Transforming Our View of Roles & Services, part 2 #InternetLibrarian @RebeccaJonesgal @desertlibrarian @stembrarian

Rebecca Jones, manager of branches for a large public library

Has worked in corporate libraries. Skills: project management, training (i.e., adult learning), knowledge management, I.T., consulting.

Important right now: project management, knowledge management, data management.

“Seize whatever you want to do.”

Ruth Kneale, system librarian at Daniel K. Inouye Solar Observatory

embedded, solo, runs all the databases, web sites, document manager, tech support.

Turned them on to things like Skype and Dropbox

Testing equipment at new observatory under construction.

Engineers still do “red lines” on paper drawings.  She takes pictures of them every three months to create as-built drawings.

Her job ends when construction is done in 3 1/2 years.

As the only librarian, she gets reference requests and does publication tracking (i.e., articles written based on work at the observatory).

Camille Mathieu, JPL

Six librarians, but also “knowledge managers” and “information managers” elsewhere and a large I.T. dept. that builds things in-house.

Does reference and publication tracking.

Shifting focus to internal information management.

Teresa Powell, Raytheon (previously Boeing and Rochester Electronics)

At Boeing, had to integrate collections and databases from companies that they acquired.  Eventually closed satellite libraries, centralized and digitized collections.

At Raytheon, again there are satellite libraries, which report to different manufacturing groups.  Have to justify space.  Wants to do something other than the traditional library.

Rebecca Jones:

Any organization has research and development.  Librarians could be part of that.

Librarians need to think more about ongoing operations and maintenance of service.

Librarians need to use our metadata skills to curate local data/documents.  What is happening with local newspaper, university publications, etc.?

Questioner:

Asking people, “What can we do for you?”

Or, “We can do X.”

Rebecca Jones:

Don’t do the first one.  Know what people’s needs and info seeking behaviors are and tell them how you can help.  Don’t ever ask people what they want.  They don’t have a clue.  Watch what people are doing, listen to what they say, do interviews, what are your biggest barriers, how can you expedite that?  Then figure out how you can help.

Transforming Our View of Roles & Services, part 1 #InternetLibrarian

Teresa Powell, Raytheon

Has been there 1 month.  Formerly archive manager at Rochester Electronic, before that at Boeing library.

Slides: http://conferences.infotoday.com/documents/259/C201-202_Powell.pptm

At Rochester, in charge of design documentation. No books, journals, electronic resources.  In boxes with spreadsheets listing contents. Powell was hired to organize this in 2013.  Two staff members worked for her.

Drawings on tapes in a “CADD-like format.”

No standards, no authority control, manual checkout, materials scattered.

Got materials physically in the library.  Implement ILS (Soutron Global).

Lots of abbreviations and non-standard metadata in Excel spreadsheets.

Called their catalog the “Chip Crypt.”

Needed to set up categories:

  • US vs non-US
  • Intellectual property (original manufacturer vs. Rochester)

Did not show location info (box, etc.) to users.

Tracked service requests in ILS.

Built thesauri to track part names and numbers — which could be expressed multiple different ways — and make cross references.  The cross reference thesaurus became useful as a stand-alone database for staff to be able to figure out what chips they could  make with existing materials.

File submission page: Brief form for users to submit forms and add notes.  Brief as possible to encourage people to use it.

Archives expanded to include knowledge management for all manufacturing documentation.

Couldn’t browse ILS.  So they implemented the archive module of the ILS.  Developed hierarchical tree similar to what engineers were used to seeing on a shared drive.

Talked about re-branding from “Archive Services,” but that hadn’t happened while she was at Rochester.

Are you positioned to be effective?  Where are you in the org. chart?  Should you change your library’s name?  Can you get a seat at the table with management?  Does your org. have someone setting info. policy?  Do they know what knowledge management is?  (I.T. people often have a different idea.)  Can you lead the way?

