The document discusses the challenges facing knowledge institutions like museums, libraries, and archives in the digital age. It outlines three main areas of focus: 1) environmental changes like new user behaviors and expectations in a digital world, 2) the need for organizational readiness to adopt new technologies and change practices, and 3) the need to update infrastructure and policy frameworks that were designed for the physical collections of the past. The document argues that the existing models and paradigms of knowledge institutions may not be able to successfully accommodate the development of distinctive online services that maximize public value in this new landscape.

1. PUBLIC KNOWLEDGE COLLECTIONS IN THE
NETWORK SOCIETY
A Systems Approach to Service Innovation

2. Museum
Library
Archive

3. 2003

4. Collective
power as
knowledge
institutions

5. “...ever-wiser courses of action that lead us to
the best possible future”

6. “...ever-wiser courses of action that lead us to
the best possible future”
•What should we be doing now, to maximise
value in the future?
•What are the challenges and opportunities of
a digital future for knowledge institutions?
•What are the barriers to progress and how to
overcome them?

7. Evolution
Revolution
Extinction

8. THE KNOWLEDGE INSTITUTION DILEMMA
The existing paradigm(s) of knowledge
institutions...

9. THE KNOWLEDGE INSTITUTION DILEMMA
The existing paradigm(s) of knowledge
institutions...
...rooted in the tradition of providing public value
from physical collections in fixed locations,

10. THE KNOWLEDGE INSTITUTION DILEMMA
The existing paradigm(s) of knowledge
institutions...
...rooted in the tradition of providing public value
from physical collections in fixed locations,
...may not be able to accommodate successfully
the development of online service offers that are
distinctive in form and maximise public value.

11. AGENDA
•Mapping the landscape (analysis)
•What can be done? (synthesis)
•What might be achieved? (Outcomes)

12. Knowledge Institution Research Landscape

13. Knowledge Institution Research Landscape
Organisational
Environmental
readiness
change
potential

14. Knowledge Institution Research Landscape
Organisational
Environmental
readiness
change
potential
Technical
Social
Media

15. Knowledge Institution Research Landscape
Organisational
Environmental
readiness
change
potential
Professional values and
Technical vision
Social The adoption of technology
Media Relationship with users

16. Knowledge Institution Research Landscape
Infrastructure Organisational
Environmental
and policy readiness
change
frameworks potential
Professional values and
Technical Political science vision
Social Policy processes The adoption of technology
Media Structures Relationship with users

17. 1. Environmental
change

18. 1. Environmental
change
an ge
al ch
hn ic
tec

19. NEXT GENERATION USERS
1982

20. 1. Environmental
change
an ge
ial ch
soc

21. DEMAND SIDE TRENDS, 2011
77% of population online (48m)
- 96% email (46m)
- 86% travel and local information (41m)
- 86% online shopping (41m)
- 79% news (38m)
- 61% music downloads (29m)
- 60% social networking (29m)
- 51% games (24m)
- 44% Next Generation Users (21m)
- 34% public information (16m)
95% of UK companies online Data from Oxford Internet Survey 2011;
Office of National Statistics (2011a). Statistical Bulletin:
Internet Access - Households and Individuals, 2011;
- 92% using broadband Office of National Statistics (2011b). Statistical Bulletin:
E-Commerce and ICT Activity, 2010.
- 78% public websites

22. BEHAVIOURS AND EXPECTATIONS

23. BEHAVIOURS AND EXPECTATIONS
•Always on
•New patterns of work, shopping and leisure
•Ease of use
•Personalisation
•Engagement
•Accessibility

24. 1. Environmental
change
sh ift
ed ia
m

25. From shellac to iTunes

26. From desk to
desktop?

28. APPisation

34. “The objects of culture are no longer
secured behind glass cases or tied to the
walls of museums and galleries or
constrained by the control over publishing
and broadcasting, but are created and
recreated in the social process.”
Tredinnick, L. (2008) Digital Information Culture: The Individual and Society in the Digital Age

