Rightscaling, engagement, learning: reconfiguring the library for a network environment
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Rightscaling, engagement, learning: reconfiguring the library for a network environment

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The edge of the world. Theta 2013: the Higher Education Technology Agenda. Hobart, Tasmania, 7-10 April, 2013. ...

The edge of the world. Theta 2013: the Higher Education Technology Agenda. Hobart, Tasmania, 7-10 April, 2013.
The network continues to reconfigure personal and organizational relationships. Libraries face three important challenges in this environment.

1. Rightscaling infrastructure.
Libraries were predominantly ‘institution-scale’ – they provided services at the level of the institution for their local users. However, their users now look to the network for information services (e.g. Google Scholar, Wikipedia, …). And libraries now look to the network to collaborate or to externalize services (e.g. HathiTrust, cloud-based discovery or systems, shared systems infrastructure, …). In this environment the need for local infrastructure declines (e.g. extensive print collections, redundantly deployed local systems which provide necessary but not distinctive services). The scale advantage manifests itself in both impact and efficiency.

2. The shift to engagement.
Users used to build their workflows around libraries. Now the library needs to build services around user workflows, as those workflows form around network services. Libraries used to acquire and organize ‘published’ materials. Now they are engaged with the full range of creation, management and disclosure of learning and scholarly resources. Library spaces were configured around print collections; now they are configured around experiences, expertise, and specialist facilities. These are all examples of how libraries are reallocating resource and effort to engage more strongly with the learning and research lives of their users, improving the learning experience and making research more productive and research outputs more visible.

3. Institutional innovation
Innovation is important, especially to support greater engagement. But in many ways the most important form of innovation is institutional. Libraries have to develop new and routine ways of collaborating to achieve their goals. At the same time they have to negotiate internal boundaries and forge new structures within institutions. In each case, they are developing new ‘relationship architectures’. Think for example of the institutional innovation required to move to shared systems and collections in the Orbis Cascade Alliance or 2CUL for example. Or think of the innovative approach which makes new relationships within institutions (with Learning and Teaching Support, with the Office of Research, the University Press, emerging e-research infrastructure, IT, etc, for example, or with various educational or social services in a public setting). Evolving such relationships requires an enterprising approach and ensures continual learning.

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    Rightscaling, engagement, learning: reconfiguring the library for a network environment Rightscaling, engagement, learning: reconfiguring the library for a network environment Presentation Transcript

