or into any other non-optimal emotional state, I tend to become a bit of a hermit. Unfortunately, with years like this one, whcih included a job switch and interstate move, physical ailments, and the deadline-oriented lifestyle of the overcommitted, my contacts with friends are the first thing to suffer. Not superficial internet communication like IM chatting, but in-person visits, good long phone conversations, and the sort of investment of time and emotion you are supposed to put into those you love. I know well I've fallen down on this in 2010, and it has been highlighted these past few weeks as those conversations (and even a visit!) have happened. I feel simultaneously guilty (for neglecting my friends), reinvigorated (because they make me feel loved, wanted, and not-as-crazy-as-I-probably-am), and simply comforted by being with those I love.
This should not be a tear-inducing luxury.
This should be a regular part of my life.
Simple lessons. Lessons I should already have taken to heart by now, certainly, but that were very much driven home this year. I'm looking forward to 2011, where I can demonstrate that I have really learned these lessons, and am making changes because of them.
Tuesday, November 23, 2010
Petsko's Letter to SUNY-Albany, the Mission of the University, and the Faltering of Humanities Support
Have you had the chance to read Professor Gregory Petsko's open letter to the president of SUNY-Albany? If not, read the open letter here. If you have any interest in higher education at all, it is worth your time.
Essentially, President Philip announced that due to budget strictures, SUNY Albany would be eliminating the French, Italian, Classics, Russian and Theater Arts departments. Reasons included that 'there are comparatively fewer students enrolled in these degree programs' and that, as Petsko writes, "the humanities were a drain on the institution financially, as opposed to the sciences, which bring in money in the form of grants and contracts."
The letter goes on to detail the value of liberal arts as integrated into the university curriculum. Petsko is more eloquent than I am, and I leave you to read his letter for the rest of it.
But what I want to return to is this: what is the mission of the university? Petsko states, "the word 'university' derives from the Latin 'universitas', meaning 'the whole'. You can't be a university without having a thriving humanities program. You will need to call SUNY Albany a trade school, or perhaps a vocational college, but not a university. Not anymore."
I am inclined to agree with him. The business-model as applied to the university is having exactly the impact many predicted, which is to cull out that which made people holistic thinkers and to focus all attention on that which is profitable. That in itself is not an education.
Even more concerning to me was a discussion among high level library administrators (I was not involved in the discussion, merely an attendant) at a well-respected University. The discussion boiled down to the fact that these administrators actually felt it was a good thing that independent liberal arts colleges in their area were closing, since it would up the enrollment at the larger university. The conversation went on to address how great it would be if more humanities programs would close at the university so that those collection funds could be funneled "where they belong," towards collections more suited to the technical programs of a land-grant university.
Now, I know it is Pollyanna-ish to expect that academic disciplines have more in common than they have differences, but I expected some degree of respect to be shared. Is it a free-for-all with every discipline out for themselves to avoid the axe? If so, that's a damned shame. Particularly since there's no guarantee that being saved this time means that you'll be seen as something worth saving in the future.
And as American political discourse becomes ever more insular and hyperconservative, as xenophobia becomes more pronounced even as we are expected to be more integrated with other cultures around the world, doesn't it behoove us to value those humanities departments that give us a glimpse into other worlds and times? Economic recession is no excuse to start curtailing what is considered an education.
Friday, November 19, 2010
I should have more sympathy for my campus's migration to Banner, which was finalized (mostly) in August. I should, particularly since I'm part of the ILS migration to WMS here at the library, and I know that bugs can be surprising, data can be unmungeable in teh short term, and that errors in migration occur. But I do not have much sympathy. This made me feel like a shabby person, so I am trying to tease out why. My reasons:
User Disruption. The Library has been very careful to keep our old systems up and running with no interruption while we test the new system. Yes, you can test our sexy new WorldCat Local install, but there are big red letters over it saying that the availability info is only available and up to date in our current catalog (which most of our users are accustomed to). We haven't jacked up any accounts, we haven't fiddled with anything for the user, because we are busy kicking the crap out of the tires before we set it loose on our users. While I'm sure the Records office and campus IT did the same, looks like there are a few important bugs that weren't fixed before going live for this (the second!) round of class registration.
This was a nifty kick in the pants for me today - as I get bogged down in details of WMS and how our data is displaying or not, and what is functional or not, my users are not going to be interested in the pieces that work. They will be interested in whether it does what it is supposed to do - in its entirety! - so they get the service they need and can move along.
I am consciously trying to be more generous about the campus migration (even though they had multiples new staff lines funded and added to the system for the project and spent kazillions, while we are making due with static budget. Ahem). I am. I try to will wait patiently for the fix that will get me into my classes for that doctorate I'm working on. I will try to make my user-self as sympathetic as my backend-self.
But I can't make any promises. As a user, I expect the same sort of excellent (fast, efficient, friendly) service provided to me as I and my staff provide when we're on the other side of the desk. I'm spoiled.
Saturday, November 13, 2010
Most of the blog lately has been my notes on library conference sessions. Outside of libraryland, though, occasionally I accomplish other things important to me on a personal level. Making that list this month is that my latest book of poetry, These Terrible Sacraments, is finally in print and available for order from the publisher's online bookstore. (For the record, it is the same press that published my first book of poems, God in my Throat.
For my first book, I was excited simply to get my work published. This time, though, I'm excited for all different reasons. The book is dedicated to my brother, Patrick, who served with the U.S. Marine Corps in the 3rd Battalion 3rd Marines with tours in Iraq and Afghanistan. Some of the stories in these poems are his. Some are mine. The poems are written from the perspective of our loved ones serving overseas, as well as from the points of view of those of us who remain home to wait and pray.
It was a difficult collection to write, dredging back up fear and horror as well as tenderness and hope. I hope all of those who decide to read it, enjoy it.
Friday, November 12, 2010
Access starts with acquisition... Unless the library wont buy it, then it starts with interlibrary loan. Where is ILL going, where does it need to go, how do we ge there? i'Ll is playing a big role in collection development, serving larger percentage of population, leveragigpower of consortiums. Striving to close the gap between discovery and delivery, expand the types of services delivered, diminis heffect of location and or ownership and acess for between branches, enlist. Rest of ADS in these pursuits.
Interesting statistics. 2001-2 was eleven percent of population. Last year, served twenty one percent of population, 6579 differetpatrons. Amount o fundergrads usigill and docdelivery growing in the same period. i'Ll used ot be only open to grad students and faculty through an oclc terminal and it took forever to get hints. Distance learners and extension personnel grown from 1084 to 4425 for use of services. Try to make them ot at a disadvantage just because they are at a distance. 50 -60% of what is sent to those folks is in collection, so it is tpstrit doc delivery.
