2011 12-04 dish partnership workshop

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Workshop on the future of co-operation and partnership across museums, libraries and archives run at the DISH conference, Rotterdam, December 2011

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  • 2011 12-04 dish partnership workshop

    1. 1. TITLE: Beyond Partnership VENUE: DISH Conference, RotterdamDATE GIVEN: 7th December 2011 AUDIENCE: Workshop on the future of collaboration between institutions in a digital world, based on PhD research.
    2. 2. ARCHIVEBEYONDPARTNERSHIP LIBRARY MUSEUM
    3. 3. The long-term impact of ARCHIVEdigital technologies onthe exploitation ofpublic knowledgecollections... LIBRARY Understanding Possibilities Through Systems Thinking MUSEUM
    4. 4. Uncertainty ChangeComplexity
    5. 5. ARCHIVEEVOLUTION,REVOLUTION,EXTINCTION? LIBRARY MUSEUM
    6. 6. Evolution orRevolution?
    7. 7. From shellac to iTunes
    8. 8. From desk to desktop?
    9. 9. APPisation
    10. 10. Let a thousandflowers bloom
    11. 11. determination, innovation, experimentation, simplicity, consumerfocus, ambition, opportunism, eccentricity, flexibility
    12. 12. determination, innovation, experimentation, simplicity, consumerfocus, ambition, opportunism, eccentricity, flexibility
    13. 13. determination,innovation , experimentation, simplicity,consumer focus, ambition, opportunism, eccentricity, flexibility
    14. 14. determination, innovation, experimentation, simplicity ,consumer focus, ambition, opportunism, eccentricity, flexibility
    15. 15. determination, innovation, experimentation, simplicity,consumer focus, ambition, opportunism, eccentricity,
    16. 16. “Give the customers whatthey want before they know they want it”
    17. 17. Extinction
    18. 18. What of thepublic sector?
    19. 19. Dialectical challenges
    20. 20. Public is different to private
    21. 21. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibility
    22. 22. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibility policy, trust, consistency, fairness, accessibility, market failure, public value, individual and community well-being
    23. 23. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibility Technical rationality policy, trust, consistency, fairness, accessibility, market failure, public value, individual and community well-being
    24. 24. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibility Command and control policy, trust, consistency, fairness, accessibility, market failure, public value, individual and community well-being
    25. 25. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibility Barriers to collective action policy, trust, consistency, fairness, accessibility, market failure, public value, individual and community well-being
    26. 26. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibility “THE WHOLE IS LESS THAN THE SUM OF THE PARTS.” policy, trust, consistency, fairness, accessibility, market failure, public value, individual and community well-being
    27. 27. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibilityYet, while public and private may be different... policy, trust, consistency, fairness, accessibility, market failure, public value, individual and community well-being
    28. 28. determination, innovation, experimentation, simplicity, consumer focus, ambition, opportunism, eccentricity, flexibility They share the same customers policy, trust, consistency, fairness, accessibility, market failure, public value, individual and community well-being
    29. 29. Public Knowledge*Institutions andPartnership *Culture and Heritage
    30. 30. Status Quo 2.0
    31. 31. Europeana DPLAFinland NDL
    32. 32. Local institutional partnerships beyond measure
    33. 33. Technical rather than strategic
    34. 34. Organisation A Organisation B
    35. 35. Organisation A Organisation B
    36. 36. Alignment of collection/service priorities
    37. 37. Constraints of the parent institution
    38. 38. Multiple choicesGlobal economy Contestability
    39. 39. Partnership as compromise
    40. 40. Suvivability
    41. 41. WW2 AlliesEuro Zone
    42. 42. My researchagenda
    43. 43. Help policy makers and practitioners to reflect on theopportunities and threats of digital technologies for the long-termorganisation and delivery of public service
    44. 44. ThoughtExperiment
    45. 45. ThoughtExperimentMUSEUMS, LIBRARIES, ARCHIVES✤ Isomorphisms✤ Common purpose✤ Shared challenges and opportunities
    46. 46. General Systems Theory, systems approach, SYSTEMS THINKINGsystems dynamics, Soft Systems Methodology,Vanguard Technique, boundary critique, CriticalSystems Heuristics, Systemantics, ecologicalsystems theory, sociotechnical systems, ecosystems,open systems, cybernetics, operations research,fuzzy systems theory, process improvement,Syntegrity, Viable System Model, social systemstheory, systemics, systems philosophy, systemsengineering, systems analysis, critical systemsthinking, systemography, critical systems practice,total systems integration, adaptive systems theory,applied multi-dimensional systems theory, livingsystems theory, complex systems theory, holon, link
