What?Why?How?
2003
Collective power asknowledgeinstitutions
2003•What might be the future value of collections convergence?•What are the challenges and opportunities of a digital fut...
A concept ahead of its time
“The Internet hasbecome a vital part of our  lives and our society”    Willliam Dutton et al. Next Generation Users: the I...
KNOWLEDGE (COLLECTING) INSTITUTIONSLook at the big pictureTake a strategic viewIdentify contentions and opportunitiesNot a...
PRIMARY RESEARCH QUESTIONIs the traditional institution-based service paradigm ofknowledge institutions (museums, librarie...
What?Why?How?
Once upon a time...
Akio Morita   1946
19551955 Transistor radio1979 Walkman1983 Compact disc1991 Playstation
Sony Music Entertainment   1991
?1991   2000
CD                          Smartheaven   Napster            phones            MP3                   iTunes               ...
?                    ?                              ?Evolution   Revolution   Extinction
DEMAND SIDE TRENDS, 2011   77% of population online (48m)    - 96% email (46m)    - 86% travel and local information (41m)...
NEXT GENERATION USERS
EMERGENT EXPECTATIONS• Always on• New patterns of work, shopping and leisure• Ease of use• Personalisation• Engagement• Ac...
“Networks have become thepredominant organisational form of  every domain of human activity.. The space of flows has taken...
What of public knowledge collections?
THE INSTITUTIONAL MODEL               • Monopolistic merit good               • Destination               • Component of w...
Knowledge Institution Schematic            Supply side             Supply side    K. Institution                          ...
Contestable  market
From shellac to iTunes
From desk to   desktop?
APPisation
Competition
The rawmaterial
“The objects of culture are no longer secured behind glass cases or tied to the    walls of museums and galleries orconstr...
Fragmentation DisintermediationLoss of Authenticity
New markets  New channelsNew Relationships
Status Quo 2.0   (Sustaining innovation)
Europeana    Jisc Content Board        Artstor   DPLA      Jisc Open Access        NOF-DigiDigital NZ      Old Weather    ...
“Many librarians who work in physicallibraries see the Internet as providing a digital mirror of their own institutions:  ...
1001 websites
Knowledge Institution Schematic Lack of  policy                                                     Demand                ...
structures  “Our governance arrangements are for the most  part designed to maintain hierarchical, command  and control de...
PRIMARY RESEARCH QUESTIONIs the traditional institution-based service paradigm ofknowledge institutions (museums, librarie...
Hunter/gatherer   ?   Agrarian harvester
Hunter/gatherer           ?   Ag rarian harveste                                 r
?                                   es   ter               Agr a ri a n h a r vHunter/gatherer
?                                  r                        h arveste               Agrarian      /Huntergatherer
What?Why?How?
ChangeUncertaintyComplexity
STRATEGIC RESEARCH CHALLENGESMulti-disciplinary     “...a holistic approach may be the only route to dealing with today’s ...
STRATEGIC RESEARCH CHALLENGESSocial Realism•Interpretive                                                               “Th...
General Systems Theory, systems approach, systems   THE SYSTEMS APPROACHdynamics, Soft Systems Methodology, VanguardTechni...
Soft Systems Methodology
Soft Systems Methodology
Soft Systems Methodology       Phenomenological approach     Focus on modelling (rich pictures)Support actors to greater u...
Soft Systems Methodology                         ManagRich pictures             er             Policy                     ...
Soft Systems MethodologyRoot definition       “These ROOT DEFINITIONS are turned       into conceptual models that are exp...
ANALYSISSYNTHESIS
MODELLINGVALIDATION
Technical rationality Strategic thinking
clarity of purpose and mission       in the digital space     “You cannot blow an uncertain trumpet”
e. cbatt@mac.comb. chrisbatt/wordpress.com       tw. chrisbatt www.digital-futures.orgThanks for listening
2013 01-28 presentation to ma students at hatii
2013 01-28 presentation to ma students at hatii
2013 01-28 presentation to ma students at hatii
2013 01-28 presentation to ma students at hatii
2013 01-28 presentation to ma students at hatii
2013 01-28 presentation to ma students at hatii
2013 01-28 presentation to ma students at hatii
2013 01-28 presentation to ma students at hatii
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2013 01-28 presentation to ma students at hatii

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Progress report on PhD research

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2013 01-28 presentation to ma students at hatii

  1. 1. What?Why?How?
