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Are We Really Better Safe than Sorry - Notes
 

Are We Really Better Safe than Sorry - Notes

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    Are We Really Better Safe than Sorry - Notes Are We Really Better Safe than Sorry - Notes Document Transcript

    • rch Chu tor ec Dir ary br ic Li , MI bl y Pu erkley le B Berk Matt ron e rg e r ryn B Directo rary Kath ciate Lib lic Asso in Pub MI ldw ham, Ba ing Birm 1. 2. 3. 4. 5. 6. Choose  a  program Set  goals Set  fail  point Evaluate Re-­‐joice/Re-­‐tool/Re-­‐sign What  did  you  learn Are  You  Really   Better  Safe  Than   Sorry? Three  Failed  Programs,  How  We  Learned  and  Why   You  Should  Fail  Too
    • What are we doing here? Ch-­‐Ch-­‐Ch-­‐Ch-­‐Changes Merriam  Webster Be  EXTRAORDINARY You  Never  Know  Unless  You  Try Library  Goal:  Fail  Often Making  the  best  of  it Admitting  Defeat Failure  in  action 1. 2. 3. 4. 5. 6. 7. 8. Why  do  we  fail What  is  failure What  does  failure  have  to  do  with  being  EXTRAORDINARY Why  should  you  strive  towards  failure How  can  you  organization  encourage  failure How  to  make  the  best  of  failure When  should  you  admit  failure How  we’ve  failed  and  what  we  learned
    • Ch-Ch-Ch-Ch-Changes Changes By: David Bowie K.  Why  do  we  fail
    • F__L_R_ K.  What  word  do  you  see?
    • FAILURE K.  Was  it  failure?  You’re  wrong!
    • FEELERS K.  The  correct  word:  feelers But  you  were  conditioned  to  see  failure
    • K.  Which  line  is  longer?
    • K.  If  you’ve  seen  this  before,  you  assume  they’re  the  same  length But  they’re  not We’ve  messed  with  your  expectations
    • Grate  Expectations http://www.Tlickr.com/photos/mugley/6237249986/ K.  But  we’re  messing  with  your  expectations  –  you’ve  seen  a  word  you  think  you  know,  but  it’s  not You’ve  seen  a  problem  100  times  before,  but  the  answer  that  you  know  is  wrong. We’re  messing  with  you.  We’re  upending  your  expectations.  But  it’s  just  like  the  world. The  world  is  messing  with  you!
    • M.  The  world  is  changing  faster  than  we  can  comprehend  it.    Look  at  all  the  sweet  ways  we’ve  listened  to  music   over  the  years.    It  wasn’t  too  long  ago  that  the  world  was  introduced  to  the  iPod.    Look  where  we’ve  come  since   then.
    • http://www.fastcoexist.com/1681088/the-­‐16-­‐most-­‐compelling-­‐infographics-­‐of-­‐2012#7 M.  Any  foodies  out  there?    Look  at  how  serving  sizes  have  changed.
    • http://visualoop.com/10492/vintage-­‐infodesign-­‐29 M.  This  is  what  the  London  Underground  looked  like  in  1908.  
    • M.    Here’s  a  look  at  it  today.    The  world  is  changing.  
    • http://farm9.staticBlickr.com/8478/8242434388_7622017e7c_c.jpg M.  How  many  people  heard  there  would  be  a  wave  of  librarian  job  openings  in  the  next  couple  of  years  after  all   of  the  librarians  retired?  How’s  that  prediction  panning  out  for  recent  library  science  grads?    Hasn’t  happened.     Times  changed,  the  economy  tanked  and  it’s  time  for  a  new  strategy.    
    • http://farm3.staticBlickr.com/2698/4304968451_6d8728883f_o.jpg M.  Try  as  we  might,  we  can  only  make  guesses  or  predictions  about  the  future.    What  will  libraries  look  like  in  30   years?    What  will  patrons  want  from  us  in  8  years?    How  will  our  communities  change  in  the  next  decade?    The   future  is  unkown.    How  many  libraries  had  the  advent  of  the  internet  and  personal  computers  in  their  strategic   plans  before  they  arrived?    We  can  make  educated  predictions  but  really  we’re  only  making  guesses.