    • Rightscaling, engagement,learning:reconfiguring the library for anetwork environmentLorcan Dempsey @LorcanDThe edge of the world. Theta 2013: the Higher Education Technology AgendaHobart, Tasmania, 7-10 April, 2013
    • CreditsJohn Hagel and John Seely BrownInstitutional innovation: creating smarter organizations to scale learninghttp://www.scribd.com/doc/129958072/Institutional-Innovation-Creating-Smarter-Organizations-to-Scale-LearningJohn Hagel and Marc Singer. (January 01, 1999). Unbundling thecorporation. Harvard Business Review, 77, 2. January 1, 1999.Constance Malpas:Provided the U Tasmania and U Melbourne collection analyses.Brian Lavoie, Constance Malpas and JD Shipengrover:Print Management at “Mega-scale”:A Regional Perspective on Print BookCollections in North America.https://www.oclc.org/content/dam/research/publications/library/2012/2012-05.pdf
    • Distinctive Subjects(rank in worldcat for no.of holdings attached tothis subject, no. of holdings)
    • 2 switchesAttention switchWorkflow switch
    • Attention switchThenResources were scarce andattention was abundant.NowAttention is scarce andresources are abundant.“Discovery happens elsewhere”
    • Workflow switchThenResearchers/learners would buildtheir workflow around the library.NowThe library must build its servicesaround the user workflow.“In the flow”
    • Harvard Business Review (1999)
    • Engagement InnovationInfrastructure•Back office capacities thatsupport day-to-day operations•“Routinized” workflows•Economies of scale important•Develop new•services and have them accepted•Speed/flexibility important•Attracting and building relationshipswith researchers and learners•“Service-oriented”, customization•Economies of scope importantNote: Engagement substituted for Customerrelationship management
    • Rightscale infrastructureShift to engagementInstitutional innovationReconfiguring libraries for the newenvironment – 3 imperatives
    • Rightscale infrastructureThe example of printThe example of discovery
    • Ronald CoasePic: Wikimedia
    • ?
    • “aggregate and scale toward a commoninfrastructure”
    • 2%28%30%University of Melbourne Library (UMV) TitlesDuplicated in Hathi Trust Digital Library - January 2012Digitized public domain (US) Digitized in copyright (US)
    • 3%32%35%University of Tasmania (LT0) Library TitlesDuplicated in Hathi Trust Digital Library - January 2012Digitized public domain (US) Digitized in copyright (US)
    • Colleges and universities have long competedagainst one another, measuring themselves incomparison to each other and holding tightly totheir idiosyncrasies as defining elements of theirstatus. But today, the distribution and reuse ofinformation digitally via the Internet is rapidlychanging the game, rewarding those whoinstead aggregate and scale toward a commoninfrastructure. It is becoming increasingly clearthat neither the challenges that confrontcolleges and universities nor the solutions tothose challenges are unique to each institution.Chuck Henry and Brad WheelerThe game has changedEducause Review, March 2012“
    • “aggregate and scale towards a common infrastructure”Infrastructure redundantly distributed to institutions
    • Beyond the mobile web. Stephanie Rieger. http://www.slideshare.net/yiibu/beyond-themobilewebbyyiibu
    • the example of printtowards a collective collection
    • Mega-regionsGeographic area defined by high level of economicintegration, underpinned by robust supportinginfrastructure (transportation, logistics, etc.)“Lights from space” definition (Richard Florida et al.)In some respects, a“natural” unit of analysis?
    • North American Mega-regionsOCLC Research, 2013
    • OCLC Research, 2013North American print book resource:45.7 million distinct publications889.5 million total library holdings
    • Regional coverage of the North American print book resourceBOS-WASH 57 %CHI-PITTS 41 %TOR-BUFF-CHESTER 32 %NOR-CAL 27 %CHAR-LANTA 22 %SO-CAL 21 %CASCADIA 15 %DAL-AUSTIN 14 %HOU-ORLEANS 11 %SO-FLO 11 %DENVER 9 %PHOENIX 8 %OCLC Research, 2013
    • WorldCat HoldingsDistributionfor Titles Held bythe University of MelbourneLibrary (UMV) - March 2013WorldCat HoldingsDistributionfor Titles Held bythe University of TasmaniaLibrary (LT0) - March 2013
    • Institution: opportunity costs challenge•Growing misalignment between investment in printcollections and practices of research and learning•Reconfigure space around engagement rather thanaround collections•Stewardship and efficient access still (variably)importantSystemwide: balance contributions•Manage down institutional collections•Collectively managed – regional, national based onexisting/emerging infrastructure•Include different obligations:–Mid-level HEIs look for third party or collaborativesolutions–Research HEIs manage stewardship responsibilitywithin broader framework of digital and cooperative
    • Mega-regions & Shared Print InitiativesOCLC Research, 2013Orbis-CascadeCICASERLSCELCMSCSWRLCOCULGWLAWESTFLAREWe expect that in 5-7 years a large part ofthe North American ‘collective collection’will have moved into shared management.
