Digital storytelling: an opportunity for libraries to lead in the digital age

Emeritus Professor at Edinburgh Napier University
Jul. 16, 2015
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
Digital storytelling: an opportunity for libraries to lead in the digital age
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Digital storytelling: an opportunity for libraries to lead in the digital age

Editor's Notes

  1. The purpose of today’s talk is to discuss how digital storytelling – the art of telling stories with the use of digital media – is a new and wonderful opportunity for libraries today to: exercise their capacity to be leaders, establish a sustainable and authentic relationship with the public deliver enhanced services that users expect.
  2. There are 2 aspects to my talk today: The first is the “back story”…. My role as FMR and how that role facilitated my new research direction regarding libraries and digital storytelling. The second concerns “digital storytelling” itself… what it is; what it means for libraries; the LYCSYS initiative and research project My overall goal is to rally interest in these two topics: FMR and digital storytelling (more so digital storytelling)… I want to set the stage in fostering opportunities for expanded digital storytelling research beyond Hamilton, Ontario… both nationally across Canada and internationally to other countries. Stay tuned!
  3. Wonderful opportunity. The idea was that providing librarians with access to a faculty researcher with interests in “all things library” would reduce the mystery surrounding the research process, facilitate convenient research support, and provide an in-house mentor who could encourage, motivate and rally librarians to not only embark on their own research projects with confidence and ease, but also to delve into research questions and problems that mattered to librarians and library paraprofessionals. Further, the program would provide an opportunity for the faculty member to engage in library research himself and foster new potential library research projects and collaborations.
  4. This fluidity was both exciting and unnerving… really didn’t have any idea how things would go…. Could have totally flopped… Could have yielded many serendipitous opportunities In retrospect, many serendipitous opportunities resulted… one of the more significant was the digital storytelling initiative
  5. Conducting research Serving as “coach” Librarians had access to expert research guidance at critical points in the research process. Discuss examples Provided librarians with a workshop on how to conduct research… part of the workshop involved the creation of a workbook (one that I plan to use with my PhD students) about things required to launch and conduct a research investigation. Met with several librarians after the workshop to flesh out details in their workbooks
  6. In-house presentations and reports on the LibQUAL+ study One lengthy detailed written report One in-house presentation to upper library management One in-house presentation to librarians and library staff Three conference presentations Two on the LibQUAL+ study (SSHRC Congress; Northumbria) One on the FMR program (Ontario Library Association) Two journal articles The C&RL article is on the LibQUAL+ study and will be published Sept 2015. The JAL article was published Jan 2015 and pertained to the FMR program Also received national (Canadian) attention via an article published in University Affairs magazine in 2015… this is a national (Canadian) magazine targeted to the academic community
  7. FMR has strong interests in LIS (with many publications relating to libraries and library issues to his credit, some of them co-authored with practicing librarians from campus). This background and interest is important as it not only provides the FMIR with the requisite knowledge and motivation to jump right in to conducting research in a library setting, it provides the FMIR with some credibility and expertise in library and information science to gain easier acceptance by members of the library community in which the FMIR is situated. FMR was given an office in the library. This physical space was pivotal in allowing the FMIR to interact more closely with librarians and staff on a daily basis, and to gain a better understanding and appreciation of how libraries work. Allowed librarians and staff to more easily ask the FMR ad hoc questions about research. FMR was given several opportunities to interact with librarians. This occurred on both a formal and informal basis. For example, he was invited to attend regular management group meetings. He joined various library committees, as well as participated in several social events and library retreats. This interaction helped the FMR build trust and a rapport with both the librarians and the entire library staff. The library’s senior leadership team strongly supported the initiative. FMR had a legitimate and authorized presence in the library. Senior management paved the way… hosted a welcome breakfast; set up individual meetings with library dept managers; gave the FMR an official title of “Faculty-Member-In-Residence”… this title gave the FMR an official presence and immediate legitimacy. Information about the program was broadcast widely on campus and to other library professionals across the province. Flexibility in how the FMIR program played out. No formal outcomes were established at the beginning of the FMIR’s tenure. No librarian or staff member was mandated to conduct research. Rather, participation was voluntary and fluid. The FMIR merely encouraged research to occur. This approach led to an organic, grassroots growth of research interest among academic librarians. For example, the idea for the FMIR to conduct a formal workshop for librarians on how to conduct research was spearheaded by the academic librarians themselves.
  8. Senior mgmt buy-in was critical. Faculty member must have a background in LIS (or at least a strong appreciation and respect for LIS) Initial apprehension: The FMR had to work hard to clarify his role and dispel early misconceptions that the program was too “top-down” and “not organic” enough. In response, the FMR was able to relay that the concept of spending his sabbatical year helping the library conduct research was originally his own, and that it was only after several discussions with senior library management that the newly-minted title of FMR evolved. Early concerns about the scope of research and the need for intense amounts of data collection and analysis also needed attention: The FMR was able to waylay those initial fears by clarifying that projects could be very modest in scale and could involve the use of other researchers (e.g., research faculty, graduate students) to carry out and help facilitate research activities on projects originally conceived and planned out by academic librarians
  9. FMR program offers a viable solution to address many of the challenges and barriers to librarian-led research discussed in the literature, such as lack of time, unfamiliarity with the research process, lack of support, lack of confidence, and lack of motivation The FMR program provided librarians with access to expert guidance, instructional research opportunities, research workshops, and access to research guidance at critical points in time.
