1. THE CASE FOR MUTABILITY LIBRARY 2.0 AND IMPLICATIONS FOR ACADEMIC LIBRARY STAFFING, ORGANIZATION, LEADERSHIP James G. Neal University of California Berkeley 2 November 2007

2. 2 LIBRARY 2.0 IS ALL ABOUT MUTABILITY Frequent Change Differing from the Parental Strain Alteration in Form, Nature, or Quality Hybrid Structures and Approaches

3. 3 LIBRARY 2.0 IS ALL ABOUT FERTILITY Growing and Developing Great Productivity/Abundance Enriching and Enabling Resourcefulness of Thought and Imagination New Life

4. 4 LIBRARY 2.0 IS ALL ABOUT PARTICIPATION Join or Share with Others Have Something in Common Active Involvement in Matter or Event Joint Authority and Responsibility

5. 5 LIBRARY 2.0 EMBRACES Rapid Technology Development/Deployment Professional Maturation/Tension Library Role Diversification Complex Relationships/Info Flows Perpetual Assessment Challenges to PTB Low Tolerance for MBC Boundary Erosion

6. 6 FICHTER’S LIBRARY 2.0 EQUALS BOOKS ‘N STUFF PLUS PEOPLE PLUS RADICAL TRUST TIMES PARTICIPATION

7. 7 HILDRETH ON SYSTEM DESIGN Audience Suitability Metaphorical Consistency Display Legibility Simplicity of Design Ease of Navigation Searching Power

8. 8 HILDRETH ON USER INTERFACE Physical Organization Personal Communication Functional

9. 9 INDIVIDUAL’S RELATIONSHIP TO THE MEDIUM Physicality Geography Psychology Sociology Cognition

10. 10 ASCENDANCY OF INDIVIDUAL AND TECHNOLOGY Deference to hierarchical authority in decline Heightened levels of mistrust and skepticism Increased focus on self-worth, personal gratification and personal choice Massively distributed collaboration Constant partial attention

11. 11 LIBRARY 2.0 VALUES CHALLENGE Intellectual Freedom Civility Privacy Confidentiality Stability/Integrity Free Flow of Information Trust and Subversion

12. 12 RESPOND TO USER EXPECTATIONS Content Access Convenience New Capabilities Participation Cost Reduction Individual Productivity Individual Control Organizational Productivity

13. 13 MARKET THE LIBRARY Match Capabilities of an Organization with Needs and Wants of Communities Served Existing Products to Existing Markets MARKET PENETRATION Existing Products to New Markets MARKET EXTENSION New Products for Existing Markets PRODUCT DEVELOPMENT New Products for New Markets DIVERSIFICATION

14. 14 ENHANCE THE STUDENT EXPERIENCE Technology Ubiquity Web-based Services Technology Sandbox Privacy Space Support Services Information Fluency Post-graduate Access

15. 15 Personal Advancement/Recognition Contributions to Scholarly Literature High Quality Instructional Experiences Successful Students Work on Innovative Projects Collaboration with Interesting Colleagues Financial Compensation Remuneration for Own Work Excellent Laboratory, Library and Technology Support Opportunities to Experiment with Technology ENHANCE THE FACULTY EXPERIENCE

16. 16 THE LIBRARIAN IN THE ACADEMY USER RELATIONS Servant Stranger Parallel Friend Partner Customer Team

17. 17 Trompe L’oeil Library Library Use Trends Technology As Catalyst Learning Space Social Space Collaborative Space Flexibility And Adaptability RETHINK LIBRARY SPACE PLANNING AND IDENTITY

18. 18 WHAT IS ORGANIZATION? Individuals and groups carrying out roles and working together to achieve shared objectives within a formal social and political structure and with established policies and processes… –goals and priorities are established –decisions are made –resources are allocated –power is wielded –plans are accomplished

19. 19 ORGANIZATIONAL STRUCTURES “The Current Lie” Determine the degree to which: –administrative responsibility and authority are distributed and shared –operations and procedures are integrated and flexible –policies and norms are designed and enforced –fluidity and vitality contribute to productivity and success

20. 20 SCHIZOPHRENIC ORGANIZATIONAL MODELS IN HIGHER EDUCATION Conventional Administrative Hierarchy and Academic Governancy/Bureaucracy Centralized Planning and Resource Allocation Systems and Loosely Coupled Academic Structures and Maverick Units and Entrepreneurial Enterprises

21. 21 RANGE OF ORGANIZATIONAL CHARACTERISTICS Centralization and Decentralization Hierarchy and Distribution Bureaucracy and Adhocracy Simplicity and Complexity Formality and Informality Administration and Entrepreneurship Authority and Collaboration

22. 22 DIFFERENCES IN ORGANIZATION PROCESS AND CHARACTER Cultural Traditions Leadership and Power Strategy and Planning Communication and Collaboration Budgeting and Resource Allocation Assessment

23. 23 LIBRARIES AND INNOVATION Redefining the Physical Expertise Intellectual Infrastructure Understanding the Geography Psychology Economics of Innovation

24. 24 THE PROSPECTS FOR CHANGE IN LIBRARIES Entrepreneurship Defensive Diversification Receivership Doing Less with Less Expense Reductions Doing More with Less Structural Change Repositioning

25. 25 ORGANIZATIONAL STRATEGIES AT COLUMBIA Center for New Media Teaching and Learning Center for Digital Research and Scholarship Electronic Publishing Initiative at Columbia Copyright Advisory Office Center for Human Rights Documentation and Research Center for Popular and Global Music Digital Centers for Social Sciences, Humanities, Sciences

26. 26 LEADERSHIP IMPERATIVES Succession Imperative Strategic Imperative Performance Imperative Business Imperative Personal Imperative Accountability Imperative

27. 27 LEADERSHIP DEVELOPMENT Effective and Caring Mentors Clear and Flexible Competencies Quality Training Programs Individual Development Plans Distributed Leadership Models Immersion Experiences Strategic Thinking and Action

28. 28 LEADERSHIP STRATEGIES Darwinian Capitalist Socialist Feudal Imperial Colonial Stalinist

29. 29 DEVELOP THE WORKFORCE RECRUITMENT STRATEGIES ROLE OF PROFESSIONAL EDUCATION EMPLOYMENT STRATEGIES DEVELOPMENT STRATEGIES RETENTION STRATEGIES LEADERSHIP DEVELOPMENT/SUCCESSION PLANNING FERAL PROFESSIONALS/SOCIALIZATION ISSUES

30. 30 FERAL PROFESSIONALS IN THE ACADEMIC LIBRARY Librarians With Diverse Academic Credentials Wide Range of New Professional Assignments Professional Roles of Support Staff and Students Impact on Values, Outlooks, Styles, Expectations Impact on Community Understanding, Recognition, Respect Impact on Organizational Relevance and Impact

31. 31 EXPECTATIONS FOR THE LIBRARY PROFESSIONAL Commitment to Rigor Commitment to Research and Development Commitment to Assessment and Evaluation Communication and Marketing Skills Political Engagement Project Development and Management Skills Entrepreneurial Spirit Resource Development Skills Leadership/Inspirational Capacity Deep Subject or Technical Expertise

32. 32 QUALITIES FOR LIBRARY PROFESSIONAL Clear Sense of Mission Self Vision Base of Knowledge Strategic Positioning Continuous Improvement