35. Fragmentation
Disintermediation
Authenticity

36. 2. Organisational
readiness potential

37. 2. Organisational
readiness potential
lo gy
hn o
ftec
o
p ti on
a do

38. sustaining innovation
(status quo 2.0)
v
transformative innovation

39. “Many librarians who work in
physical libraries see the Internet as
providing a digital mirror of their
own institutions: the digital library
as a surrogate for the physical
library.”
email from xxxxxxxxxxxxxxxxxx, 7th March 2012
Attribution redacted

40. 2. Organisational
readiness potential
es
lvalu
na n
sio sio
ofes vi
pr and

41. clarity of purpose and mission
professional education
practitioner worldview

42. 2. Organisational
readiness potential
t he
w ith
ip
sh r
lati on se
re u

43. user studies 2000 to date

44. 3. Infrastructure and
policy frameworks

45. THE INSTITUTIONAL MODEL - THE SILO
National policy • What broad objectives?
Institutional policy • What local objectives?
Operational • How are processes and
priorities decided?
processes
• What does the audience
Target audience
want/need?

46. THE INSTITUTIONAL MODEL

47. THE INSTITUTIONAL MODEL
• Tools of public policy

48. THE INSTITUTIONAL MODEL
• Tools of public policy
• Destination

49. THE INSTITUTIONAL MODEL
• Tools of public policy
• Destination
• Component of wider
organisation

50. THE INSTITUTIONAL MODEL
• Tools of public policy
• Destination
• Component of wider
organisation
• Physical collection defines
professional values

51. THE INSTITUTIONAL MODEL
• Tools of public policy
• Destination
• Component of wider
organisation
• Physical collection defines
professional values
• Long-established model

52. THE INSTITUTIONAL MODEL
• Tools of public policy
• Destination
• Component of wider
organisation
• Physical collection defines
professional values
• Long-established model
• Trusted, reliable

53. THE INSTITUTIONAL MODEL
• Tools of public policy
• Destination
• Component of wider
organisation
• Physical collection defines
professional values
• Long-established model
• Trusted, reliable
• High sustainability costs

54. THE INSTITUTIONAL MODEL
• Tools of public policy
• Destination
• Component of wider
organisation
• Physical collection defines
professional values
• Long-established model
• Trusted, reliable
• High sustainability costs
• Value not well understood

55. THE INSTITUTIONAL MODEL
• Top-down silios
“Our governance
arrangements are for the
most part designed to
maintain hierarchical,
command and control
decision making”.
Ison, R. (2010). Governance that Works

56. THE INSTITUTIONAL MODEL
• Top-down silios
“Public organisations were
never designed to maximise • Infrastructure with a
on efficiency, flexibility and purpose
customer friendliness but
rather to ensure a uniform
and unbiased implementation
of the law.”
Peters, B. and Pierre, J. (2007). Handbook of public administration

57. THE INSTITUTIONAL MODEL
• Top-down silios
“Dynamic conservatism - • Infrastructure with a
purpose
the fight to remain the
same”
• Technical rationality
Schon, D. (1991). The Reflective Practitioner: How Professionals Think in Action

60. Status Quo 2.0
may not be
enough

61. ?. What do we know,
what can be done?

62. Change
Competition
Uncertainty

63. “Networks have become the
predominant organisational
form of every domain of
human activity.. The space of
flows has taken over the logic
of the space of places…”
Castells, M. (2010). Rise of the Network Society, 2nd ed.

64. “The Internet has become a
vital part of our lives and our
society”
Oxford Internet Institute. (2011). Oxford Internet Survey 2011.

65. FUNDAMENTAL CHALLENGE

66. FUNDAMENTAL CHALLENGE
•How do public knowledge institutions:

67. FUNDAMENTAL CHALLENGE
•How do public knowledge institutions:
•Make explicit the utility and attractiveness
of the destination? What is the unique value
of place?

68. FUNDAMENTAL CHALLENGE
•How do public knowledge institutions:
•Make explicit the utility and attractiveness
of the destination? What is the unique value
of place?
•Develop online service propositions that are
distinctive in form and value, while aligning
with trends in user needs and behaviours?