  10. A knowledge café was organized by the FMR to rally potential research collaborations between the university library and the local city library (i.e., Hamilton Public Library). The knowledge café was a two hour workshop with over 30 participants attending from both libraries. Participants comprised librarians, library paraprofessionals and library managers. Five academic researchers, with backgrounds or research interests in library and information science, helped serve as facilitators. The meeting was organized in a way so that participants had several opportunities to contribute ideas and thoughts about research in rounds of small group discussions concerning the five most popular research topics solicited from attendees in advance of the meeting. That is, participants were free to immerse themselves in a round of conversation at a table on a particular topic for a preset amount of time (i.e., 20 minutes) and then were asked to move onto a different table to discuss another research topic. Academic facilitators at each table welcomed newcomers to their tables and shared the essence of that table's conversation so far. Newcomers related any conversational threads they were carrying from other tables, and then the conversation continued, deepening as each round progressed. In total, the knowledge café comprised three 20-minute rounds of discussion, followed by a recap by the whole group to identify and clarify the most important and salient research topics to potentially investigate. A list of potential research topics was formulated, and this list was then further refined and prioritized over the next several weeks in conversations and meetings between the FMR and senior library administrators from both libraries.
  11. Storytelling is a broader term. Refers to the use of stories as a unique form of human communication. There seems to be an inherent, instinctive ability for humans to communicate and understand each other via stories. Oral histories have long been conducted in story form and passed down from generation to generation before written down Why” digital storytelling”, and not just “storytelling”? The term emphasizes the use of digital media and digital media resources as a means to create, collect, store, retrieve, find, share and use stories captured in digital form. It is the digitization of stories that is exciting as digitization affords ease of story creation, collection, storage, retrieval, finding, sharing and use. In library contexts, it allows the use of archival material, maps, photos, videos etc.
  12. A good definition, though somewhat dated. Aligns heavily with the CDS’ mandate to use stories as a vehicle to promote personal narratives and reflections on past experiences.
  13. Popular social networks like FaceBook and YouTube It is so easy for the average person to create a video or story with pictures and post them for others to see The ability to utilize geo-located references in stories makes them that much better as it places a story within a specific geographical context and allows a person to receive and send a story based on a person’s location in the physical world. Multi-media tools allow stories to be interactive. Recipients of stories no longer need to be passive but can add to the story (comment on them); decide what stories to view; how the stories should be displayed
  14. Beacons are a fairly new technology. Heavily used by retailers in 2014. Allows shoppers to interact with merchandise in a store. The actual devices are quite small (fits easily in the cup of your hand) and transmits/receive data over Bluetooth technology over short distances. Beacons recognize when people (actually their smart phones, tablets, Apple watches) are within range and can communicate with these devices. There is interest in using this technology in other contexts, such as museums Kew Gardens – project in 2014 (one of the developers on this project is the same person involved in deploying this technology in Hamilton’s digital storytelling project. Twenty-five beacons placed at select locations throughout the grounds in Kew gardens in London The beacons were programmed so that they could detect an app, locate it and then push specific messages to the phone or tablet related to the surroundings.   
  15. This is a schematic of how the beacon technology works. The devices senses those within range. Different displays/actions can occur when a person first enters or leaves this range. The technology can react differently depending how long a person is standing there within range
  16. Here’s some screenshots from my own iPhone of the “Gore Park 2015” app I installed on my phone. Basically the idea is that the app wakes up when the user walks near a certain beacon. There are different beacons in the park and each is attached to a different object (a fountain, a statue, a plaque). Each beacon transmits its own set of unique digital stories that pertains to the object.
  17. This is the interactive wall display recently installed at HPL to display the digital stories and interact with users. It’s a huge display. Images are actually projected from a data projector mounted off the ceiling in the room. This minimizes any damages to a physical screen. Sensors let the software know if a user touches a certain part of the screen, and the screen reacts accordingly. Users can explore the stories at their leisure. In addition to visual images, there are also speakers installed so users can hear the stories and the background music.
  18. Historical digital storytelling is a specific sub-domain of “digital storytelling” Other genres are: “educational digital storytelling” – digital storytelling led by educational institutions; stories are used in the classroom to engage student learning and increase student digital literacy skills “aspirational digital storytelling” – stories used to empower storytellers, especially marginalized storytellers “recuperative digital storytelling” – stories used to help storytellers overcome adversity
  19. Many benefits.
  20. Marketers are concerned with brand promotion of products and have quickly recognized the power of “brand humanization” – literally endowing a brand with human characteristics – to promote a brand. Marketers are leveraging digital storytelling in full force these days as a means to promote brands to consumers.
  21. These characteristics may be similar to the ones needed in other contexts (not just ones needed to promote a brand). Research is needed! This is new ground.
