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Provocative Statements discussed at the Taiga 4 meeting in Denver, January 2009. See http://www.taigaforum.org/ for more information about Taiga.

Provocative Statements discussed at the Taiga 4 meeting in Denver, January 2009. See http://www.taigaforum.org/ for more information about Taiga.

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Taiga4lightningtalks Taiga4lightningtalks Presentation Transcript

  • TAIGA Forum IV Lightning Talks January 22, 2009
  • Lightning Talks •  5 Minutes for Talk on Provocative Statements – The Speaker!!! •  10 Minutes for Discussion on the Talk and Provocative Statement from the Audience – THAT MEANS YOU!!!!
  • Provocative Statement #1 1. ... all librarians will be expected to take personal responsibility for their own professional development; each of us will evolve or die. Budget pressures will force administrators to confront the quot;psychological shadowquot; cast by tenure and pseudo-tenure that has inhibited them from taking necessary personnel actions. Librarians who cannot evolve will be reassigned or fired.
  • Provocative Statement #2 2. ... collection development as we now know it will cease to exist as selection of library materials will be entirely patron-driven. Ownership of materials will be limited to what is actively used. The only collection development activities involving librarians will be competition over special collections and archives.
  • Provocative Statement #3 3. ... Google will meet virtually all information needs for both students and researchers. Publishers will use Google as a portal to an increasing array of content and services that disintermediate libraries. All bibliographic data, excepting what libraries create for local special collections, will be produced and consumed at the network level.
  • Provocative statement #3 •  In five years… Google … will meet virtually all information needs for both students and researchers. Publishers will use Google as a portal to an increasing array of content and services that disintermediate libraries. All bibliographic data, excepting what libraries create for local special collections, will be produced and consumed at the network level.
  • what’s provocative about this one again?
  • but libraries have better quality metadata
  • but library indexes are more comprehensive Meier
and
Conkling,

 “Google
Scholar’s
Coverage
of

 the
Engineering
Literature,”
JAL
(2008)

  • uh… library content is broader and deeper 12000000
 10000000
 8000000
 6000000
 2008
 2010
 4000000
 2000000
 0
 GoogleBooks
 Avg.
ARL

  • but our brand is strong
  • and it’s not just Google…. there are others, right?
  • the Google Economy •  … the value of a resource, such as a web page, can be determined by the way that resource is linked to other resources. .... The Google economy is an example of a network effect. … The result is that a person searching for a book is likely to find the Amazon.com catalog page or blog posts discussing the book long before they will find any library offering the book for loan.
  • so we need to get more efficient? •  streamline metadata creation •  leverage commodity metadata •  let users tag our stuff…
  • My
career
in
librarianship
has
included
work
in
cataloging,
which
I
have

 always
understood
to
be
a
major
part
of
library
funcQoning.
But
I
did

 not
fully
realize
how
major
unQl
I
made
a
discovery
when
I
became
associate

 librarian
of
the
Library
of
Congress.
The
discovery
was
financial—the
Library
of

 Congress
is
invesQng
in
cataloging
at
the
rate
of
$44
million
a
year!
You
can
 well
appreciate
that
a
cost
of
that
magnitude
really
got
my
aYenQon.

 If
such
an
expenditure
produces
great
benefits
for
the
Library
of
Congress,

 libraries
across
the
country,
and
others
around
the
world,
then
we
can
jusQfiably

 argue
that
the
$44
million
is
well
spent.
But
in
the
age
of
digital
informaQon,

 Internet
access,
and
electronic
key
word
searching,
just
how
much
do
we
 need
to
conQnue
to
spend
on
carefully
constructed
 catalogs?
That
is
the
quesQon
I
have
come
here
this
evening
to
pose—how
 should
we
think
about
cataloging
in
the
Age
of
Google?