69. PLACE CYBERSPACE
Availability
Time hungry
Range of resources
Search capacity
Innovative interpretation
Personalisation
Conviviality
Quality/durability

70. Systems approach
to strategic service
innovation

71. General Systems Theory, systems approach,
SYSTEMS THINKING
systems dynamics, Soft Systems Methodology,
Vanguard Technique, boundary critique, Critical
Systems Heuristics, Systemantics, ecological
systems theory, sociotechnical systems, ecosystems,
open systems, cybernetics, operations research,
fuzzy systems theory, process improvement,
Syntegrity, Viable System Model, social systems
theory, systemics, systems philosophy, systems
engineering, systems analysis, critical systems
thinking, systemography, critical systems practice,
total systems integration, adaptive systems theory,
applied multi-dimensional systems theory, living
systems theory, complex systems theory, holon, link

72. General Systems Theory, systems approach,
SYSTEMS THINKING
systems dynamics, Soft Systems Methodology,
Vanguard Technique, boundary critique, Critical
Reductionism
Systems Heuristics, Systemantics, ecological
systems theory, sociotechnical systems, ecosystems,
The problem
open systems, cybernetics, operations research,
fuzzy systems theory, process improvement,
Solution
Syntegrity, Viable System Model, social systems
theory, Single view systems philosophy, systems
systemics,
engineering, systems analysis, critical systems
thinking, systemography, critical systems practice,
total systems integration, adaptive systems theory,
applied multi-dimensional systems theory, living
systems theory, complex systems theory, holon, link

73. General Systems Theory, systems approach,
SYSTEMS THINKING
systems dynamics, Soft Systems Methodology,
Vanguard Technique, boundary critique, Critical
Reductionism Holism
Systems Heuristics, Systemantics, ecological
systems theory, sociotechnical systems, ecosystems,
The problem Situation in context
open systems, cybernetics, operations research,
fuzzy systems theory, process improvement,
Solution Resolution
Syntegrity, Viable System Model, social systems
theory, Single view systems philosophy, systems
systemics, Multiple perspectives
engineering, systems analysis, critical systems
thinking, systemography, critical systems practice,
total systems integration, adaptive systems theory,
applied multi-dimensional systems theory, living
systems theory, complex systems theory, holon, link

74. KNOWLEDGE ECOSYSTEM AND THE USER-
CENTRIC EXCHANGE MODEL

75. KNOWLEDGE ECOSYSTEM AND THE USER-
CENTRIC EXCHANGE MODEL
•Meta integration of the structures and operational
processes

76. KNOWLEDGE ECOSYSTEM AND THE USER-
CENTRIC EXCHANGE MODEL
•Meta integration of the structures and operational
processes
•In relation to policy, what are the needs of the users?

77. KNOWLEDGE ECOSYSTEM AND THE USER-
CENTRIC EXCHANGE MODEL
•Meta integration of the structures and operational
processes
•In relation to policy, what are the needs of the users?
•What are their behaviours in relation to knowledge and
channels of delivery?

78. KNOWLEDGE ECOSYSTEM AND THE USER-
CENTRIC EXCHANGE MODEL
•Meta integration of the structures and operational
processes
•In relation to policy, what are the needs of the users?
•What are their behaviours in relation to knowledge and
channels of delivery?
•To achieve maximum value for the users, what
processes and structures are required?