    47. 47. General Systems Theory, systems approach, SYSTEMS THINKINGsystems dynamics, Soft Systems Methodology,Vanguard Technique, boundary critique, Critical ReductionismSystems Heuristics, Systemantics, ecologicalsystems theory, sociotechnical systems, ecosystems, The problemopen systems, cybernetics, operations research,fuzzy systems theory, process improvement, SolutionSyntegrity, Viable System Model, social systemstheory, Single view systems philosophy, systems systemics,engineering, systems analysis, critical systemsthinking, systemography, critical systems practice,total systems integration, adaptive systems theory,applied multi-dimensional systems theory, livingsystems theory, complex systems theory, holon, link
    48. 48. General Systems Theory, systems approach, SYSTEMS THINKINGsystems dynamics, Soft Systems Methodology,Vanguard Technique, boundary critique, Critical Reductionism HolismSystems Heuristics, Systemantics, ecologicalsystems theory, sociotechnical systems, ecosystems, The problem Situation in contextopen systems, cybernetics, operations research,fuzzy systems theory, process improvement, Solution ResolutionSyntegrity, Viable System Model, social systemstheory, Single view systems philosophy, systems systemics, Multiple perspectivesengineering, systems analysis, critical systemsthinking, systemography, critical systems practice,total systems integration, adaptive systems theory,applied multi-dimensional systems theory, livingsystems theory, complex systems theory, holon, link
    49. 49. Diagram2:SociotechnicalSystemModel ORGANISATIONSUBSYSTEMS •  Goalsandvalues INPUTS •  Technology OUTPUTS •  Structure •  PsychoIsocial •  Managerial Flowofmaterial/energy/informa8on Knowledge institution
    50. 50. Diagram3:SociotechnicalMeta?SystemModel KNOWLEDGEINSTITUTION •  Goalsandvalues KNOWLEDGEINSTITUTION •  Technology •  Goalsandvalues KNOWLEDGEINSTITUTION •  Structure Goalsandvalues •  Technology •  INPUTS •  Psycho?social •  Structure •  Technology OUTPUTS •  Managerial Structure •  Psycho?social •  •  Managerial •  Psycho?social •  Managerial Flowofmaterial/energy/informa8onKnowledge institutions as process industry
    51. 51. The purpose of knowledgeinstitutions is to disclose to usersknowledge objects in support of learning
    52. 52. Knowledge embraces the record of human thought, creativity and experience in all media, whetherdocumentary, images, sound or otherentities and is an essential component of individual and social well-being.
    53. 53. Learning is the apprehension of knowledge to advantage...individuals are able to learn more about themselves and the world around them.
    54. 54. Public Knowledge EcosystemDiagram3:SociotechnicalMeta?SystemModel KNOWLEDGEINSTITUTION •  Goalsandvalues KNOWLEDGEINSTITUTION •  Technology •  Goalsandvalues KNOWLEDGEINSTITUTION •  Structure Goalsandvalues •  Technology •  INPUTS •  Psycho?social •  Structure •  Technology OUTPUTS •  Managerial Structure •  Psycho?social •  •  Managerial •  Psycho?social •  Managerial Flowofmaterial/energy/informa8onPolicy, Resources Boundary Exchange
    55. 55. “Value only materialises at the pointof exchange across the boundary...
    56. 56. “Therefore, greater understanding ofthe needs and behaviours of the useris key to future success”
    57. 57. The BoundaryExchange
    58. 58. Knowledge objects Learning
    59. 59. Knowledge objects Learning LET A HUNDRED POWER ADAPTORS BLOOM
    60. 60. DEMAND SIDE FOCUSMapping demand to supply Understand behaviours, needs, expectations
    61. 61. Institutional focusConsumer focus
    62. 62. From analysis tosynthesis
    63. 63. Diagram3:SociotechnicalMeta?SystemModel KNOWLEDGEINSTITUTION •  Goalsandvalues KNOWLEDGEINSTITUTION •  Technology •  Goalsandvalues KNOWLEDGEINSTITUTION •  Structure Goalsandvalues •  Technology •  INPUTS •  Psycho?social •  Structure •  Technology OUTPUTS •  Managerial Structure •  Psycho?social •  •  Managerial •  Psycho?social •  Managerial Flowofmaterial/energy/informa8on upstream downstream
    64. 64. Public Knowledge Ecosystem from the consumer perspective A validated ecosystem model New perspective on the role of knowledge collectionsTools to develop reflective practice by practitioners
    65. 65. Tools of reflective practice and debate
    66. 66. ThreeQuestions
    67. 67. 1.Can convergence in the digital space be effective if it continues to depend on informal and voluntary partnerships?2.How can the views of the citizen be included in every partnership? Should they be?3.If a hundred flowers bloom, how does the weeding get done?
    68. 68. Thank You forStayinge. cbatt@mac.comb. chrisbatt.wordpress.comw. www.digital-futures.org

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