How does this involve me

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How does this involve me?
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Outline

• I. The Gauguin Problem
• II. A solution space
• III. Leaders and best
• IV. Tools of the trade
• V. Projects

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The Gauguin problem

• Where Do We Come From? What Are We? Where Are We
  Going?, 1897, oil on canvas, Museum of Fine Arts,
  Boston

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Where do we come from?The Past

• Disparate professional traditions
• Common service orientation
• Immutable and enduring skill set

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What are we?The Present

• Uncomfortably joined under the banner of
  information professional
• Paradigm shift prompted by technology
• Accelerating change and forces of selection...

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Where are we going?The Future

• What employers want
• tolerance for ambiguity
• ability to work in teams
• capacity to learn
• NOT specific skills...
• Preserve service motivation
• Solutions VS vocations

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A solution space

• Look outside of traditional boundaries
• Identify new enduring skills
• Integrate across disciplines

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Boundary-busting careers

• develop a training program to support the
  redesign of business and information processes in
  a 50,000 person organization
• support and market an online collection of 1
  million pages of journal content used by over two
  hundred universities around the world
• balance the needs of children, parents, teachers,
  and administrators in an elementary media center
  that is adding computing

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New enduring skills

• Specific skills
• will apply only early in the careerOR
• will be rendered obsolete
• General skills
• involve individuals and how they relate to
  information (design)
• involve people and their behavior on the job
  (management)

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Multi-disciplinary

• If understanding human behavior is an enduring
  goal...
• with an information resourceOR
• within a group or organization
• Then you need to understand ways of thinking
  about behavior...

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Leaders and best...

• Elite status confers special responsibilities
• Our goal is to prepare you to meet this
  obligation
• BUTachieving this goal isnt the simple
  proposition it used to be

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Tools of the trade

• Human-centered design
• Management practice
• Effective teamwork

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Human-centered design

• Goal Increase the yield of successful services
  and systems
• Define requirements in terms of observed
  practices
• Test hypotheses in everyday settings
• Use systematic feedback to improve performance

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Management practice

• Goal Wield influence in your organization
• Understand planning and control
• Learn to lead others
• Master managerial rhetoric
• Look like you know whats going on...

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Effective teamwork

• Goal Play well with others
• Identify and overcome barriers to high group
  performance
• Develop negotiation and conflict resolution
  skills
• Overcome crippling coordination costs

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Building your toolbox

• The Projectlearning by doing
• Readingssmart people writing about important and
  practical stuff
• Class sessionsopportunities to be provocative
  (and foolish!)
• Office hoursthe secret inside track

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Course Overview

• Course Web pagewww.si.umich.edu/Classes/505/SI5
  05-syllabus.html
• Three key points in your syllabus
• Our teaching philosophy
• Strategy for success
• Truth in advertising

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SI 505 staff

• Tom Finholt
• Maurita Holland
• Mary Jane Northrop

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Turkle talk today

• Sherry Turkle, MIT
• Computer visions What are we thinking when we
  are thinking about computers
• 5 PM, Pendleton Room, Michigan Union

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The project

• Sign up starting 9 AM, Tuesday, January 12
• act quickly
• have more than one choice in mind
• they are all good projects
• Andy Palms, ITD
• Sam Goodin, SSD
• Karl Longstreth, Map librarian, Grad Library

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