    • http://farm8.staticBlickr.com/7381/9210684962_c622cc8c65_o.jpg M.  Who  saw  this  change  coming  a  decade  ago?    Outside  of  science  biction  and  uber  techies,  no  one  probably   expected  to  see  people  wearing  a  computer.    The  world  is  changing  quickly.    Where’s  your  place  in  this  rapidly   changing  landscape? And  you  know  what,  the  rules  are  changing  too.    A  few  years  ago  the  prospect  of  wearing  a  pair  of  glasses  like   this  would  be  laughable.    I’m  willing  to  bet  most  still  think  that’s  the  case,  but  who  knows—maybe  this  will  be   embraced  by  all  of  this  and  just  part  of  how  we  live.
    • Grate  Expectations http://www.Tlickr.com/photos/mugley/6237249986/ M.  It’s  hard  to  make  sure  that  our  expectations  meet  reality  in  such  a  rapidly  changing  world.
    • How can we succeed? Commit to failure. K:  How  can  we  succeed? M:  Commit  to  failure.
    • Merriam Webster K.  What  is  failure?
    • - lack of success - a falling short - one that has failed M.  Merriam  gives  us  three  options.    “Lack  of  success”  &  “a  falling  short”  aren’t  shockers.    It’s  that  third  one  that   really  hits  the  hardest.    One  that  has  failed.    How  often  do  you  internalize  failure  and  how  much  harder  does  that   make  it  on  you?    I  think  this  last  one  scares  us  the  most.
    • goals: what you want expectations: what you have K.    Debinition  of  terms In  today’s  presentation  we’ll  use  goals  and  expectations  in  two  different  ways. Expectation:  A  way  that  you  perceive  the  world Goal:  What  you  want  to  happen
    • http://farm4.staticBlickr.com/3170/2396768838_d4c8f254a3_b.jpg M.  Failure  comes  in  two  sizes.    The  birst  one  is  the  lame  kind.    You  know  you  should  be  doing  something,  but  you   don’t.     You’re  told  weeding  is  an  important  part  of  collection  development,  but  you  don’t  do  it You  conduct  a  survey  at  a  program,  but  don’t  take  the  results  into  account  when  planning  the  next  program You  only  put  events  on  your  facebook  page  -­‐-­‐  nothing  else You  have  the  resources  to  make  something  happen  but  you  opt  for  inaction.     The  second  one  is  totally  legit  and  what  we’re  going  to  focus  on  today.    This  is  the  good  kind.    There’s  something   that  you’ve  never  done  or  your  organization  has  never  done  and  you’re  willing  to  try  it.     You  develop  your  graphic  novel  collection,  which  has  never  had  its  own  selector. You  plan  a  new  fundraiser  that  closes  the  library  and  brings  donors  into  the  building You  try  a  new  social  media  platform  that  no  other  libraries  are  on  yet.
    • Jump into failure K.  Let’s  jump  into  some  failure
    • Start with an idea… M:  First  you’re  going  to  start  with  an  idea…  
    • …to expand your library’s K.  …to  expand  your  library’s  potential.
    • http://www.Blickr.com/photos/nasamarshall/3765799902/ M.  Here’s  the  birst  example.    To  expand  your  library’s  potential  you  want  to  create  a  new  collection.
    • http://www.Blickr.com/photos/jody_art/2099710671/ M.  In  response  to  the  downturn  of  the  economy,  Baldwin  opted  to  create  a  “Tough  Times”  collection.    We   brought  together  career  and  personal  binance  materials  from  different  Dewey  ranges  into  a  single  collection.
    • Set goals K.  Step  one  after  forming  an  idea  is  setting  goals
    • http://farm4.staticBlickr.com/ 3178/4564135455_4c14304e48_b.jpg K.  We  as  librarians  are  good  at  having  ideas,  but  we’re  bad  about  writing  down  exactly  what  we  want  to   accomplish.   Spend  10  minutes  thinking  about  why  you  want  to  implement  your  idea.  Come  up  with  2/3  reasons  why  this   project  is  worth  your  time  and  effort,  what  do  you  want  it  to  accomplish
    • http://www.Blickr.com/photos/30959743@N00/5312747076/ M.  One  goal:  easier  browsing  for  the  patrons.
    • http://www.Blickr.com/photos/25504455@N02/4704575195/ M.  Another  goal:  to  ease  the  necessity  to  ask  a  librarian  for  help  on  a  sensitive  topic.