Role in collection development. Old model of collection management is ot working any more, especially since we dot have as much money to buy what we want, so we are looking at it as a patron driven model. Since 2004, books on demand. If an ILL request meets criteria, they buy it. Call number range excludes areas that have specific call number ranges for grants. Account with baker and taylor gobi and amazon. 305 monographs ordered since 2004. Screen shot. Of ILLIad, link out to search gobi and can buy it from that screen. Consortially get rid of duplicating collections, they isolated a number of journal titles, combined for complete run, then a library elsewhere recycled their own. Saves shelf space. Part of agreement is that patrons wont suffer because of this, trln single copy task group.
Searchers do not distinguish between discovery and delivery, and delivery is the important part ot users. For many users, discovery alone is a waste of time. One of our challenges is bridging d to d gap. Ncsu. Allows. That every monograph has a request button. (geography of the forehead book of. Poems). Book checked out, can place hold on ncsu copy, or can ILL the item. Unc system uses two day ups, super fast delivery, way faster than waiting for item to be returned. See delivery options, and for distance students, that request goes to ILL who then fedexes or ups to distance learners.
Leveraging consortiums, trln andunc library express are their best. Catalog offers chance to search pac, world cat local, consortial catalog. In local have group catalog, so they can check availability of other unc schools in the system. They moved from sfx to serial solutions, so all databases have find text at ncsu button. At point nof discovery, gives you options for delivery. If article avail full text, link 360 helps you bridge gap. Tripsaver is their document delivery, even if owned they will deliver. Tripsaver is. i'Ll if not owned, campus book delivery from branches or out to distance, and doc delivery. Student only cares where it comes form only in terms of ho wrong it takes to get to them. Differentiaiting between doc delivery and ILL doesn't mean anything to students, it's just confusing to them and they don't care. Tripsaver form is populated.
Currently working on, building large new library; going directly from lender to patron, for distance folk. Right now, distance lives in charlotte, they want a book Charlotte has. Charlotte send to Raleigh, ncsu. Sends to charlotte to patron, patron returns to Raleigh, who then sends it back to Charlotte. Logistics is problematic. Crosstraining rest of ads staff to do interlibrary loan. Tripsaver has chat service, but only available 7-6 moon through friday, but want it available all the time. Need ads staff to answer those kinds of questions. Users don't think of divisions within departments and units. Faculty office delivery is costly, but wanted, especially with 2 million vols in new library facility. Or need free doc delivery.
Purpose is to examine fundamental principles governing customer support by utilizing basic theories and analytical tools provided by semiotics. Thi approach can help define and improve customer support at service desks. Intro to semiotics, fundamentals of customer support, and signs of customer support at service desks.
Semitoics examines how humans represent worked through system of signs. Used to examine phenoms interdisciplinary, art, language, lit, music, media, performance studies, etc. Central is notion of sign. Broadly, semiotics is science of signs or study of use of signs. All human comm and interaction is composed of signs, a. Dhuman experience sociocultural system created, mediated and sustained by signs. In almost all human cultures, signs carry some info that we use to describe, reposing a d evaluate world. Words, images, symbols, images, gestures, sounds, facial expressions. Anything we do to make and share messages. One basic goal of semiotic analysis is to examine social function a d. Ciltiral production of signs in a given society and offer explanations of how they're used to communicate meanings. Takes into account signs formal structures and what shaped its. Production of meaning.
Example, for a sign to cary meaning, must be coded, then decoded. Meaning of sign found inn cultural and social context of it's use. Traffic lights and road signs convert a message into code, green equals go, red means stop. Drivers and pedestraisns decode into meaning. Sign is loosely defined as a pattern of data that when perceived brings to mind something other than itself. Anythign capable of standing for, representing or pointing to something else. Signs formal structure is union of three dimensions: physical (what is shown, seen, perceived that represents or points to something else), this is the signifier, the material part of the ,sign. Second is conceptual, relation of sign to the particular object idea or person being referred to. This is the signified, the conceptual component or the idea fo rwhich the sign stands. Signifier is textual word cat, signified is actual cat.
Third dimension is interpretive, function of the sign by which is stands for, represents, or directs attention to a. Object, idea or person. The interpretant draws reh sognitice connection between sign and idea/object.
Three distinct categories of signs. Symbolic, iconic, indexical. Symbolic when has arbitrary relationship with object. Iconic when resembles. Indexical when physically linked to object, caused by object, or part of object it represents. Symbolic= dove for peace, horseshoe, etc. Connection between sign and object is agreed upon by virtue of consensus, shared understanding, law, belief. No actual connection or inherent relationship. We have to learn what the symbolic sign represents so it has meaning. Words are also symbolic, letters forming words based on rules, conventions and cultural practice but arbitrary. The icon is dynamically linked to object it represents by likeness, qualities bear resemblance. Icon represents object mainly by similarity. Example is portrait which represents object, but is not object. Photographs, statues, maps, diagrams, actor playing a part. All these signify by resemblance. Indexical sign is a sign in which signifier is caused by signified, points to or connected to object by virtue of being physically linked ot or affected by or a part of object. Thermometer, smoke which is an index of fire, weathervane sign of winds direction, paw print is an index of an object that has vanished from scene. Paw print indicates "cat here before." hyperlink indicates webpage. Genuflection reflects royalty, subordination, authority. Knock at the door is index of presence of someone outside. The human agent establishes these relationships and contributes to production of sign.
Short story of speed limit sign near walking path, when sign hit, bears new meaning for walkers. Indexical. Any sign can be indexical, iconic and symbolic.
Semitoic analysis of customer support looks closely at ho customer service provider communicates with customer in support environment. Semitoics can be used as a base for how we envision andperceive customer support, and can guide us to look critically at customer service experience we produce, represent, wamt to improve. How do we contribute to production of meaning o customer support sign?
Super customer support must be a signal, sign, banner. We can encode message fo qualities, traditions, etc . When we embody thesse principles, adopt behaviors that represent that customer service sign. Service point, service provider, service provided.
All action begins when customer service spectacle revealed to customer as they enter the physical customer service area. They mnow a series of service related conventions and social practices have been activated and about to be played out. Conceptual: certain fundamental principles associated with customer service that we learn and recognize and come to expect when we think about customer service or encounter customer service sign. Here sign connects with idea for which sign stands. Conceptual relation between sign, customer support, and signified concept, is established and assiccaition is made between sign and what sign stands for. Intepretive, sense is made of customer service sign. Customers and providers contribute to production of meaning of sign. Meaning arises fromm communications between communicators, provider and customer.
A gew fundamental balues andbahviors governm customer support. Friendly, fast, efficient, finished, and followed with feedback. Courtesy, speed, accuracy, completeness, folowthrough. Desired and expected customer service actions.