79. HUMAN ACTIVITY SYSTEM
Diagram'2:'Sociotechnical'System'Model'
ORGANISATION'SUBSYSTEMS'
'
• Goals'and'values'
INPUTS' • Technology' OUTPUTS'
• Structure'
• PsychoIsocial'
• Managerial'
Flow'of'material/energy/informa8on'
Knowledge institution
Manager’s view

80. HUMAN ACTIVITY SYSTEM
Diagram'3:'Sociotechnical'Meta?System'Model'
KNOWLEDGE'INSTITUTION'
• Goals'and'values'
KNOWLEDGE'INSTITUTION'
• Technology'
• Goals'and'values'
KNOWLEDGE'INSTITUTION'
• Structure' Goals'and'values'
• Technology'
•
INPUTS' • Psycho?social'
• Structure'
• Technology' OUTPUTS'
• Managerial' Structure'
• Psycho?social'
•
• Managerial'
• Psycho?social'
• Managerial'
Flow'of'material/energy/informa8on'
Knowledge institutions as process industry
User’s view

81. HUMAN ACTIVITY SYSTEM
Diagram'3:'Sociotechnical'Meta?System'Model'
KNOWLEDGE'INSTITUTION'
• Goals'and'values'
KNOWLEDGE'INSTITUTION'
• Technology'
• Goals'and'values'
KNOWLEDGE'INSTITUTION'
• Structure' Goals'and'values'
• Technology'
•
INPUTS' • Psycho?social'
• Structure'
• Technology' OUTPUTS'
• Managerial' Structure'
• Psycho?social'
•
• Managerial'
• Psycho?social'
• Managerial'
Flow'of'material/energy/informa8on'
Knowledge institutions as process industry
User’s view

82. Public Knowledge Ecosystem
Boundary Exchange
Policy, Resources
Diagram'3:'Sociotechnical'Meta?System'Model'
KNOWLEDGE'INSTITUTION'
• Goals'and'values'
KNOWLEDGE'INSTITUTION'
• Technology'
• Goals'and'values'
KNOWLEDGE'INSTITUTION'
• Structure' Goals'and'values'
• Technology'
•
INPUTS' • Psycho?social'
• Structure'
• Technology' OUTPUTS'
• Managerial' Structure'
• Psycho?social'
•
• Managerial'
• Psycho?social'
• Managerial'
Flow'of'material/energy/informa8on'
Knowledge institutions as process industry
Strategist’s view

83. Diagram*4:*Boundary*Exchange*Schema@c*
PRESENTATION* INDIVIDUAL*
Disclosure*medium* Expecta@ons*
Human*capital*
Social*capital*
Accessibility* Awareness*of*need*
Intelligibility* Cogni@ve*skills*
OUTPUTS*
Interpreta@on* Ability*to*find*
Knowledge*objects*
for*public*use* Connec@vity/rich*links* Ability*to*process*
Relevance* Mo@va@on/confidence*
LEARNING*–*The*apprehension*of*
knowledge*to*advantage*

84. Diagram)5:)Revised)SchemaAc)of)Boundary)
Exchange)
Knowledge)objects)
SEEKING)
APPREHENSION)
OUTPUTS)
Knowledge)objects)
for)public)use)
EFFECT)
Learning)curve)
Upstream)factors)

85. Diagram)5:)Revised)SchemaAc)of)Boundary)
Exchange)
Disclosure channels e-Learning research
Knowledge)objects)
SEEKING)
•Physical location •London Knowledge Lab (IoE)
•Digital object •Heutagogy at MOSI-ALONG
APPREHENSION)
•Aggregation service •Constructivism (Siemens)
OUTPUTS)
•Other media channels - •Europeana
Knowledge)objects)
TV, publication, etc
for)public)use)
•JISC Content and e-learning
•etc. EFFECT)
Learning)curve)
Upstream)factors)

86. Provisional definition 1
Knowledge embraces the record of
human thought, creativity and
experience in all media, whether
documentary, images, sound or other
entities and is an essential component
of individual and social well-being.

87. Provisional definition 2
Learning is the apprehension of
knowledge to advantage...
individuals are able to learn more
about themselves and the world
around them.

88. Provisional definition 3
The purpose of knowledge
institutions is to disclose to users
knowledge objects in support of
learning

89. THE RESEARCH QUESTION
Should the traditional institution-based
service paradigm be replaced by a
user-centric exchange model as a
strategic tool to maximize the value of
knowledge collections delivered
digitally by museums, libraries and
archives?

90. ?. What might be
achieved?