    • How will you know IF you’ve failed if you don’t know what you want to accomplish? K  In  terms  of  goals,  how  will  you  know  IF  you’ve  failed  if  you  don’t  know  what  you  want  to  accomplish
    • But, how do know WHEN you’ve failed? K  It’s  just  as  important  to  know  as  you’ve  failed  -­‐-­‐  when  you  need  to  quit
    • http://www.Blickr.com/photos/Blyingturtle/837938254/ K.  Mediocrity  is  always  easier  than  knowing  when  to  quit But  when  you  give  in  to  mediocrity,  you’re  expending  time  and  resources  that  prevent  you  from  being  the  best
    • http://www.Blickr.com/photos/jenosaur/4887741728/ K.  So  you  have  to  know  when  to  quit
    • http://www.Blickr.com/photos/cellphonesusie/2095494955/ K.  Fail  Point:  Quitting  before  you  start.   When  you  start  a  project,  make  sure  that  you  know  what  your  fail  point  is.   Fail  point  is  a  predetermined  point  when  you  should  give  up  on  a  project When  you  determine  a  fail  point  you’re  not  tempted  to  give  up  when  things  get  rough.    You  can  adjust  your  fail   point  once  you  get  started  on  the  project  based  on  new  information.  
    • http://www.Blickr.com/photos/wingedwolf/5471047557/ K.  Once  you’ve  reached  your  fail  point,  Just  ask  yourself  three  questions  before  you  give  up
    • http://www.Blickr.com/photos/jarbo/9379813470/ K.  Am  I  panicking?
    • http://www.Blickr.com/photos/b4b2/3954106061/ K.  Who  am  I  trying  to  inbluence?  Am  I  trying  to  make  myself,  my  boss,  look  good  by  quitting?  Am  I  trying  to   appease  someone  else.
    • http://www.Blickr.com/photos/mworrell/266913194/ K.  What  sort  of  measurable  progress  am  I  making?
    • Choose our fail point M.  For  the  “Tough  Times”  collection,  we  needed  a  fail  point.
    • http://www.Blickr.com/photos/fuzzcat/76738710/ M.  Our  fail  point  for  this  endeavor:  A  signibicant  reduction  in  turnover
    • And go! K.    Begin  your  project
    • Evaluate K.  As  your  progressing  through  the  project,  make  sure  to  evaluate  as  you  go  along
    • http://www.Blickr.com/photos/pjern/2150874047/ K.  Evaluation  comes  in  many  sizes.    First  up,  statistics.    Most  of  think  of  numbers  when  we  hear  evaluation  but  it   can  be  so  much  more.    
    • http://farm9.staticBlickr.com/8391/8620867436_421f798446_b.jpg M.  Surveys  are  another  option.    Get  feedback  from  people  who  participated  or  experienced  something.    Ask  them   to  rank  things.    Ask  them  to  tell  you  a  story.    Ask  them  how  it  can  be  better  next  time.    And  if  you  declare  your   surveys  unscientibic,  ask  a  mix  of  questions  to  get  different  types  of  information  from  the  same  group.
    • http://www.Blickr.com/photos/28misguidedsouls/6517859113/ K.    Observation  can  be  a  powerful  way  to  evaluate  how  patrons  are  using  your  library,  how  they  navigate  the   collection  and  how  they  interact  with  your  resources.    
    • http://www.Blickr.com/photos/pedromourapinheiro/2505997361/ M:    The  shoe  on  the  left  came  into  the  library  and  asked  for  some  resources  on  proper  job  attire.    A  few  months   later,  I  followed  up  with  the  shoe  on  the  right  to  see  if  the  information  helped—I’d  call  it  a  success.    Try  the  same   after  you  teach  a  computer  class—get  in  touch  with  people  to  see  if  the  information  helped  and  if  they’ve  put  it   to  use.
    • http://www.Blickr.com/photos/27640054@N08/5229323438/ K.    Talk  to  people  who  attend  your  classes  or  programs.    You  can  informally  chat  to  get  information  or  have   formal  interviews  planned.    Either  way,  they  may  have  helpful  insights  for  you.
    • http://www.Blickr.com/photos/doug88888/4772206814 M.    The  person  who  presented  a  program  at  the  library  is  worth  talking  with  for  some  information.    What’d  they   like  about  the  room?    What  would  make  it  better?    If  you  participated  in  the  program  or  helped  coordinate  it,  you   can  contribute  to  the  evaluation  as  well.