Symbolic signs thrive atu library service desks. Announcement sand bulletins, schedules, directions, instructions, poicies, faqs. Slides fo. Emory library signs. Many answer the how do I sorts of questions, or the where can i find sorts of questions. Also the what is, who can i speak to, etc. Most signs designed so we don't have to unnecessarily keep repeating ourselves. Customer sign icons are representative, acting as an agent of the service. Primary icon at service desk is the service desk provider, human giver of customer support. Keep in mind success fo customer service transaction contingent on customer s expectations and interpretation of service provided, and their repines to it. Do your service folk look like they are fast, friendly and efficient? Customer should not have to disturb service provider to get help, as in case with texting, headphones, etc. The Back in Five sign also bad idea, see a line, see wait, what are odds of getting what they came for in fast and efficient manner? Seeing backlog and disoprder at desk makes customers feel you are not efficient, unable to find anything, etc.
Indexical places emphasis on physical connection to something unseen or unsaid but present and contributing to production of meaning in customer support, lilac mess. Capacity issues, workflow breakdowns, body language etc can be seen and interpreted by customer signs.
Basic dynamics of customer support transaction is pattern of interlocking events propelling pele into set of circumstances in which they must do something. Principles of customer service can be used to guide our service behavior so we know what to do, where to check, who to intact, what actions to take in ay context. Since customer support is a sign in which meaning can be made, then as service providers we can seize dynamics of sign creation process to control signs production and projection and proactively shape reality the customer service sign denotes. Customer veal of interaction defines service outcomes an dmatters most.
Thursday, November 11, 2010
They restricture frequently. Access and info services is traditional stacks, microform, govdocs, but not reserves. Now reference, portions of interlibrary koan and doc delivery. 32 staff and over 100 students. University of Arizona Tucson. Many services in one unit across many sites. Staff always saying "you want us to do what?" why bit her with needs assessment, resources involved, technology used, sources of data, tools they use, how. All of this feeds into outcomes and create an environmental scan doc ument and how that kids into strategic plan document, how it ends up with happy users.
Why data driven planning, why needs assessment? In the past decades with shrinking budgets, increased pressure om libraries ot maintain or cut costs while increasing variety and quality of services offered. Focus services that bring value while supporting education and research. Needs assessment, outcomes provide accountability and critical for org survival. Seventeen of twenty years they have had budget cuts. (slides with lots of text). Needs assessment and ebal allow door data based planning anddecisionmaking, not a one time effort but continual. Doesn't have to be scientific and statistically valid. Can create trend analyses. For ors to. Be successful with current and future needs, importance of continual assessment, culture of assessment, climate of assessment. We cant assume we know what is best for users without asking them or watching them.
Align strategic plan at library level with team and department level, and individual level for those with performance management responsibilities. They. Focus on. Customer as why and how they will stay relevant. Assessment, evaluation and planning cycle per slide. EnGge with various groups on campus, who appreciate transparency. Support library fee for students, andtell them where the money goes, which stakeholders support. Certain positions have responsibilities solely dedicated to data collection and statistics output. Overally. .55 FTE dedicated to numbers. Always look at customer activity as a source of info in planning, from ils, gate counts, shelving stats, specific service numbers fo ereserves, number and types of questions asked at service desks. Data is useful but incomplete, did not include customer's voices.
So, do library report ca linked off. Of main website, simple feedback form, comments and questions reviewed and answered each month. Many questions about library processes and services. Started to review and collect in 2002 after noticing recurring themes. Libqual each spring, sent to. Large sample of campus community via email, tool focuses on big library wide issues. Library services survey on management of equipment, staffing. And spaces through survey monkey, linked from public machines. Observational data gathering, like info commons headcount done one week per month, use of computers, laptops, study rooms, collaborative spaces. Overnight building headcount number per floor, number in group study rooms during safety walkthroughs. Knowing spread of people throughout building was useful because not there to use the stacks but the computers, rooms, etc.. Based on info gathered from headcount and building counts, seeing changed in behavior in info commons, using collaborative spaces more, computers less, laptops more, etc. Info collected at desks from service staff constantly, report unmet customer needs. Also surveys and focus groups usually tied to project or specific service. Found they could check out surge protectors, etc. Can net books meet student needs as well but cheaper?
Checking the data. In terms of all this collected information, staff conference summaries, webinars, listservs and benchmarking institutions,
We need to think about management. Managers are busy people a d in mAnaging services we forget about internal piece. How change impacts access services, innovative management for change, some of the challenges. What causes change? Space,customer centered services, technology, administrative decisions, bottom up innovative ideas. How do we create and nmanage these spaces better? Customer based services through needs assessment. Checked through irb and questions were okay as long as they didn't want to publish, so started to ask students informally about services. Libqual Comments are best measure of services. Ex, deficient links in ere sources so folks now report through point of need through ticketing system. Srudents begging. For quiet spaces while we are focused on collaborative spaces, disconnect. Facilities issues. That management piece falls on. Access services in most environments. Also technology drives things - student in youtube video on UT San Antonio and how he connects to his library - STEAL THIS! So great.
How do we let admin know we need more money for these. New services. Admin decisions also drive change. Some are good, some are driven by reactions to chronicle of higher Ed like that we don't need librarians anymore. Campus development department identified a
Erson who wanted to donate money to library for at risk first gen students, and piece was written that library would hire first year first gen students to work the reference desk (!). Need to be careful when things are driven administratively. Revamped it in conjunction with other heads to be more of a learning experience than a service provision. Bottom up innovative ideas - cross trainings, ideas from staff like paging system for study. Rooms. Listen to ideas but change as necessary to suit.
Access services is not an entity unto itself and has never been, interconnected with all other public services. Most transactions from reference lead to access services. Now how do I get it? Thats our turn!
Usually several department heads, reference, access, etc. As access serviceanagers, we should. Take the lead in pulling together. Personalities adpeople and creating some tiype of collaborative working relationship because we operate as a whole. Establishing interconnectivity. Reference didn't know names of circ folk. Problem of continuity of services. Are you. Telling people same thing circ is telling them? Wrote a proposal to. Admin asking for a retreat for all public services under guise of Peking on strategic plan as a public service entity. Got permission to staff circ with students only, went to engineering building with large big room. Staff planned retreat, intended to get pele together to know each other. Brought facilitator to talk about strategic planning for public service group. Asked what folks wanted to hear about...how does exercise affect stss levels, a professor came over. And gave the talk. Admin funded a meal. Speaker was really bad and everyone bonded over that :) from there, joint public service meetings monthly. Not announcements, but sharing. Collaborative projects like deaccessioning where librarians and shelvers got together. Managers roles: assessing needs, projecting trends, updating staff, training, presenting results.
Know when to lead and know when to manage. What staff need to know: the strategic initiatives of the uni and library. Let then know where the change is leading, what the big picture is. Identify barriers, who is resisting change and why? Change responsibilities based on strengths and weaknesses, some folks might get new responsibilities during change.