  2. 2. 2003
  3. 3. Collective power asknowledgeinstitutions
  4. 4. 2003•What might be the future value of collections convergence?•What are the challenges and opportunities of a digital future for knowledge institutions?•What are the barriers to progress and how to overcome them?
  5. 5. A concept ahead of its time
  6. 6. “The Internet hasbecome a vital part of our lives and our society” Willliam Dutton et al. Next Generation Users: the Internet in Britain, Oxford Internet Institute, 2011
  7. 7. KNOWLEDGE (COLLECTING) INSTITUTIONSLook at the big pictureTake a strategic viewIdentify contentions and opportunitiesNot a proof or solution, but a blueprintfor exploring strategic possibilities
  8. 8. PRIMARY RESEARCH QUESTIONIs the traditional institution-based service paradigm ofknowledge institutions (museums, libraries andarchives) suitable to maximise the value of knowledgecollections delivered digitally?Is it possible to model a service paradigm better fittingthe needs of the Network Society and how might sucha conceptual model be exploited in support ofprofessional practice?
  9. 9. What?Why?How?
  10. 10. Once upon a time...
  11. 11. Akio Morita 1946
  12. 12. 19551955 Transistor radio1979 Walkman1983 Compact disc1991 Playstation
  13. 13. Sony Music Entertainment 1991
  14. 14. ?1991 2000
  15. 15. CD Smartheaven Napster phones MP3 iTunes iPod
  16. 16. ? ? ?Evolution Revolution Extinction
  17. 17. DEMAND SIDE TRENDS, 2011 77% of population online (48m) - 96% email (46m) - 86% travel and local information (41m) - 86% online shopping (41m) - 79% news (38m) - 61% music downloads (29m) - 60% social networking (29m) - 51% games (24m) - 44% Next Generation Users (21m) - 34% public information (16m) 95% of UK companies online Data from Oxford Internet Survey 2011; Office of National Statistics (2011a). Statistical Bulletin: Internet Access - Households and Individuals, 2011; - 92% using broadband Office of National Statistics (2011b). Statistical Bulletin: E-Commerce and ICT Activity, 2010. - 78% public websites
  18. 18. NEXT GENERATION USERS
  19. 19. EMERGENT EXPECTATIONS• Always on• New patterns of work, shopping and leisure• Ease of use• Personalisation• Engagement• Accessibility
  20. 20. “Networks have become thepredominant organisational form of every domain of human activity.. The space of flows has taken over the logic of the space of places…” Castells, M. (2010). Rise of the Network Society, 2nd ed.
  21. 21. What of public knowledge collections?
  22. 22. THE INSTITUTIONAL MODEL • Monopolistic merit good • Destination • Component of wider organisation • Physical collection defines professional values • Long-established model • Trusted, reliable
  23. 23. Knowledge Institution Schematic Supply side Supply side K. Institution K. Institution Demand side Demand side Policy Policy Users and Users and Resources Resources potential potential Artifacts Artifacts users usersProcesses Active Collecting Curating Disclosing Passive Warehousing
  24. 24. Contestable market
  25. 25. From shellac to iTunes
  26. 26. From desk to desktop?