    • M.  Quantitative  Evaluation:  Here’s  a  turnover  graph  of  the  Tough  Times  collection  from  2007  until  the  last   copies  were  pulled  in  2013
    • http://www.Blickr.com/photos/26436097@N06/3577438623/ K.  Often  times  the  reward  is  high  when  you  birst  start  doing  something  -­‐    It  could  be  because  you’re  putting  a  lot   of  effort  into  marketing,  or  people  are  excited  with  a  new  product,  but  eventually  that  enthusiasm  on  your  part   or  your  patrons  part  will  wane.
    • http://www.Blickr.com/photos/nox_noctis_silentium/3830417445/ K.  But  eventually  that  reward  gets  reduced  and  people  give  up
    • http://www.Blickr.com/photos/f_jean/4749123322/ K.  If  you  push  through  those  difbicult  downturns  (when  appropriate)  you  can  reap  a  bigger  reward
    • http://sethgodin.typepad.com/the_dip/page/2/ K.  The  Dip
    • K.  Example:  Graphic  Novels  turnover  at  Baldwin  since  2007
    • http://www.Blickr.com/photos/kshathriya/331847679/ K.  But  that’s  not  the  only  way  things  can  go.
    • http://sethgodin.typepad.com/the_dip/page/2/ K.  Cul-­‐de-­‐sac  and  the  Cliff
    • Where does our program fall? M.  How  does  this  play  out  with  the  “Tough  Times”  collection?
    • M.  First  you  see  the  dip
    • M.  But  then  you  see,  it’s  really  a  cul  de  sac
    • What about qualitative evaluation? K.  Life  isn’t  all  numbers.  Don’t  let  your  board  or  your  boss  convince  you  that  quantitative  evaluation  is  the  only   important  options
    • two   e  to  look  in   trons  hav  because  pa It’s  hard rian  1 s… mous  Libra to  Tind  book places   -­‐  Anony Patrons  just  end  up  asking  one  of  us,  and  then   we  look  confused  when  we  have  to  take  them   to  multiple  places  in  the  collection. -­‐  Anonymous  Librarian  3 Patron s  don’t  know   look. where  to   -­‐  Anon ymous  Librar ian  2 I  think  it  was  a  really  good   idea  for  a  hard  time,  but  it   didn’t  really  work  out. -­‐  Anonymous  Librarian  4 M.  Qualitative  Evaluation  is  like  story  telling.    You’re  getting  information  from  words.    Here’s  what  librarians   may  have  said  about  the  “Tough  Times”  collection  at  Baldwin.  
    • Re-joice/Re-tool/Re-sign K.  Once  you’re  evaluated  your  program/collection/etc...  you  have  three  choices  and  then...
    • http://farm1.staticBlickr.com/38/85911467_Bb4835ec53_o.jpg K.    determine  were  you  successful?    Did  you  win  the  gold  cup?    Either  way,  what  did  you  learn  from  the   experience?
    • http://www.Blickr.com/photos/fuzzcat/76738710/ M.  In  the  end,  we  opted  to  “Resign”  the  “Tough  Times”  collection.
    • http://www.Blickr.com/photos/nathaninsandiego/6863425933/ M.  Our  goals  were  not  met:  It  didn’t  make  it  easier  for  patrons,  and  they  ended  up  going  to  a  librarian  anyways.
    • People  will  always  ask   librarians  questions…   because  librarians  rule. M.  So  the  “Tough  Times”  collection  didn’t  pan  out  as  had  hoped.    Could  we  have  made  it  work?    Maybe,  but  it   wasn’t  worth  it  to  keep  it  going.    Plus,  we  found  out  people  just  like  asking  librarians  questions…which  is  a  good   thing.
    • 1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn? K.   1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • Choose a program… M.    Let’s  look  at  another  example.       1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • http://www.Blickr.com/photos/nasamarshall/3765799902/ M.    First,  the  goal.    Expand  our  library’s  potential  and  reach  out  to  young  professionals.
    • http://www.(lickr.com/photos/amanda28192/6216031916/ M.    So  we  started  Friends  Don’t  Let  Friends  Read  Alone:  an  evening  book  club  at  a  locally  owned  coffee  house.
    • Set goals… M.  Goals  for  this  endeavor  included…
    • http://www.Blickr.com/photos/30959743@N00/5312747076/ M.  Bring  in  young  people.    Find  some  way  to  connect  with  them  and  get  them  engaged  in  the  library.
    • http://www.Blickr.com/photos/25504455@N02/4704575195/ M.    We  also  wanted  to  support  a  local  business.
    • Set a fail point… M.    Then  we  needed  our  fail  point.