Challenges: that's not what i s hired to do. If changigjobs, need to. Keep hr informed. Job descriptions and job responsibilities are different, design them to allow for. Future change. Longevity no tin age but years of exposure. Challenge now is reward/composition, make ksure when replacing a position, you work within hr guidelines. Establish solid working relationship with other managers. (myers Briggs example, presenter dislikes them bu tshe learned to identify personality types for communication). Relationships between departments. Introduce change gradually. Based on feedback, determine who and what. Of you're going to change something, who is it impacting, who might take well to it? Draft document in case of changes in responsibilities.work with admin and hr regarding impact, change in job grade. Etc. New position, internal or external? Develop program and service evaluation. DEvelop employees new role assessment and evaluation. Remember to implement change incrementally, establishing achievable milestones.
Questions for Dell: hard to motivate to take on new workloads with staff attrition. What if you cant compensate financially? Ey were able to. Look at vacant monies even from other departments. They get books shelf ready so they get three pele in tech services with nothing to do. Resignation, ask for that money. What can you give up because the data exists elsewhere?
Amy Chang - service is no longer circling books, is many services to many users, on site and off site. Have consolidated all service points into one, services becoming seamless and mtransparent. More user centered than policy and procedure driven. Innovative management involves ideas, technology and people. Pele are the k ey to success to goo management. Focus on people manAgement, focus on how ot communicate to become more effective.
Communication tools, why using statistics, how to use stats for service management and how to communicate stats. Elements to be considered for communication and challenges.
Digital tools include lib guide, intranet, blackboard, YouTube, blackboard, blog, one way communication, two way communication. Access services blog page has been very successful because staff found it easy to get in via web, don't ned to log in like intranet, can access from anywhere anytime. Easy to post announcements, store reports and policies. Customer service standards on blog, procedures, etc. Fun stuff area for staff recipes, trVel photos, etc. One way communication is announcement driven, policies and procedures that aren't changing, etc. Two way communication for feedback, input, ideas.
Using statistics as a communication tool. Statistics can help us make a right decision. Provides a real picture of service activities. Some madmin decisions can be based on not numbers or facts but snapshots. Stats can communicate about real picture of our services. Helps staff be more felxinle and adaptive. When staff get the picture and. Can see the number and patterns you generate from data, they are more likely to deal with situation better. As a manager of a department, you can see the changing needs. Don't just look T numbers, but numbers generate a pattern narrative of service from month to month or semester to semester. Know your users. Monitor changing needs, three year comparisons, analysis for particular month, traffic. Patterns, etc. Show productivity in overall activities, demo results ofdecisions. Used to. Do big circa stats, but now itemized. Otherwise other people tell you what is going on in access services. "circa is up encase of laptops, or group study. Rooms". Actually circulation of traditional materials not going down. Demonstrate improvement, new idea results, new devices, etc. Stats are good for demonstrating needs of staff or users, equipment, etc. Creates excitement when there are big jumps. Can map jumps over same months so they get a real picture of patterns and don't think things are one-off. Issues. Email her for examples of reports.
Elements to be considered when doing stats. What is the purpose? What do these stats meanfo r the services, staff and top administrators? How to collect and structure data? Prepare for questions and clarification, especially if opposite speculation or projections. There will be many questions, when, how, why, interpretation of numbers, etc. Need. To ensure accuracy, consistency, frequency, accountability. Challenges is to be illustrative but readable
By jerrie Bauer and (someone) Llewellyn.
Why customer service, easily stages of the project initiated in 2006, customer service training from report, classes, measuring outcomes of good customer service. Process improvements and what they learned along the way, tips and tricks for implementing program.
Jerrie: why customer service? Folks have a good conept of customer service and what it is. They wanted a statement of service philosophy for access services why they think it is important. People ask why the staff? We compete for user attention with any other methods of delivery, and they believed that if they don't get good customer service users will seek out alternatives. Pele will just leave and find it somewhere else that they can get help. Front line interaction, and they wanted high and consistenn level of service to sets. Prior, no unified service expectations. They are an urban campus with fourteen different library buildings, around fifty thousand students. Individual libraries different service desks provided differing levels of service. They are heavily reliant on student employees, and are finding many students coming in don't have a good job background or prior experience, and don't knoW what customer service means. Early stages: worked on web based training for student employees. Module of twenty slides, basic knife. Instructions, tips, video, charts, examples of good and bad. In new updated version, focus on what they want people to do and development outcomes. What. You learn through your job, skills that move beyond service desk and shelving books. Demo of module.
Project was well received with good feedback. Ddecided to take next step and do at all service locations for all front line employees. Part of charge was also to develop system for measuring level. Of quality of service to users. Ddeveloped project report focusing on three topics. Critical practices, observable behaviors as examples like eye intact, greeting,. Acknowledge customer service into library background (overview of library Nd how they fit into overall library picture). Supervisory environment, unit culture. Front line interaction, where rubber meets the road. Good customer service begins with the job description. For library background, depth of knowledge about library services. Tours, training in unit policies and procedures, and resource guides that are system wide information Bout services beyond the unit. Who you call, what do you do? If ils goes down, if need ILL help, routing, macros, reserves, etc. Maintain contact lists for efficient referrals, and emergency contact lists maintained and kept up to date.
Supervisory environment. If culture changes, need supervisors behind it. Communication for keeping everyone aware of most current info. Performance standards. All position descriptions added customer service, now included in performance reviews. Culture of service. They do licit user feedback. Customer survey for user feedback, and focus on staff motivation of appreciation to create a welcoming work environment. Reading paper and not viewAble, slouchy isn't approachable, etc.
Prpoject report: front line interactions. Excellent cutover service equites approachability, a greeting, approach users. (physical but also verbal, do you need help, etc.). Photo examples taken by library staff. By having staff work on the project, get buy in so. Its not a top down demand. Post standards to assure users of quality and hold units accountable. Do you post something your users can see? Anticipating user needs: ensure users don't leave confused or frustrated by providing explanations of policies and procedures as well as providing alternative options to met user needs when mpossible. Help happens even off the service desk. All shelving carts direct users to ask shelvers for help if ey need it. Red emergency phones to a walkie talked staff. Someone in audience has student rovers directed via cell phone. Pagers dropped too many calls, so the presenters moved to walkie-talkies.
For many students, first job om front line, so they need training. Phone protocol, transferring calls give them number, email protocol to be professional, timely, standards for response time, etc. Some units staff were using personal email accounts and users responding to personal accounts, not trackable or folks went on vacation. Now, unit email accounts are monitored by multiple staff so none are dropped or delayed, a d conversation is threaded. Beware signature lines etc for individual personal accounts. User priority management, dealing with lines, keeping commitments to users, keeping signage accurate and up to date. Wayfinding is important. There is such thing as too much signage, though.
