The Modern Cybrary: Continuity

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The Modern CybraryContinuity Change

• Michael A. Keller
• Stanford University
• (Hamilton 67, P03)

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Highlights

• Getting comfortable with change
• MAKs Inbox indicators of change
• Some successes, some failures
• Leadership, motivators, re-engineering
• Some ideas for liberal arts colleges

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IT Infrastructure Viewpoint
Opaque identifiers inter-institutional
infrastructure
Federated Search
Google Print
Google Scholar
RD
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This is the program for our bookless Engineering
Library
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Northwestern
Indiana
Tufts
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Successes Failures

• Academic Technology Specialists
• Digital Language Lab
• Residential Computing Consultants
• GATT project
• Info Literacy for PWR
• CourseWork/Sakai

• Academic SW Development
• Stanford Learning Lab
• Media Solutions
• Distributed digital library development
• Oracle admin apps

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Success buzz words

• Responsive to individuals
• Shared costs oversight
• Organized to share problems solutions
• Flexibility
• Reduction of admin overhead
• Location independent
• Time independent
• Web-based

• Solid systems foundation
• Reliable network
• Interlocking help ref desks
• Advocacy for clients
• Modularity
• Invisible, yet strong hand of management
• Self-paced
• Links to next levels of service

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Failure buzz words

• OS/app dependent
• Time dependent
• My way or the highway
• Myopic
• R D attitude
• Inflexible
• Evolution stalled
• Staff dependent
• Technology bias

• Overly design dependent
• Un-responsive
• Expensive
• Unreliable
• Difficult to update
• Not drag drop
• Limited access
• Limited archiving options
• Too much time

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Leadership, Motivators, Re-engineering

• Leaders
• Develop commonly held view of mission, goals
• Emphasize individual contributions to mission
• Are good stewards of assets (staff, , time,
  reputation)
• Take risks,own failures, attribute success to
  staff
• Do hard work advocacy, discipline, make choices
• Carry express strategies over the years
• Interpret the scene (from various heights) to
  staff

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Leadership, Motivators, Re-engineering

• Meaningful assignments
• Knowledge of mission, goals of larger
  organization
• Expertise, education, and re-education
• Working with others of high expertise and
  motivation
• Freedom to contribute to methods, work flow,
  mission strategy
• Actual participation (not false or whitewash
  participation)
• Space freedom for expression
• Feedback on work, ideas (praise )
• View of possible futures (personal,
  organizational, global)
• Comfort with change (for the sake of some larger
  goal)
• High fun, if stressful environments

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Leadership, Motivators, Re-engineering

• Sense of need for re-eingineering
• Defined inputs, defined outputs (may be
  negotiable)
• Sense that necessary tools or services are
  available or could be available
• Facilitation of participation
• Freedom to imagine new work flow, new processes,
  new tools
• Freedom to take risks
• Modeling
• Psychic real rewards (, praise, improvements)

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Some ideas for colleges

• Focus on enabling technologies, information
  info services
• Reliable consistent services
• Capacities (san, staff, apps)
• Lavish attention on early adopters use them as
  exemplars
• Consider merging i.t. library organizations
  cross-training at the very least undertake
  (more) joint projects
• Put value quality first over quantity
  representative information info services
• Build on success (information commons, media
  course development environments)
• Celebrate the college environment (not
  everything, but the core taught very well with
  plenty of personal interactions)