91. ENABLING STRATEGIC INNOVATION

92. ENABLING STRATEGIC INNOVATION
• Rethinking professional
education

93. ENABLING STRATEGIC INNOVATION
• Rethinking professional
education
• From technical rationality to
strategic thinking
Problem situating, not
problem solving

94. ENABLING STRATEGIC INNOVATION
Evolution
• Rethinking professional
education
• From technical rationality to
Revolution strategic thinking
• The risks and opportunities
of radical change
Extinction

95. ENABLING STRATEGIC INNOVATION
• Rethinking professional
education
• From technical rationality to
strategic thinking
• The risks and opportunities
of radical change
Blending knowledge
and the role of public
service broadcasting

96. ENABLING STRATEGIC INNOVATION
• Rethinking professional
education
• From technical rationality to
strategic thinking
• The risks and opportunities
of radical change
• The nature of innovation
and impact elsewhere

97. ENABLING STRATEGIC INNOVATION
• Rethinking professional
education
• From technical rationality to
strategic thinking
One message,
one voice • The risks and opportunities
of radical change
• The nature of innovation
and impact elsewhere
• Advocacy

98. STRATEGIC INNOVATION

99. STRATEGIC INNOVATION
•New ways of thinking about the future

100. STRATEGIC INNOVATION
•New ways of thinking about the future
•More strategic and radical views about how knowledge
institutions might take more central role in society

101. STRATEGIC INNOVATION
•New ways of thinking about the future
•More strategic and radical views about how knowledge
institutions might take more central role in society
•Greater connectivity with the key policies of learning and
social development

102. e. cbatt@mac.com
b. chrisbatt/wordpress.com
tw. chrisbatt
www.digital-futures.org
Thanks for listening

103. ASPIRATION 3
Advocacy

104. ASPIRATION 3
• One message with a strong
voice
• Engaging with wider policy
agendas
Advocacy • Good news story for the policy
makers
• Powerful campaign to citizens

105. 4. How might a user-centric
model be developed?

106. METHODOLOGICAL REQUIREMENTS
Mapping
Modelling
Evaluation

112. A new worldview

113. 5. How might a user-
centric model be used?

114. CYBERSPACE v PLACE
Cyberspace
• Availability
Place

115. CYBERSPACE v PLACE
Cyberspace
• Availability
24/7
Place
When open

116. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time as a limited resource
Place

117. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time as a limited resource
Whenever convenient
No time overhead
Place
When open
Travel time
Must be worthwhile

118. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
• Infinite knowledge
resources
Place

119. CYBERSPACE v PLACE
Cyberspace
• Availability
“At last we have a medium big enough for knowledge”
Weinberger, D. (2012) Too Big to Know
• Time management
• Infinite knowledge
resources
Place
All of the above
plus the physical collection
and 1000+ websites

120. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
Place

121. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
Place
All of the above
plus staff and
aggegation

122. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
Place • Innovative interpretation

123. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
Place • Innovative interpretation
Show and exhibitions

124. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
Place • Innovative interpretation
• Personalisation

125. CYBERSPACE v PLACE
Cyberspace
• Availability
Profiles • Time management
Notifications
• Infinite knowledge
Push services resources
Feeds
• Powerful search tools
Place • Innovative interpretation
• Personalisation
Unclear, apart from staff
awareness of individual
need

126. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
Place • Innovative interpretation
• Personalisation
• Channels of conviviality

127. CYBERSPACE v PLACE
Cyberspace
• Availability
• Time management
Facebook, LinkedIn
• Infinite knowledge
Crowdsourcing
resources
Communities of interest
• Powerful search tools
Place • Innovative interpretation
• Personalisation
When open, place • Channels of conviviality
to meet others

128. CYBERSPACE v PLACE
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
• Innovative interpretation
• Personalisation
• Channels of conviviality
• Quality/durability

129. CYBERSPACE v PLACE
• Availability
• Time management
• Infinite knowledge
resources
• Powerful search tools
• Innovative interpretation
• Personalisation
Duty to provide and
• Channels of conviviality
sustain services in support
of public policy • Quality/durability