In all types of libraries, services, collections, and spaces are being redesigned as a response to changing patron needs and preferences.  Advancement in technology is fueling these changes. Outside of libraries, these changes are causing businesses to rethink their products, services, and delivery methods.  All of this together is changing how the modern workforce performs its work and the skill sets it needs in the dynamic modern workplace. At Johnson County Library, located in the Kansas suburbs surrounding Kansas City, these factors combined, led  to the creation of a makerspace.[1]  As the library re-evaluated its approach to traditional business reference services, a redesign of the central library was also in the planning stages.  Moreover, a flexible approach to programming allowed these three forces to combine, creating fertile grounds for the launch of a makerspace.

Getting Started

Often times getting started can be the biggest hurdle.  Makerspaces can take on many forms and include a wide variety of tools.  Meredith Nelson, the reference librarian who launched Johnson County Library’s MakerSpace, offers a pragmatic approach to creating the makerspace that your community wants and needs. “Start out with programming. The people that show up are your supporters. Talk to them… Before investing, figure out what the community wants,” she said.[2]  Her advice demonstrates that having a physical makerspace is not a requirement for embarking on related activities.

Similarly, Michelle Luhtala, New Canaan (CT) High School librarian, recommends not investing heavily in tools and technology initially.  As she transformed a traditional high school library into a makerspace, she started with “a few things like basic craft supplies and Legos that other teachers had recommended, but she took her cues from the students.”[3]  Both Nelson and Luhtala employed an approach that tested the makerspace waters before diving in head first.

Customizing Your Makerspace

Notably, makerspaces can take on many forms ranging from large dedicated spaces to a mobile concept where technology travels to patrons in various locations.  Additionally, the types of technologies and tools made available in makerspaces ranges greatly.  In short, makerspaces are not one-size-fits-all.  For optimal success, makerspace resources, services, and programs should be customized to the community. For example, a public library serving a rural community may want to focus on soil science tools and drone technology as both are at the forefront of modern agriculture.  This focus wouldn’t be a good fit for an urban community that likely would have other interests. Referring to Nelson’s advice to start small with programming, your patrons can tell you want they want and need.  As you test the making waters, collect feedback to inform what your makerspace should look like as it matures.

Engaging All Ages

Often programming focuses on a singular age group. Storytimes are aimed at specific age ranges, while book discussions target a more mature audience.  Programming that targets mixed age ranges is more difficult.

Like other library programming, makerspace programing can also focus on a specific age group.  However, there is ample potential for families that encompass multiple age groups.  Nelson says that she has seen “whole families engaged” in the Johnson County Library MakerSpace.  Parents and grandparents visit with children and grandchildren to use the space’s tools and resources. As families, they attend programming activities like the MakerSpace Passport program, launched in the summer of 2016. Example projects in the Passport program included coding, soldering, a sewing project, woodworking, and a stop-motion movie. During the Passport program 2,333 projects were completed.  Nelson notes that this programming series was very hands-on for staff, and therefore, quite time intensive. As a comparison, an interaction on the reference desk may be quite brief.  The interactions in the MakerSpace tend to be more technical and in-depth, requiring significant staff time and expertise.

In summary, the idea of starting a makerspace can be overwhelming given the resources, expertise, and time commitment.  However, you can ease into the project to develop a space that is useful for your community.   No clear guide exists for creating the ideal MakerSpace, this is because they are focused on local needs and specific to each community.  This ambiguity creates opportunity in crafting the best makerspace for your community.

References

[1] MakerSpace Home. (n.d.). Retrieved September 12, 2016, from https://www.jocolibrary.org/makerspace/makerspace-new.

[2] Meredith Nelson Interview [Personal interview]. (2016, September 7).

[3] Schwartz, B. K. (2016). Launching a Makerspace: Lessons Learned From a Transformed School Library. Retrieved September 12, 2016, from https://ww2.kqed.org/mindshift/2016/07/31/launching-a-makerspace-lessons-learned-from-a-transformed-school-library/

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I’m sharing some tips on managing electronic resources that I’ve developed in the last five years serving as the e-resource selector for a public library system. My strategy focuses on building both external relationships with vendors and internal relationships with organizational stakeholders.

Invest in Vendor Relationships

Approach this element of electronic resource management like you would outreach. Just like you would develop relationships with local community groups, build relationships with vendors that help the library better serve patrons.

Take time to get to know your sales representatives and account managers. Most library vendors sell multiple products and constantly develop new products. Have a conversation for both sides to learn about each other:

• Learn about the vendor’s priorities. What types of services and subject areas do they focus on? What are the company’s priorities for future development? What types of products is the vendor moving away from?
• Share your library’s priorities with the vendor. Where do you see gaps in the market? What product or service do you wish you could offer patrons? What is less of a priority for your library today than two years ago?

A well-rounded relationship is the basis for communication about product updates and ongoing feedback with a vendor before, during, and after the sale. If issues develop, a solid relationship is an asset in a potentially challenging adjustment process.