  27. 27. APPisation
  28. 28. Competition
  29. 29. The rawmaterial
  30. 30. “The objects of culture are no longer secured behind glass cases or tied to the walls of museums and galleries orconstrained by the control over publishing and broadcasting, but are created and recreated in the social process.” Tredinnick, L. (2008) Digital Information Culture: The Individual and Society in the Digital Age
  31. 31. Fragmentation DisintermediationLoss of Authenticity
  32. 32. New markets New channelsNew Relationships
  33. 33. Status Quo 2.0 (Sustaining innovation)
  34. 34. Europeana Jisc Content Board Artstor DPLA Jisc Open Access NOF-DigiDigital NZ Old Weather Reference Online
  35. 35. “Many librarians who work in physicallibraries see the Internet as providing a digital mirror of their own institutions: the digital library as a surrogate for the physical library.” email from xxxxxxxxxxxxxxxxxx, 7th March 2012 Attribution redacted
  36. 36. 1001 websites
  37. 37. Knowledge Institution Schematic Lack of policy Demand Demand Supply side Supply side K. Institution K. Institution side side Competitio n Policy Policy Users Users Resource Resource and andDeclining ss potential potentialresource Artifacts Artifacts users users s Medi New a shift behaviours and expectations
  38. 38. structures “Our governance arrangements are for the most part designed to maintain hierarchical, command and control decision making”. Ison, R. (2010). Governance that Works practitioner worldview“Dynamic conservatism - the fight to remain the same” Schon, D. (1991). The Reflective Practitioner: How Professionals Think in Action
  39. 39. PRIMARY RESEARCH QUESTIONIs the traditional institution-based service paradigm ofknowledge institutions (museums, libraries andarchives) suitable to maximise the value of knowledgecollections delivered digitally?Is it possible to model a service paradigm better fittingthe needs of the Network Society and how might sucha conceptual model be exploited in support ofprofessional practice?
  40. 40. Hunter/gatherer ? Agrarian harvester
  41. 41. Hunter/gatherer ? Ag rarian harveste r
  42. 42. ? es ter Agr a ri a n h a r vHunter/gatherer
  43. 43. ? r h arveste Agrarian /Huntergatherer
  44. 44. What?Why?How?
  45. 45. ChangeUncertaintyComplexity
  46. 46. STRATEGIC RESEARCH CHALLENGESMulti-disciplinary “...a holistic approach may be the only route to dealing with today’s complexity.” Michael Finkenthal. Complexity, Multi-disciplinarity and Beyond. (2008), p100
  47. 47. STRATEGIC RESEARCH CHALLENGESSocial Realism•Interpretive “The real world is not only very•Phenomenology complex but also stratified into different layers. Social reality incorporates•Multiple perspectives individual, group, institutional and•Organisation theory societal levels... understanding the mechanisms at work and the contexts in•Verstehen rather than erklären which they operate provides a(Weber) theoretical understanding of what is going on.” Colin Robson. Real World Research: A Resource Guide for Social Scientists and Practitioner-Researchers. (2002), p36
  48. 48. General Systems Theory, systems approach, systems THE SYSTEMS APPROACHdynamics, Soft Systems Methodology, VanguardTechnique, boundary critique, Critical Systems Reductionism Holism systems theory,Heuristics, Systemantics, ecologicalsociotechnical systems, ecosystems, open systems, The problem Situation in contextcybernetics, operations research, fuzzy systemstheory, process improvement, Syntegrity, Viable Solution ResolutionSystem Model, social systems theory, systemics,systems philosophy, systems engineering, systems Single view Multiple perspectivesanalysis, critical systems thinking, systemography,critical systems practice, total systems integration,adaptive systems theory, applied multi-dimensionalsystems theory, living systems theory, complexsystems theory, holon, link
  49. 49. Soft Systems Methodology
  50. 50. Soft Systems Methodology
  51. 51. Soft Systems Methodology Phenomenological approach Focus on modelling (rich pictures)Support actors to greater understanding An iterative process (understanding different worldviews)
  52. 52. Soft Systems Methodology ManagRich pictures er Policy User maker Transformation Customers process Actors Do tasks P by Transformation Practition undertaking Worldview processes Q to er Owners achieve outcome R Environment
  53. 53. Soft Systems MethodologyRoot definition “These ROOT DEFINITIONS are turned into conceptual models that are explicitly one- sided representations of reality expressing a particular Weltanschauung. A debate is then structured around the implications of these different perceptions of the way things could be” Jackson, 2003, p211
  54. 54. ANALYSISSYNTHESIS
  55. 55. MODELLINGVALIDATION
  56. 56. Technical rationality Strategic thinking
  57. 57. clarity of purpose and mission in the digital space “You cannot blow an uncertain trumpet”
  58. 58. e. cbatt@mac.comb. chrisbatt/wordpress.com tw. chrisbatt www.digital-futures.orgThanks for listening

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