    • http://www.Blickr.com/photos/fuzzcat/76738710/ M.    Our  fail  point  for  this  book  club:  A  signibicant  reduction  in  attendance.
    • Evaluate… M.    Up  next,  evaluation!
    • M.    A  quantitative  look:  Here’s  a  attendance  graph  of  Friends  Don’t  Let  Friends  Read  Alone.
    • M.    You’ll  see  a  slight  overall  increase.    It’s  trending  upward.
    • Facts: 1.The  place  where  we  were  having   our  book  club  closed.  Suddenly. 2.While  the  book  club  appealed  to   young  professionals  for  the  birst   year,  but  then  stopped  attracting   them.   M.    Here’s  some  qualitative  evaluation  for  you.  The  local  business  wasn’t  open  any  longer  and  the  young  folks   weren’t  hip  to  us.
    • Re-joice/Re-tool/Re-sign… Time  to  decide  if  we’re  going  to  Re-­‐joice,  Re-­‐tool  or  Re-­‐sign
    • http://www.Blickr.com/photos/fuzzcat/76738710/ M.  We  could  have  quit,  but  we  didn’t  have  to!
    • http://www.Blickr.com/photos/nathaninsandiego/6863425933/ M.    Our  goals  were  not  met:  We  didn’t  attract  young  professionals  and  we  didn’t  support  the  local  business   enough  to  get  other  businesses  to  want  to  participate.
    • http://www.Blickr.com/photos/hinkelstone/2938685282/ M.    But  we  still  had  success!  
    • What did you learn? Want  to  know  what  we  learned?
    • We  needed  an  evening  book  club. We  could  still  get  a  regular  contingent  of   book  clubers,  just  not  in  our  target   demographic.   We  learned  that  an  evening  book  club  could  succeed.    People  wanted  to  meet  at  night  and  talk  about  books.    A   dedicated  group  were  interested  enough  to  make  it  a  regular  thing.    They  ended  up  being  a  mixed  demographic   but  that’s  bine  with  us.    We  created  something  new  that  met  the  needs  of  our  patrons.
    • Choose a program… K.   1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • http://www.Blickr.com/photos/nasamarshall/3765799902/ K.  Expand  your  library’s  potential  and  reach  out  on  a  new  social  media  platform
    • http://www.Blickr.com/photos/bunchesandbits/6137341753/ K.  Pinterest:  It’s  a  new  way  to  reach  out  on  social  media
    • Set goals… K.   1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • http://www.Blickr.com/photos/30959743@N00/5312747076/ K.  To  reach  out  to  new  people  using  a  new  medium
    • http://www.Blickr.com/photos/25504455@N02/4704575195/ K.  To  make  creating  online  bibliographies  easier
    • Set a fail point… K.   1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • http://www.Blickr.com/photos/fuzzcat/76738710/ K.  Quit  Point:  Unknown  –  sometimes  you  just  have  to  feel  it  in  your  gut,  when  the  work  is  too  much  for  the   reward
    • Evaluate… K.   1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • K.  There  are  no  qualitative  evidence.  You  can  generally  watch  re-­‐pins  and  such,  but  there  are  no  statistics  and  no   tracking  of  social  media  other  than  followers
    • Perceptions: 1.People  aren’t  using  them,  the  bibs   that  we  post  on  the  website  or   those  on  Pinterest 2.The  Pinterest  bibs  were  proving   useful  in  certain  cases. K.  Last  time  we  had  facts,  this  time  we  have  feelings
    • Re-joice/Re-tool/Re-sign… K.   1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • http://www.Blickr.com/photos/fuzzcat/76738710/ K.  There  are  some  things  we  need  to  quit.  We  shouldn’t  be  doing  as  much,  but  some  things  are  working
    • http://www.Blickr.com/photos/nathaninsandiego/6863425933/ K.  We’re  not  really  reaching  out  to  new  people,  but  we  are  simplifying  how  we  make  bibliographies.  Ongoing   bibs  are  much  easier
    • http://www.Blickr.com/photos/hinkelstone/2938685282/ K.  Some  success!  Just  editing  as  to  how  we  use  this  medium!
    • What did you learn? K.   1.Choose  a  program 2.Set  goals 3.Set  fail  point 4.Evaluate 5.Re-­‐joice/Re-­‐tool/Re-­‐sign 6.What  did  you  learn?
