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Preparing for New Roles and Transformed Libraries: Models and Implementation

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Libraries are engaging the research and teaching enterprises of their parent organizations in emerging areas. At the same time, library spaces and technologies are being adapted to support interdisciplinary collaboration, immersive learning environments, life-cycle support for research, and digitally centered scholarship. A key challenge and opportunity in realizing and fully leveraging this strategy is the transformation of the roles of subject specialists and academic technology librarians to support deeper collaboration around these emerging services and add value across the research and teaching life cycles. Transforming the skills, attitudes, goals, and priorities of practicing research librarians, while also better matching the pace of change in library program curricula to these enormous changes, is fundamental to achieving integration and value-addition at scale. This session focuses on both the imperative to increase the pace and structure of change in library curricula and for libraries to provide effective transformational development opportunities for librarians.

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Preparing for New Roles and Transformed Libraries: Models and Implementation

  1. 1. Preparing Research Librarians for Transformed Libraries: Creating a Community of Practice Karen Ciccone, Hilary Davis, and Greg Raschke NCSU Libraries CNI Meeting – December 2015
  2. 2. Broader Context
  3. 3. Guiding Principles Engaging Research Enterprise at all Levels Integration Mosaic – Informal, Organic, Formal, Credentialed Pole Into the Future Powerful Foundation for Expert Consultancy
  4. 4. Community of Practice
  5. 5. Community of Practice
  6. 6. Community of Practice “We’re a bit dumbfounded that so few companies have invested systemati­cally in improving the innovation skills of their employees. The least charitable explana­ tion for this oversight is that despite evidence to the contrary, many senior managers still assume that a few genetically blessed souls are innately crea­tive, while the rest can’t come up with anything more exciting than suggestions for the cafeteria menu.” – Harvard Business Review.
  7. 7. Community of Practice
  8. 8. Community of Practice
  9. 9. Community of Practice
  10. 10. Creative Partnership
  11. 11. Community of Practice

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