How can you add value?  What are the info. pain points?  Need to learn the business.  (She took a one-week crash course in semiconductor mfg.)  “How can we help?”  Market your capabilities.

Look beyond traditional librarian services for your next opportunity.

Questioner talks about his organization, where I.T. suggested crawling everybody’s e-mail and Sharepoint to make one big knowledge management system.  He and Powell agree that Sharepoint isn’t much use if there isn’t good metadata.

Ask people what pieces of info. are useful, what would you search by?

Question about retention: how do you get rid of records about obsolete products?  Powell says they deal with products with a very long life.

Promoting resources and services #internetlibrarian #i2015

Jane Quigley. Dartmouth

Helen Josephine, Stanford

Slides

“Gear up for research”

started as an open house in library. Later moved out of library and teamed with research office and IT.  Now includes GIS and many other offices.

Special topics such as biomedical info and writing for publication.

prep meeting. Involve researchers in planning and deans in marketing. Plan food,signage, volunteers, traffic control.

timing, one event or many, outside participants?, metrics.

logo, social media, e-mail lists, ads in newspaper/newsletters.

Ideas for future: student speakers, piggyback on another event, keynote speaker.

Dirty words: biz practices for libraries #internetlibrarian #il2015

Ben Bizzle, formerly Jonesboro, Ark.,  PL, now LibraryMarket.com

Google, Wikipedia, Amazon were considered trinity of evil.

had plain library web site in response. Redesigned pages in F pattern described by Jakob Nielsen.

Address and phone number and catalog search box in upper right.

menu bar across top.

avoid acronyms and library jargon.

Built on top of CMS such as Drupal, WordPress, Joomla.

Responsive design works on desktop, tablet, phone.

for phone: 9 most likely reasons people to want library web site when mobile.

Library as idea, as experience.

Advertising: call it community outreach, awareness if necessary.

Billboards to get people to get people talking.  Spoiler alert about Dumbledore, for example.

If it’s worth doing, it’s worth promoting.  Summer guide about fun stuff for kids, but doesn’t mention reading on cover.

Posters: put out posters in community, not just taped up in library.  Bingo night, Scifi costume party for adults, genealogy night 6 to midnight.

Big increases in walkins, e-book usage, music downloads.

Speed dating didn’t work though.

Idea: drink coasters for local bar.  People use their phones in restaurant and go to library web site.

librarymarket.com/Dropbox for social media images.

Facebook ads have best value these days.  $50 ad results in 10,000 views, might result in $60 of music downloads in first week, over $3,000 in a year.  It’s about the results.

Good leaders foster a culture of creativity where people can fail with confidence.

Library Support for Digital Scholarship at Harvard Business School #internetlibrarian #IL2014

[Belated notes from a session at Internet Librarian.]

Michael J. Hemment of the Baker Library, Harvard Business School

The university is studying the faculty research cycle.  The law library is working on a digital archive on the history of the law school.  The university is thinking about students’ needs 20 years in the future.  Does the library help them get a job?

Question for a (any?) database project: try to get everything or concentrate on quality materials?

The library produces 118 information products: research guides, e-mail newsletters, etc.

Journalists write about Harvard research in a section of the web site called Working Knowledge.

Information management services: helps other university web sites improve their visibility with taxonomy, etc.

The library is trying to understand customers’ needs and work backwards from there.  “We librarians make assumptions about what our customers need and don’t talk to them on an ongoing basis.  Needs may change.”

Talking to users, observers.

Ongoing analysis on requests: matching them to existing resources.  If nothing exists, they identify a gap.

Web site on the research lifecycle: advice for each point.  Another one on the teaching lifecycle.

Surveys led to a redesign of case studies on their web site.  Also, use speaking with faculty and students, web analytics.

Leader 360: case studies on business leaders.

13 e-mail newsletters to MBA students on major industries.

Column on library special collections items in the Harvard Business Review (“Vision Statement”)

Helping faculty create e-books.