Diffusing difficult situations training on how to remain calm, dealing with complaints. Remove from desk, seated, mirroring, lowering voice, etc. This is very popular and has actually moved broader thann the library into the safety office for staff and students.
Referrals: detailed information on referral and followup.
Training implementation: group settings, vLue in interaction so in person. Trainers were university HR depRtment offered a train the trainer session to deal with adult learning and content delivery session. Brand new staff, long term staff, etc. Worked to figure out what staff felt was already working. Surveyed users to develop a baseline measure of service perception. Trainers paired into four pairs of two. Trainers developed course content. Three hour training sessions, each session limited to fifteen people/attendees of students and staff. 26 initial sessions over mix of day times Nd night sessions.221 full time and student employees participated. After each class, attendees gave feedback, and trainers held debrief sessions on what worked, what didn't, how to. Improve. Sessions chAnged quite a lot due to those practices. Continuous improvement: content revised, activities reworked, routine info by handout instead of lecture, more visual content through slides. Simple things important, like if doiglibrary. Business use the unit and not personal email. Didn't want just lecture, so. Had to plan activities.
Users are surveyed yearly, simple eight question survey with pain scale smileys with room for free form questions, done at point fo interaction with users. Surveys shared yearly. Signage is consistently rated low, referrals also need work. Secret shopper program instituted and there is a checklist and sample script. Started using student employees at locations where were unknowns. They report out the secret shopper results. Had to change the scripts more because if they were too similar, and the library was a small location, they could tell a secret shopper. Reported in the aggregate, doesn't point out individuals. if got nine out of ten, got sent a certificate to supervisor to give to employee. Acknowledgement was important, certificate or gift cards, etc.
Process improvements: what did we learn. Maintaining a program of three hour classes with trainers and sending students away was not. Sustainable, but it s a great place to start. Clasroom sessions were important for class developers and trainers. Scheduling everyone was hard due to staffing and rolling hires. Three hours away from desk significant for students. Now the training is online. Three interactive online presos. Self paced and can be taken independently. Each presentation is fifteen minutes. Live demo. After each press, viewers asked to submit evaluations, take quizzes, viewer participation recorded and sent to supervisors.
Tips for implementing: determine level of institutional support. Buy in fro front line staff is important. Expectations of participation made clear, no opt out, for everyone. Take advantage of available resources beyond organization in developing content and skills like with HR training office. Begin with baseline and expectation and continue to grow. Continuously seek improvements. Consider scalability when creating and implementing. Resources listed on handout and in slides.
On wiki, was it across the whole system? No, for entire library system all branches. Is it searchable? No, need to know the path. 221 people trained, what was student v staff breakdown? About fifty fifty. How open were the staff to this training? Very open. In having the staff help develop the training, got a lot of buy in from early on in the project. Students working the desk and trainers and everyone recognize places that have good and bad service. There are folks who don't want to wear a name tag, etc. Eventually it becomes part of the culture. Also need to explain why name tags. Folks lik eto ask for people by name, lr at least identify yourself as staff. From audience, some staff didn't want to give out names due to stalkers. How do you deal? Just something that says "library staff" is also useful identifier. One audience member mNdates name use. "I don't work at walmart" but nametages are everywhere now.
Brief history, current model, challenges, streaming, discussion.
History of reserves. Short term access to instructor material has been logtermm tradition in us academic libraries as early as 1880s at harvard, uMich, johns hopkins. Has been around a long time. Mor ethan a nerd years later, is changing gin a number of levels. From one type of ereserves tech to another, or a more fundamental level in terms of electronic reserves environment. Old print reserve room was bustling place, lot of work wen tint getting print item moon reserve, a d a lot of work in maintaining, then taking off reserve. Back end part of print reserve room was busy. Very location bound. Library controlled all of the access in terms of what came in and what went out.practice of circ based on first sale for these historical hard copy reserves. Despite problems of space limitations and single use access, most ARLs had used reserve practices and at a large ARL from. 120,000 reserve transactions per year.
Rapidly changing technology from nineteen seventies on touched reserve rooms. Photocopiers, scanners, computers. Early mid 1990s for electronic reserves. Solved many problems of paper based location bound service. Automated process for improving range, speed, quantity and quality of reserves. Copyright clearance, special equipment for scanning, server space for storing files. Ereserves vary widely in practice based on infrastructure, manpower, demand, interpretation of copyright law. Decline in physical reserves. Access faster andeasier, but other challenges including copyright permission, complexity and cost, concerns about fair use and first sale in electronic world.
Gradual decline. In number of courses asking for reserve, number of items on reserve. Seeing a change in format, more media being placed on reserve more than physical print books and articles.
Challenges of ereserves environment: wsu Vancouver declining stats and changes in format mirror elsewhere. nCES shows equaiva,net decline in reserve collection circulation. What is happening? In early 2010 kimberly godson at uc San Diego discovered that a number of libraries are discontinuing or radically altering ereserves system. New model of ereserves is self service with library at periphery. Course management systems have supplementary and required content beigloaded in individual class areas. Access facilitated through cms, but other work done by individual faculty or units outside library. oHSU Oregon pulled plug on reserves as cost saving measure. Done all throu course management system, they were in competition with library for limited resources. Library scans and posts if requested. Not at center of process anymore. Library is building copyright and fair use tutorial faculty must take before posting material. Seeking permissions, paying copyright and royalty fees is labor intensive and expensive. One way to adapt os to move services into other areas, combine staff, etc.
Right now it appears that as scanners revolutionized print reserves, maybe CMSes will revolutionize ereserves again. Or not. Maybe hose loading subscribed intent will run up against same issues as libraries; seeking copyright is difficult an dtimem consuming, it may come back to the library. Maybe institutional erection to send things back to libraries. Unsure what will happen next next. Critical challenge is copyright and licensing. Recent legal activity at Gsu and ucla. We suspect faculty aren't seeking permission once reeves move outside of the library. Do we have an ethical obligation to intervene? Who is getting permission? Is it being done at all?
As publishers are trying to change the game, we may be losing some of our rights with first sake and fair use as it moves into licensing discussion instead of copyright discussion. During-past ten years, enormous change. Changes in format and licensing with event of CMSes transform teaching and learning. We can only be certain of continued change on unexpected fronts.
chelle: faculty have started to ask for more media reserves in physical and streaming media with digital access. Evolving ereserves model. Significant challenges in tech, staffing and copyright law. She started researching because were piloting streaming media and wasn't working out well. Streaming audio media reserves: audio content via real timem streamigon net. Cant download, so isn't file sharing or providing mp3. Fairly established practice. Much of this done in music libraries supporting classes being taught. Streaming video is not a distribution method, they cant keep file, can only watch online. John donne and mark notice at educause video survey , see these. Slides for the web addres of that educause presentation. Of 150, only half streaming through the library, other using IT or Comm department.