    • We  need  ongoing  bibs  –  like  new  items  or   Christmas  movies. But  we  should  use  this  for  us,  not  for   reaching  out  to  other  people It’s  something  that  requires  constant   monitoring…like  small  children. K.    What  we  learned
    • Library Goal: Fail Often M.    Declare  this  at  your  next  board  meeting  or  to  your  management  team  or  whisper  it  to  your  co-­‐workers.
    • http://www.Tlickr.com/photos/elycefeliz/6953765035/ K.  Once  you  have  no  fear  of  failure,  you’re  free  to  be  extraordinary
    • http://www.Tlickr.com/photos/joethorn/290760357/ M.  You  can  extend  your  library’s  reach  into  new  populations  and  new  areas  of  service
    • http://www.Blickr.com/photos/nasamarshall/3765799902/ K.  You  can  expand  you  library’s  potential
    • http://www.Blickr.com/photos/mr_t_in_dc/6284773780/ M.  You  can  binally  upend  long-­‐held  assumptions  in  your  library
    • http://www.Blickr.com/photos/covetchicago/5822884089/ K.  Or  you  can  re-­‐afbirm  exactly  what  you  knew  already.  
    • http://www.Blickr.com/photos/ucumari/2048143444/ M.  Sidenote:  If  you  know  that  you’re  working  under  wrong  assumptions  –  or  your  assumptions  have  already   been  proven  to  be  wrong  –  and  you  haven’t  done  anything  about  this  then  you  are  NOT  being  extraordinary.     ACT  UPON  THAT  INFORMATION.
    • http://www.Blickr.com/photos/funky64/4293098263/ K.  Programming  is  one  of  the  easiest  places  to  breed  failure,  and  evaluate  your  expectations  about  your   community 1.  If  you  don’t  think  that  your  community  would  participate  in  something,  and  you  try  it  and  succeed,  you’ve   realized  a  blaw  in  your  expectations 2.  You  can  get  away  with  doing  something  once  or  twice  to  see  what  kind  of  response  you  receive  and  then  tailor   your  next  steps  (continue  to  offer  it,  tweak  it  or  discontinue  it)
    • http://www.Blickr.com/photos/kharied/4128848123/ M.  Here’s  one  for  collections: If  you’ve  never  developed  a  collection  under  the  impression  that  your  community  isn’t  interested,  and  you  try   and  bind  success,  you’ve  realized  a  blaw  in  your  expectations.
    • http://www.Blickr.com/photos/jarleon/8571557564/ K.  Technology If  you  think  you  won’t  bind  your  community  in  certain  places  online,  and  you  try  and  succeed,  you’ve  realized  a   blaw  in  your  expectations.  Old  people  can  surprise  you  with  their  technological  prowess
    • http://www.Blickr.com/photos/kelehen/8517221494/ M.  Rooting  out  blaws  in  your  expectations  will  help  your  library  succeed  in  ways  that  it  couldn’t  have  otherwise.
    • http://www.Blickr.com/photos/surrealize/3479423122/ K.  It  will  move  you  forward
    • http://www.Blickr.com/photos/surrealize/3479423122/ M.  It  will  help  you  to  reach  out  to  new  demographics  in  your  community.
    • http://www.Blickr.com/photos/51993497@N06/5632340650/ K.  It  will  help  you  to  serve  your  patrons  better.
    • Godin Seth how to knows fail - fail fast - fail cheap - fail often http://farm9.staticflickr.com/8090/8411491552_714be82904_b.jpg M.  I’ve  got  to  thank  Kevin  King  for  introducing  me  to  Seth  Godin’s  work.    Really  great  stuff  that  you  should  check   out  if  you  dig  these  concepts.    Seth’s  got  a  motto  for  failure:  fail  fast,  fail  cheap  and  fail  often.    Failing  fast  is  good —it  gives  you  time  to  move  onto  something  else.    Fail  cheap  means  you  don’t  need  to  invest  much  money  or   resources  to  try  a  new  idea.    And  fail  often  means  you’re  going  to  keep  coming  back  for  more.    Innovate,   innovate,  innovate.
    • Be EXTRAORDINARY K.  
    • Failure is simply the opportunity to begin again, this time more intelligently. - Henry Ford M.  We  all  need  to  accept  that  failure’s  going  to  happen—especially  if  we’re  seeking  out  new  opportunities.     Failure  is  part  of  what  makes  success  so  great.    To  get  there  you,  you  need  to  fail.
    • Slides  from  today?     A  blog  of  successes  and  failures?     Visit  www.kabergeron.com