  • which means? • not that libraries can’t compete with the big guys • or that we need to be more efficient… value isn’t there • it means that the anymore for a lot of what we do • The value has shifted to •  the thing rather than the description of the thing • the network, openness, links
  • Provocative Statement #4 4. ... knowledge management will be identified as a critical need on campus and will be defined much more broadly than libraries have defined it. The front door for all information inquiries will be at the university level. Libraries will have a small information service role and will be responsible mainly for archiving digital content.
  • Provocative Statement #5 5. ... libraries will have given up on the quot;outreach librarianquot; model after faculty persistently show no interest in it. Successful libraries will have inserted themselves into the instructional technology space as a viable point of engagement with students and faculty.
  • Provocative Statement #6 6. ... libraries will provide no in-person services. All services (reference, circulation, instruction, etc.) will be unmediated and supported by technology.
  • Provocative Statement #7 7. ... library budgets will be reallocated from support of a greatly downsized facility, collections and staffing towards discovery and access of information at the network level. Local unique collection purchases will be funded primarily by donor contributions; projects will be funded primarily by grants.
  • Where the Rubber Left the Road or The Tundra is Melting
  • •  2. Collection development as we now know it will cease to exist as selection of library materials will be entirely patron-driven. Ownership of materials will be limited to what is actively used. The only collection development activities involving librarians will be competition over special collections and archives.
  • •  Most libraries’ information service models are based on using locally owned resources to meet users’ information needs. •  In the networked environment, the local collection is becoming less important and discovery and access at the network level will become much more important.
  • •  To this date, despite being aware of use trends and adjusting purchasing plans accordingly, a large portion of materials purchased are not being used in libraries. •  New business models must be adopted that support network level discovery and access and minimize investment in unused resources. •  Current models of library selection based collection development are not that model.
  •  Use based and patron driven business models will become the norm.  Management of resources will be based on use and cost data and the bibliographer selection model will not exist.  Legacy print collections will be managed cooperatively.
  •  Collection management roles will continue in archival areas like special collections as unique content will need to be identified for acquisition, preservation, and digital exposure.  As this content is unique libraries may compete over content development in special collections and archival areas.
  • Lightning Responses?
  • Provocative Statement #8 8. ... library buildings will no longer house collections and will become campus community centers that function as part of the student services sector. Campus business offices will manage license and acquisition of digital content. These changes will lead campus administrators to align libraries with the administrative rather than the academic side of the organization.
  • Provocative Statement #9 9. ... the library community will recognize the decreasing value proposition of membership organizations (e.g., CRL, DLF, CNI, SPARC, ARL). All collaboration of significance will be centered around either individual entrepreneurial libraries (HathiTrust), regional consortia, or OCLC.
  • Provocative Statement #10 10. ... 20% of the ARL library directors will have retired, and there will be a shortage of senior library leaders ready and willing to take their places. Universities will begin to hire leaders from other parts of the academy (student services, academic computing, faculty) leading to a major realignment of library within the university infrastructure.
  • Population Demographics
  • Blended or Remix
  • Paths to Leadership •  Timing •  Transition •  What is in your toolbox? –  People –  Networks –  Campus •  Finding Custom Paths for those in your organization (Technology, Instruction, Information) Barone,
C.
(September
2006).
Timing,
TransiQons,
and
Careers.
Educause
Review.

  • Why Library Doesn’t Matter Ten Year Challenges Library Ten Year •  No More Library •  Collaborative Projects Projects •  Partnerships are of •  Extra-Institutional Mass-Scale •  Information •  Enterprise Support Advocacy •  Economies of •  Managing Digital Scale Information Layer Chester,
T.
(2006).
A
Roadmap
to
IT
Leadership
and
the
Next
Ten
Years.
Educause
Quarterly.
 Jackson,
G.
(2004).
A
CIO’s
QuesQon:
Will
You
SQll
Need
Me
When
I’m
64?.
Chronicle
of
Higher
 Educa:on,
January
30,
2004,
B22‐23.

  • Embracing the Remix Knopper,
S.
(2009).
AppeQte
for
Self‐DestrucQon:
The
Spectacular
Crash
of
the
Record
 Industry
in
the
Digital
Age.
New
York:
Free
Press.

  • The Big Switch
  • Broader Topics •  64K Question – What is an academic/research library? 23 •  What is a academic librarian? Who staffs libraries? 16 –  How to break apart traditional tribes and repurpose for future? •  Opportunities for Budgets – Funding Sources 13 •  Leverage the Google 5 •  Metrics for our definition of a research library? 6 •  Implications of working at the network level? 5 •  When Public Good Argument no longer works? 7 •  Academic Library User Experience and Branding 22