How? Technically? Two parts. With audio, is implement, can use iTunes, convert to mp3 and you can stream on a server supporting that format. For video, digitization is more complicated to digitize. We can break encryption to digitize and stream clips for classroom use. Some places instead of breaking encryption, they use converter machine Microsoft expression (?) and then stream digitized file off streaming media server. Cant be downloaded, delivery mechanism only. Interestingly, latest version of docutek erez supports streaming. Password protected.
Real life models of how streaming media at UWash tacoma and Seattle. Full service, both steps one an two by staff in library. Media librarian, then grad student. Use play and tape method with a converter, not breaking encryption. If stream intent originating on DVD, got funding. To staff service, and legal counsel which was liberal asked faculty be required to fill out fair use assessment form, which is online, and indicate all four factors of fair use based on class and requested content. Process and stream what they are asked to stream. At UW Bothell, wasn't working. Streaming audio was fine, but media was bundled in, and bide was poor. Not scalable based on staffing model, and was very time intensive. High paid staff person beside computer steaming, but needed funding to hire additional staff. Student sin program using streaming were distance ed in remote regions of the state without broadband, some still have dial up modems and cant access that media file and have it play. So stats showed service use was low. Next will be requesting that files submitted in already digitized format where faculty comes in and works with library IT. It is a service for clips when it comes to video, but full audio file. Results of pilot will be in next year.
Fair use, teach act. Legal counsel, copyright. They believe well within fair use. Nature, purpose of copying, extent of items used and impact on market. Faculty think they're fine, but here's a lot of contention. Folks may argue against claim of fair use. Technology has changed. In 1976 when copyright act was last updated, wooden apple was first PC. Huge implications for what we are seeing right now in litigations and disputes over copyright law. Technology has changed and education has changed, and words to use defining copyright like face to face,
classroom use, copies, etc are inadequate in current electronic world. Much of redefining of copyright law is now being done through case law, so everyone is afraid of being sued. Cheers to Georgia State.
People are looking for hard and fast rules to follow. Copyright holders have forgotten balance of copyright and fair use originally intended. Copyright protects creator, fair use protects those who want material to learn, comment, criticize. We are in danger of that balance tipping. Teachinng and research is what we do in academic institutions. Where outdated law fails to. Address what we do, spirit of law is hopefully still on our side. What happens when someone threatens to sue? Scares us all. Copyright owners like films media group and oxford university press, would argue our assessments of fair use and ereserves are not enough. uW starts with fair use, only pays copyright for things used a lot. First sale going away if we move into. Subscription and not purchase. We are increasingly expected to negotiate licenses that are more restrictive with journals, evokes, etc. We must bhe diligent in negotiating these licenses. Streaming media is another no, just because you bought it doesn't mean that you can provide access to. It in the way your instructors and students need. You need to pay to subscribe and steam it and you still don't own it. When axes come up, ee fall back seeking safe guidelines, eroding our own practice of fair use.
Future: fear or freedom? Great guidelines and best practices by arl and video roundtable with ALA. In process axes with gsu or ucsd. Interesting things in world like creative commons, which allows for use of content, open access academic publishing. Will help us with these issues, a way lf fighting. Back. Revolutionizing the way we think about ownership. We are fighting for sprit of creativity and progress which s orignially in spirit of copyright. Should it be based on what faculty and student scan afford to buy pay per view, or do we go about providing access for best possible access for providing access to the information.
They have cheapie blackboard, and password protection is easily hackable and anyone can sign up for a class and blackboard account. Too many holes in enterprise blackboard. Better to post under Docutek. Copyright form, similar to Crews form, but she doesn't like parts of their form. In terms of clips, is there a limit? Kenneth Crews, just because it doesn't make one factor it doesn't mean its not fair use, need to weigh other three factors. What about duplication of clips? Currently no mechanism for logging those. Docutek has player embedded in the page. At first, was too easy for someone to actually save the file, but now you can change setting and make it unsavable.
They have faculty fill out the fair use checklist? Or do they take their evaluation? They just believe faculty.
If it's fair use once, it may be fair use again. Just because used last semester, doesn't mean they cant use it again without paying. If it met four factors first time, may meet them again. Every request needs to be looked at as a new use. We bought it, we should be able to use it as we want to. Fair use was constructed to support teaching and education. Library of congress ruling recently definitely made that similar argument of fair use in spirit of education.
Circ ref and instruction on one team to address interteam issues. Approach is figure out way. To say yes as much as possible. Reducing service differences between teams helped them do that. Lot of folks have ventured down this path. How many have actively combined circ and reference in the library? How many people think it's intriguing, how many people think it's awful? Libraries differ organizationally and culturally. We think we were successful at it. Ken johnson is coordinAtor pf learning and research services team. Susan Jennings is lead librarian for desk services, teaks desk services for user centered services. True commons. Responsible for material delivery and delivery to faculty offices.
Appalchiannstate in NW corner of NC. Has sixteen thousand five hundred students, part of unc system, new library in june 2005, gate count is over one point two million, forty one faculty and forty-nine staff members.( Slideshare? I'm getting queasy with the swooping slide moves.) traditional organization, access, ref & instruction, independent service standards. Team based, so as coordinator he is sort of head but the librarians report directly to university librarian, not a lot of authority and folks are autonomous. Staff have more direct reporting line. Access were rule enforcers and logistically moving m aerials, reference and instruction were the yesmen.
Service culture had been dated and rigid policies, enforcement mentality, no food and drink. Eye to protecting collection from pesky users who might damage. Strict fines model, inflexible library hours. Policies hadn't been reviewed in two decades. No appeal, strict interpretation of fines. Only enforcers in library of food and drink, nobody else seemed to care. Resisted pleas to increase hours from student government and felt they couldn't accommodate requests to increase from 114 hours per week. Eleven staff and one library faculty coordinator. Reference team, nine librarian faculty, web librarian, two staff and two. Part timem adjunct libs.
Impact factors creating opportunity for change. First, new building opening in 2005, termed library and information commons, collaborative space, computers, campus units that hep with student learning, faculty development for online courses. Tremendously popular building. New strategic plan, library admin felt that once were settled in new building needed to look at org structure. And student body had been pushing for extended hours.
New strategic plan had new mission statement to change culture, and focused on improved and elevated cuts service expectations, extending hours andaccomodating weds, expanding services, better use of space. Old vs new mission statement. Old is not memorable, 42 words long. New is mission of app state is to assist those who pursue knowledge. They can emphasize that with all incoming library workers, that is what The work is about. Brandable, water bottles, tshirts flash drives, grocery bags.
