Getting smart in a time of change: finding our critical voice in our work, at ARLG19

Librarian
Jun. 4, 2019
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
Getting smart in a time of change: finding our critical voice in our work, at ARLG19
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Getting smart in a time of change: finding our critical voice in our work, at ARLG19

Editor's Notes

  1. If you want to blog about, or use the content of this session afterwards we ask you to follow the Chatham House rule -- briefly, this means you’re free to use what you’ve learned, but do not reveal the identity or affiliation of the person voicing a particular opinion.
  2. We do not mean negative finding of fault, instead we mean critical inspection of our actions as information professionals - especially the social and ethical implications of our work. Do we mean, just good librarianship? No. Critique is about analysing the structures and systems that govern what we do in our workplaces and the power dynamics operating within and outside those structures.
  3. We particularly mean to focus on power, but not simply power in terms of top-down authority--but as something rooted in and generated within our social relations and networks. We mean analyses of established authority and dominant means of control. If we are to be “critical” in a negative sense, we mean to punch up and not punch down. Getting comfortable with the language of critique and critical theory comes with engaging with relevant literature from different theorists, but the process of critique itself can still be engaged with without having to be an ‘expert’ in critical theory. You do not need to “have” an enormous amount of knowledge of theory to engage with critical ideas. Let’s think about that practice element for a minute, because our view is that critique is fundamental to reflective practice…
  4. Patti Lather’s book “Getting smart” inspired the title and purpose of this workshop. One focus of her ideas if the importance of removing barriers that prevent people from speaking for themselves. Lather was writing about ‘doing research’ but we think the same idea here applies to library work. “Praxis”, that is practice spelled with an x means informed action - in particular action which has a political component relevant to directing social change. We want to point out that this practical political grounding generated through a reflective approach - which includes knowledge developed from lived experiences, as well as knowledge got from reading and conversations.
  5. We want to ask you to critically inspect how established authority operates within the communities you operate in. When we think about a ‘constructive focus or resolution’ a solution could be a continuous and iterative process, that could be complex. We are not always looking for the ‘simple’ or the obvious one-step solution that leads to straightforward resolution, because these usually do not exist. Feminist thinker bell hooks guides and teaches us to maintain hope while working toward that resolution. Language is one way in which these power structures are maintained--we will ask you to concentrate on your words later.
  6. As we said not all challenges have immediate solutions. The word processes in these words from Foucault is important. Some aspects of engaging with a critical approach might make you feel uncomfortable, as you’ll be challenging your own internal biases as well as coming to the realisation that to overcome certain challenges, you’re having to persuade others to change their world-view and long-held beliefs. It is difficult to sit with these feelings and be afraid or overwhelmed by them, particularly when there is no obvious immediate solution. I guarantee that if your managers and leaders have an ounce of reflective self-awareness, they find themselves in that position too, often.
  7. Work individually. These will not be fed back to the group and is a chance for you to write something down which you may refer back to. The constraint could be financial, or lack a time due to being over-stretched, or something else.
  8. During the reflective writing exercise we gave thought to challenges in our communities or organisations and the things we wanted to say but could not. We now want to ask: why? In this quote Audre Lorde asks, “what are the words you do you not yet have, what do you need to say?” (2007, pp.41-43) Here we want to alight on and sit with this insight about the necessity of language for developing a transformative practice—including self-revelation. In the second activity in small groups, discuss and analyse as far you can the power structures in your organisation or community - guided by structured questions (on the next slide and in your handout) Think about positive, or driving forces and the negative, or restraining forces which support or restrict you in having these conversations. Think about why it is that you were prevented from saying what you needed to say. This is not about winning arguments, but forming confidence in taking critical stances. We want to work to trust each other as peers in being honest about the issues at hand, and understanding what we need to say and articulate in critically interrogating these issues.
  9. These questions are not in order and you do not need to work through them from the top or indeed answer them all. You could pick a few to focus in on detail, or just to help you think about your discussion and analysis. We will record what has been written on your flipcharts--the Chatham House rule also applies to anything we do with these. We will also be interpretive in what we record.
  10. With the remainder of the time we want to discuss our responses from the small group work and share our insight.
  11. In closing we wanted to say something about how we can support each other in doing this. Often, we make assumptions that reflect our prior learning experiences such as thinking that you can only act when you have acquired all the knowledge to inform that. Here we relate Sara Ahmed’s point to bell hooks’s comment on maintaining hope in trying circumstances, while also refusing the dominant discourses of neoliberalism -- notions of driving efficiencies, of simple solutions, of “doing more with less”.