  22. Opportunities include being “leaders” in the digital age on behalf of the communities they serve; modifying the relationship libraries have with their constituents for the better; and delivery enhanced services today’s library user expect in today’s digital world. who else in the community would fulfill this leadership role? users expect quick and easy interfaces to information (Google is a good example). An example is HPL’s extensive archive of local materials (pretty much inaccessible… have to visit the library in person; not all material is findable; complex tools to figure what is available for viewing; can’t take the materials home; difficult to use the materials (photocopy it)… people rip pages out of the archive materials
  23. Challenges Need technical knowledge (are librarians skilled enough? Constant updating of technical skills are needed) Technology becomes obsolete… need to constantly upgrade and retrofit Financial challenges of getting the proper technical infrastructure in place There are challenges in dealing with the sheer volume of digital data. There are challenges in selecting and appraising digital heritage (which stories to collect? What perspectives on a story?) There are challenges in assuring reliability and authenticity of digital data (need to collect metadata on stories… HPL has found this to be a large hurdle to overcome… record things like date, time, place, media equipment… there are ISO standards) There are legal and accountability challenges to ensure records are accurate Get permission to collect and share stories Not all users have the requisite digital literacy skills nor the digital equipment Libraries should not work in isolation but rather work in collaboration with other libraries Not all libraries have the same technical skill set nor see value in digital initiatives… makes collaboration difficult Remaining relevant to users Users have many options to visit other websites and digital sources In response, libraries need to market and communicate their stories In response, libraries need to ensure relevant stories are incorporated Changing role challenges Embracing user participation in the creation of content Allowing and welcoming users to post their own stories Not altering their stories (freedom of expression) Embracing content creation Traditionally libraries are not producers of information… this is a changing role
  24. Framework for Realizing Opportunities for Adapting to the Digital Age The figure identifies the two main areas of opportunities reviewed in this assessment: collaborative and participatory opportunities. Both areas reflect broader trends that are reshaping the landscape in which memory institutions operate. The third circle recognizes the supporting factors at the national and institutional levels that can help realize the opportunities.
  25. This is an excellent example of a company that helps libraries utilize technologies to help create local stories. There is a 5 minute YouTube video available that illustrates the various ways technology can be used to improve library services and the library patron experience.
  26. The central idea here is to utilize digital storytelling as a mechanism to promote the City of Hamilton to others as a good place to live, work, play, visit, experience etc. The Hamilton Public Library is the lead partner; secondary partners are the City of Hamilton and McMaster University Library. The LYCSYS initiative supports the City of Hamilton’s cultural plan where cultural vibrancy is the fourth pillar of sustainable development, equal to economic prosperity, social inclusion and environmental balance, as well as the City of Hamilton’s Municipal Heritage Plan and the Civic Museum Strategy. The research project also supports HPL’s strategic priority of being a community beacon, strengthens partnerships between HPL, MUL and TCD, as well as increases opportunities for broader community collaboration. McMaster University’s “Forward With Integrity” strategic initiative advocates community engagement and partnerships, with a view to furthering positive social outcomes. The digital storytelling project also aligns well with plans between HPL and MUL to initiate joint collaborative initiatives.
  27. Outputs from the initiative will include: a collection of stories that celebrate important cultural icons of Hamilton and their history; (THIS IS THE EASY PART) a story development process that includes: identification and selection of cultural and historical icons upon which stories are centered; Story recruitment strategies to encourage people to tell their stories so that they can be collected; story parameters (i.e., story requirements); -THIS WAS A LARGER HURDLE THAN EXPECTED… much effort required to identify the meta-data requirements about each story (required for archival purposes… needed to follow a ISO standard) and what the parameters of story would be (e.g., min/max length; min/max photos; min/max word length) story curation approaches (i.e., methods of developing stories); and, story dissemination guidelines (i.e., recommendations of how stories should be told or displayed) and marketing approaches to promote the stories (i.e., approaches to let the general public know about the stories and how to access them) Technologies: a scalable digital repository to house the stories; and delivery items to showcase the stories, including a dedicated website, a large interactive wall display, and mobile apps.
  28. The steering committee is critical… meets once a month… even then, it’s difficult to share/communicate decisions/thoughts/plans to those who are involved in the project but are not part of the steering committee To get work done, each member of the steering committee belongs to one or more sub-teams. These sub-teams pretty much mirror the activities involved in the “story development process” Two new sub-teams are: Evaluation – this is performance measurement (we see the need to collect metrics on each activity in the story development process to understand if we are on track and where new energies are needed) Research – this is Brian’s piece… basically am keeping my eye open on research opportunities… my SSHRC grant is a major contribution to this specific project…
  29. In addition, students will be involved: - New PhD student will start in Sept 2015 and concentrate her thesis on digital storytelling
  30. The original grant proposal had 3 research questions. After the “kick-off” meeting I held in May (first time all the researchers met all the key players), a 4th research question emerged and has now been included
  31. The purpose of today’s talk is to discuss how digital storytelling – the art of telling stories with the use of digital media – is a new and wonderful opportunity for libraries today to: exercise their capacity to be leaders, establish a sustainable and authentic relationship with the public deliver enhanced services that users expect.