Reorganization. Does org still meet needs of patrons moving forward? Guiding principles were to improve communication between teams, better decision making, innovation, service orientation. Get people who need to be talking together every day on same team or department. 2008. Formed Learning and Research Services team. Not happy with name, but thats it. With structure, original access was one librarian eleven staff. Coordinator reassigned, doc delve staff split between acquisitions and collection management. Interlibrary loan borrowing went to acquisitions, lending went with collection management, stacks manta went with collection management. Reserves staff moved to tech services team including web efforts. Remainder was circ desk manager, microform and periodicals, and night supers went to new team. Reference and instruction coordinator promoted to assoc uni librarian. Librarian promoted to head, web librarian to tech team, two sup staff team went to tech but do front line tech support. Retained two part time librarians and other libs. Now eleven librarians and seven staff, new org chart makes more sense. Eighteen people, largest team in library. Coordinator, directly supers three night supers, librarians titles changed. Six info lit liBrarians. Lead desk services librarian with three desk supers under that position as well as microform staff member. E learning librarian does anything related to reusable learning objects, training materials for student assistants, etc.
Susan: combined team focus. Had to come together philosophically. Focus on more user centered environment, former decisions made based on what was good for the librarians and staff. Wanted to raise the bar in customer service, did not want to say no all the time. Wanted to work together in team environment providing middle ground for public services. Wanted to develop new services but tweak existing because hadn't been evaluated in long time. Before merge, reference libs thought access only checked out books. Now they know it's a lot more. Goal to develop more blended service. Hope was for no pointing between desks. The physical difference between circa and reference in new library is twenty feet. Didn't wan tot pass them off but address point of need. Major priorities were to evaluate and revamp policies. Extending loan periods, relax loans, i plement grace periods.d train librarians, staff and Students on three service points. Approached by taking core believers, four members were cross trained in first wave at circulation desk. Two more waves. Now seventeen of eighteen are completely crpstrained. Struggled with appropriate level of knowledge for running each desk. What were basic needs to effectively work that desk. Then needed to change groupthink of enforcement. Idea of brusque enforcement, wanted to get away from it for better library pr. Wanted to try new things, develop new services. Like study room reservations automated. In process of transforming larger group study rooms into collaborative group spaces, putting in whiteboards, TVs. Began trying to communicate in new ways. News blog on website, kids walking around with iPhones, facebook, tweeting. Needed to go where students were. Wanted to eliminate boundaries. Access services decisions affected all, but rarely got external input from other teams in library. Wanted to take cues from outside the library successes. Ucrops grocery store in Richmond with great customer service, family owned. Chick fill a great customer service. We forget the niceties of those courtesies.
Did we succeed? In many ways yes. Engaged librarians in day to day operations of library. Expectation of number of hours per week of public service desk work. Wanted to help patrons at point of need. Reference librarian mentors students and staff and provides service. Training was a two way street, staff at reference desk, etc. Cross trained and shared forty student assistants of one hundred. Have student training summit, four hours of training, great thing waS bringing folks from all over the library to train students. Centralized scheduling- prior was paper for access, reference was electronic. All electronic, nominal fee per year for their system with trade board, etc. (get what software this is). Systematic way of collecting stats. Access hadn't collected anything but the Typical Week. E dedd up consolidating and tech folk created electronic tick system on every system that dumps into back end. Newly created thirteen member student advisory group. Volunteers from student body who wanted to improve library, solicits feedback from everyday users, use them as guinea pigs.
Examples of service improvements. Making policies humane, esp those not looked at in twenty years. Not just for patrons but for staff, sometimes you feel brutalized in enforcing. Example is laptop policy. Person is one minute late. Auto ten dollar charge, PR nightmare. Fifteen minute grace period. Has made life so much easier, especially if desk is busy and cant get to it right away. Video replacement policy was that if you lost it you got charged five hundred twenty dollars because ed sets cant be bought of a piece but in whole set. Charge for lost book was forty dollars with twenty processing. Now also allow replacements. Wanted more connection with tech services, so connected services with tech support via walks and instant messaging. Especially at night is helpful. Improved chat service, just a widget with choices for reference, tech and distance learning so you can choose who you talk to, no login required. Just added text to library feature, publicizing with magnets. Eliminated no food policy. Transformed to 24/5 facility, long process because when moved into new building, was expectation access services would be third shift, did not sit well with staff. Working with library admin, they outsourced the overnight. They didn't want services, just the space. Security monitored atrium. Three person security from two am to seven am, no third shift library. Got the money because students put up one hundred k of student fees to fund it so they could get the space. They close building at midnight to community members, guards check for ids at midnight and if you don't have it you must leave. Makes students feel safer.
Key factors were administrative support, a core of believers, coordinator that understands the big picture. Lead librarian that understands and can figure out mechanics and details, motivated staffer to take on student training, developing trust between disparate teams, open communication. Coaching approach.
Challenges. Culture shock of guardians vs free access. Appropriate roles for librarian faculty members. They are faculty librarians with ex
Ectations of scholarship, service and teaching. How do you balance those competing demands? Is time beat suited working the desk?
Outside perceptions, from other teams within the library. "lot of money being paid to check out books to people." occasionally service issues, but fewer issues. Keeping eighteen members engaged and up to date. Determining appropriate training levels, a d. Staying ahead of the curve, some policies not looked at for a long time.
Has had a lot of jobs, doesn't mean he cant keep a job :) he doesn't know a lot about access services other than coolest job in library that no one else gets to do, we get to say no! A great access services head is the one thing you must have because they mMs everything work. If someone is not willing to draw the line and enforce rules with some logic and balance, it can go bad fast, so critical to have that layer of folks on the desk. As he was looking at technologies and how we would apply them, better to talk about what he'll talk about, then discuss how it applies to our situations.
Gartner Hype cycle. The gartner group studies technology, writes four page reports and charge five thousand dollars. One of things they developed was Gartner Hype cycle. Chart that shows for any given technology, a rise of populArity of a given technology until people realize it doesn't solve every problem, then it falls into trough of despair, some techs fade Way, some come to a plateau where it is usable. Like blogs, we had to have them everywhere, but now...doesn't serve all of the problems and has settled out as communication tools. Garnter just came out with new cycle yesterday. Pasted new hype cycle over old one (tech probs, no. Slide). Cloud idea at top and ready to start falling. Idea of broadband through electricity lines tanked before it got to any certain level. Head of Galileo had called him to forward a guy who had issue with public libraries. The issue was that guy thought there were hackers using broadband over power lines to get into his library account so he would have overdue fines, became global conspiracy. He had assumed hacking was broadband over power line. That tech had tanked, so we are all safe, hahaha.
"if there are such things as angels, i hope they are organized along the lines of the mafia."