    • „Cloud‟ storage (Ohio State)http://library.osu.edu/blogs/cartoons/2012/02/28/blog-launch-and-the-construction-of-our-new-home-in-sullivant-hall/
    • The example of discoverya mixed environment of inside-outand outside-in approaches
    • Local discovery:towards whole library discove
    • Ithaka s+rNetwork-level discovery tools include disciplinary resources andpowerful search tools which dramatically improve research efficiencywhile also increasing effectiveness. As a result, faculty discoverypractices across all disciplines have continued their marked shiftto the network level. This key finding has important implicationsfor resource providers and libraries alike.Faculty members are reducing their usage oflocal library services for discovery purposesand, as a result, put less value on the library‟straditional intellectual value-added role as agateway to information.
    • Outside in Bought, licensedIncreased consolidationMove from print to licensedManage down print – shared printMove to user-driven modelsAim: to discoverInside outInstitutional assets: special collections,research and learning materials, institutional records, …Reputation managementIncreasingly important?Aim: to *have* discovered … to discloseCollections
    • John DoeUniversityLibraryCloud SourcedDecoupledCommunicationExternalSyndicationWebsiteA decentered network presence:putting the library in the flow
    • MicrositesArchives and speccollsDigital libraryInstitutional repoYoutubeDecoupledCommunicationFlickrTwitterFacebookBlogsGoogleKnowledgebaseResolverDiscoveryCloud SourcedLibguides
    • DigitalArchiveExternalSyndicationServicesDataRSSMetadataEuropeanaWorldCatScirusEthosArchivesGridSuncatSummonJorumLinked Data(Catalog)OAI-PMH(Dspace)Z39.50Library APIsProxyWidgetsProxy ToolbarMobileppDiscoveryCatalogueDspaceBlogsKBregistration
    • Outside in collections: books and journalsDiscovery layerResolver registered in Google Scholar, Pubmed, Mendeley, ...Union catalog links in Google BooksToolbars, widgets, etcInside out collections: Growing engagement aroundscholarly communication, data curation, institutionalasset management, reputation/profiles.SEO (interoperability with search engines)Appropriate metadata (e.g. for Google Scholar)Syndication of metadata to other services…Effective discoverability requires purposeful action atdifferent scales with multiple partners….
    • Other examples?Look for solutions above the level ofthe institution?Where there is no local advantage …DPN ... Digital Preservation NetworkPatron Driven Acquisition?Library systems?Knowledge base?
    • Shift to engagementThe service turn (Scott Walter)Distinctive services to improve thestudent experience and enhanceresearchEvolving library role - enterprise‘If libraries are to be seen as expert theirexpertise must be visible’
    • U Minnesota, ARLInstitutional profile“In alignment withthe Universitysstrategicpositioning, theUniversityLibraries have re-conceivedgoals, shiftingfrom a collection-centric focus toone that isengagement-based.”http://umcf.umn.edu/awards/2006/images/margo_library_lg.jpg
    • Explore new scholarly forms:American Folklore Societyand libraries at Indiana U
    • http://blogs.bgsu.edu/librarysleevefacing/2012/08/15/bookends/Creating conversationsaround collections:Sleevefacing atBowling Green State Univ
    • accessCeramics merges a traditional academic digital image collections metadata capabilitieswith Flickrs openness and flexibility. It seeks to take advantage of Flickrs software tools andsocial network while also providing a web interface customized to this collection.Collaboration with department aroundcommunity and learning resource
    • Curating data assets
    • Bibliometrics and researcher identity
    • Space reconfiguredaround experience,expertise andcommunicationrather than collections
    • A shift to engagement ..the library as an actor in research andlearning environments of its users.An evolving role … an enterprisingmentality …Explore service requirements andpossibilities.Reallocate resource from infrastructure?
    • Institutional innovation ….
    • ... a more fundamental level ofinnovation, institutional innovation –redefining the rationale for institutions anddeveloping new relationship architectureswithin and across institutions to breakexisting performance trade-offs and expandthe realm of what is possible …John Hagel III and John Seely Brown
    • A new architecture of relationships:rightscaling
    • A new architecture of relationships:engagementUniversity PressOffice of ResearchITLearning and teaching supportE-researchWriting centreAcademic departments….
    • The journey …• Rightscale infrastructure services: findappropriate level in the network.• Shift resource to engagement: evolvinginformation services which improve thestudent experience and enhance research.• Internal/external institutional innovation:building new relationships requiresenterprise and promotes learning ….
    • @LorcanD