Updates on case studies (e.g., on Internet companies that may have changed considerably in the last few years).

Making it Happen

Ken Haycock, USC Marshall School of Business (formerly San Jose State Library School)

“Satisfice”: satisfying + sufficing.

Decisionmakers often pick the first satisfying solution.

What problem are you trying to solve?

Decisionmakers may not have faced that problem. What problem that they face are you trying to solve?

Important to know whether they prefer quantitative (number) or qualitative (stories) evidence.

Money seems to flow to some people. We’re more likely to get support if we’re seen as credible and trustworthy. We do what we say we’ll do, we’ll report on it.

When librarians advocate, we’re seen as whiny and looking out for ourselves.

People do things for their reasons,not yours. We need to speak the language of the funders. What did the mayor say were the priorities for the city? Not how many people came to your employment sessions and how many enjoyed it, but how many actually got jobs.

if you don’t know what your boss’s objectives are, ask. Connecting agendas.

Show respect to your funders.

Can’t make withdrawals if you don’t make deposits. Build relationships. Let decisionamkers know what you do.

Timing, who’s involved, who’s a barrier, how can I make this a 3-year project rather than a 3-month project?

Most likely to be successful if you ask for what you want right up front. If you want $50K, ask for $50K, but say you could get by with $25K. Don’t ask for $100K thinking you’ll get whittled down.

Don’t get confused by attitude rather than behavior. They may be supportive but not give you money.

Universal principles:

1. Liking. We tend to listen more closely to people we like. Whether they think you like them.

2. Reciprocity. Gifts, but could be non-financial, like a gift.

3. Social proof or consensus. What are other people like us doing? Library directors looked at funding per capita ($29 to over $80). City managers looked at budget percentage (3.9% everywhere).

4. Authority. People listen to those who seem to know what they’re talking about.

5. Core values, public commitment. If people say something in public, they’re likely to stand by it. Also values. Does a politician talk about keeping taxes low or best return on the dollar?

6. Scarcity. People value what is scarce. We see ourselves as dealing in a scarce resource, but people see us as being in the information marketplace, which is rich and free. What is our value proposition? What is our unique resource? Our value, our scarcity is the expertise of our staff, not the building.

We tend to like those who are similar to us. You have to demonstrate that you like those who are different. You can ask the same questions. We tend to like those who praise us. Even more valuable if it’s second-hand. (The reverse is true: if you denigrate somebody behind their back, that gets back to them, too.) Working together on a team builds liking, too.

Reciprocity. A university president wrote 5 thank you notes every day. Good answer to thank you: “I’m sure you would do the same for me.”

Social proof: Testimonials from someone doing the same thing.

Authority: Doctors, etc. have their diplomas on the wall. Librarians often feel they’re arrogant if they point out their professional status, then get upset when the public thinks circulation clerks are librarians. We should dress professionally, too. Authority is enhanced if you acknowledge your weakness at the outset, rather than letting them discover it for themselves. Shows confidence.

SOPPADA = Subject, objective, present situation/problem, proposal, advantages of what you’re proposing, disadvantages of what you’re proposing, what actions you want taken. Often successful in proposals. Pointing out the disadvantages takes the wind out of the sails of those who want to find fault.

We rarely talk about core values. Things can get de-railed if somebody believes this isn’t what we should be doing. If people make a public commitment, they’re more likely to stick to it.

Scarcity: We are presented as scarce, but free. Ask yourself what you really add.

Networking. It’s hard to make people feel you like them if you’ve never met them. Show up, be seen.

4 Es: eye contact, extend hand, exchange business card, engage in conversation.

Connect agendas with people who think you like them, do something unique for the organization, and you will win.

Further reading:
“Work the Pond!”
“Yes! 50 Scientifically Proven Ways to be Persuasive”
“Influence: Science and Practice”
Articles by and about Cialdini in Harvard Business Review and Scientific American

Edited to correct some misspellings.