Newspaper from forties or fifties, predicted that people would. Record television and have video library, tapes would reproduce thread immersions, and TVA would be shallow as pictures. It took a lot of timem to happen. Projection of microfilm books to ceiling at home. Neat look at how some techs evolve as we think, but not in some cases. Horizon report on technologies, timem to adoption, etc. Mobile imputing, open content, ebooks, augmented reality. Assumed students would bring own laptops. They have them, but they don't want to carry. At what point does it get too onerous for us. When you went to lib school, did you think you'd be managing tech for a living? Tim Spalding of library thing had said public libraries would be obsolete in ten years due to ebooks. What will technology evolution past augmented reality look like? Glasses you plug into iPod like a visual field screen. RFID and augmented reality overlay, student can look at collection with augmented reality layer, here is book, here is synopsis, here is online version, and they don't have to have laptop or major handheld computing device with em. Far future, good potential. Guy at Georgia tech is ultimate in wearable technology,.cylindrical keyboard, etc.
Roger's innovation curve. Innovators, early adopters, etc. Conscientious rejectors vs early adopters. What does it all meant us? These are indications of what our users want. WhT does it mean and how does it affect our decision making? Until tech jumps chasm from early adopter to early majority, is still experimental. Needs to make that jump to something people take seriously. Keep in mind where the new technologies fit. You don't want to jump in too early. When we talk about offering services, may be better to wait for implementation.
Cloudtweaks.com Cloud computing is big deal. What does that mean? Delivery of scalable IT resources over the Internet. You can expand or contract as much as you need. As library, subscribe to cloud service, you have content up there, tomorrow you need more storage space, you call cloud provider and say you need another hundred gigs, they charge you done. Very elastic idea, cuts down on IT overhead because expandable or. Contractable to. Your need. Think about it with digital collections. All the cloud is is servers somewhere with storage space and services on it. As libraries we are used to subscribing to things, why not IT. Upside, application is always available. Downside is will service always be there? Is this company long term? Software as a service, applications living in the cloud that you get access to. Google docs, zoho. Public libraries are talking about this. Thirty public acces machines, how to you keep up with patches? Depends on broadband connectivity, remote administration, patch and update management. Means users dont have to have disks or thumdrives because can get to solely with web access. Uptime, fewer hard ware purchases. Also means you're not paying for software license, makes it better and more usable model. Virtualization: build your own cloud in back and service your machines that way. Have software on central server, if you don't do this, lifetime of a machine is five to. Seven years, with virtualization, takes life up to ten years.
So we should put everything in cloud? Not exactly. Campus technologies, miracle, then cloud? IT guys have diff ways they think it works. Hardware and software not completely defined. wMS, records are then not yours, you're not buying them you're subscribing to them. What happens if you switch vendor? Apple model...application development in conjunction with software. Call up oclc, can i do x? Yeah here's an app for that! Heh. Ex, acquisitions hooked to amazon through firefox. Tell you how much you spent on that budget line, how much you've spent, and updates real time as you add items to cart. Great application of cloud services for libraries. Skyriver vs oclc.
Think about content. Open u iversity stuff, MITs big bank of free online classes, courseware and content, electronic resources. Cloud of services, then cloud of content, how do you make them talk? Google scholar has been talking to OCLC about partnering. Google university, they have digital access to content and courses. Get your degree from google. Campuses moving to google services. Columbus state in GA did this, whoe, campus is google. You sign up with google, students get email rough google, access to google suite of tools, and certain price but is modest, and they runn all your back end services for you. Students get gmail account branded for your university. Instead of IT wasting time managing email system, can develop apps for android. Smart phones scan student ids as their Id in the system, can check out books, buy stuff. Students showing you their proof of schedule as pictures on their iPhones. Putting all of this stuff into one basket. Are you comfortable with that? Oclc, need to make sure patron data isn't stored in another country. In georgia public board of regents you are not allowed by lAw to store patron data out of state. SmarTech is georgia states digital repository. Itu es content, podcasts, free and paid for. Itunes university. Overdrive is an audio download service, now work with iPod. Overdrive trying to link ebooks with e- audio content, to sync so left off listening, can pick up reading. Working with android and iphone for app development. Real time coordination. State libraries handle services for blind, how does that impact all the audiobooks they send out? When does it become redundant for federal government to develop and manage audio content when they could just grant to those services and send them overdrive subscriptions?
His wife is a medical librarian, and they don thane faculty but actual docs, who don't want to use ebooks. They are looking at
Atron driven acquisition for ebooks, so if docs want, they will buy. What ramifications does that have for access services if patron gets book, then returns it, how flow back through system to become available to others? How does it turn back into something someone else will use? Discovery layer is new buzz, now that we know federated searching doesn't work the way we wanted it to. Doesn't matter ils on back end because you can shape front end that pResents the data from all of your systems.ebsco discovery system, summon, vufind, Primo, III's Encore, Proquests library for k12 and community colleges. Talking about OLE very academic focused open source ils. But if you have a good discovery layer, does it matter what your back end is? Interoperability, must work with everything. Barcode scanner, phone will tell you availability, prices, etc. Book scans to world cat and tells you public libraries with the holding. Self checkout via phones right in the stacks. Will it be able to disable security? Heh. You wouldn't need security gates!
Ereaders. iPad, only other tech that came close to four point five million units in first three months was DVD player, which was far less. You're not even cool since everyone has one! Tablet type tech will have legs and stay with us for a while. Think about it as libraries, do we want to be in business of managing technology or managing the content and making sure content is accessible and available on whatever tech the user brings to us? big Question.
Nicholas Carr, 'Does IT Matter?' with the developments in cloud computing and remote resources, does it behoove company to focus resources on internal IT or can they farmm that out and go back to the business of their actual business instead of sinking budget into IT. Can outsource that and go back to their actual business, consumes so much attention they are not paying attention to other things. Can better balance reserves and focus. Especially as this technology matures. Hosted solutions are a lot less headache. Not only what impact lf tech on day to day, and would you totally do away with IT? Probably not. What can you let someone else manage for you? What can you let go? (this could be a great discussion on delegation at the macrolevel). at end of day, is about community and how we develop our community as to what techs we should focus on, what things we should keep and manage and what things we can let go. We're doing less with less, do you want to do less services or less IT management? Tim Daniels Tim.Daniels at lyrasis dot org.
Do you see us having the accountability issues we have with our library accounts now? He thinks oclc and open source will help change that attitude. Curreent ills vendor market don't let you build community and have partnership development. More community and more they will allow you develop for it, the better off.
Audience question, "where do mobile phones fit in here?" it'll go huge. Remember back in the say when we created our first library websites or gopher text sites? First things we put up were tour, address, hours, etc. What do we look to our sites for? To provide patron access to the data we have. Mobile phones, ipads, qr codes, will all mature to the point we don't see it as testing for easy pr, but actually providing serious access since folks live in that environment. We will develop our services to that end.