Employing a team-based approach in working with vendors, as opposed to an adversarial one, is the best attitude. Retaining this character can be difficult during contract negotiations, but keep your eye on the goal, and keep interactions centered on building a team relationship.

Build Your Internal Team

Successful electronic resource services are products of a multi-person effort. Before making a purchasing decision, identify who may be a stakeholder at your institution:

• Who will use the product?
• Who will provide patron support?
• Who will handle the technical elements of an electronic resource purchases (e.g. authentication options, implementing access limitations)?
• How will the electronic product be promoted?
• What does success look like for this product? How will the product be evaluated?

Once the internal team of stakeholders is identified, develop a plan to communicate relevant information to them. In the early phases, identifying clear roles and expectations is helpful. For example, who will handle ongoing support issues for the electronic resources? Keep all stakeholders updated on the project’s status, especially if there are any delays.

Actively manage the relationship between the vendor and internal stakeholders. Regular status updates can help keep all stakeholders informed of progress and help them plan for when their time and effort will be needed. When issues occur, recognize the frustration of internal stakeholders. It is likely that public service staff are handling challenging patron interactions. IT teams maybe frustrated with sticky technical issues outside of their control. Take an active role in managing the relationship and attitudes of staff toward the vendor. This isn’t always easy; however, a solution-oriented focus on development and improvement can set a positive tone in a challenging situation.

Solid relationships and timely communication are the foundation for successful electronic product management. These are elements that take time as well as dedication to build. In the end, I have found this effort to be wisely invested.

What are your strategies for building and supporting electronic resources? Leave a comment below. I’d love learn from you.

The post E-Product Management first appeared on Public Libraries Online.

The study focuses on behavior of “core customers,” the most active library patrons. CIVICTechnologies defines this type of user “as the top 20% of the ‘most active’ and ‘high volume’ cardholders who check out physical library materials.”^[2] As the title of the white paper indicates, this report focuses on the reach, relevance, and resilience of public libraries.

Reach

Reach is the breadth of customer groups engaged by each public library studied. The study found that public library patrons in the sample represent diverse elements of the population. The white paper argues that custom segmentation services, which CIVICTechnologies offers, are critical to better understanding the current reach of the public library and identifying strategies for improving this aspect of the organizational performance. The white paper concludes that public libraries have a broad reach into many segments of the customer market, demonstrating that public libraries serve diverse user groups.

Relevance

Relevance explores the relationship of customer segments with their library. This area of study also seeks to measure the strength of the relationship between the library and its patrons. The white paper advocates for a benchmarking approach of metrics capturing elements of the library’s reach (notably, this is also a service offered by CIVICTechnologies). Per the findings of this study, the relevance of public libraries is local, or specific to the community. The report focuses on “each community’s uniquely local alignment of core customer, card holder and community market segments.”^[3]

A shortcoming of the study’s approach regards customer segmentation. This approach focuses exclusively on current customers. On one hand, customer libraries can learn about their current customers and how to improve in the future. However, a large piece of the puzzle is missing. This type of study doesn’t explain why non-patrons do not use the library. Additionally, the internal focus does not address new patron acquisition.

Resilience

Lastly, resilience explores the abilities of the studied libraries to keep up with change and maintain relationships. This area underpins strategic planning initiatives as it informs relevant directions for today’s library services, programs, and collections. In short, there is not one pathway or strategy that is a good fit for all or most public libraries. The study shares demonstrated examples of how libraries have developed resilient strategies based on analysis of the organization’s reach and relevance. Customization of services, programs, and collections is critical to meeting local demands.

Challenges and conclusion

One challenge that is fully recognized by the authors is that this study relies heavily on circulation data, which tends to be easily accessible as it is primarily held within one data source, the library’s interlibrary loan system. The study does not capture use of public computers, program attendance, or use of other library services, as data on these tend to more difficult to collect. All in all, this study offers a window into the nature of current patron use of library collections.

The white paper concludes that “the business of libraries is hyperlocal.”^[4] This finding is illuminating and thought-provoking for libraries. The reader should keep in mind, however, that this white paper has the additional commercial purpose of positively highlighting the resources that CIVICTechnologies offers.

View the executive summary and the full report at http://civictechnologies.com/core-customer-intelligence.

Reference

[1] Marc Futterman and Danielle Milam, “Core Customer Intelligence: Public Library Reach, Relevance and Resilience” (executive summary of the Core Customer Intelligence report, March 2016), CIVICTechnologies, 1.

[2] Ibid, 4.

[3] Ibid, 2.

[4] Ibid, 4.

The post Insights From the Core Customer Intelligence Report first appeared on Public Libraries Online.

This digital divide impacts residents not only with seeking jobs but also with completing homework assignments, applying for post-secondary educational opportunities, signing up for health insurance, and registering for many government programs. In short, residents without Internet access are at a huge disadvantage.

Moreover, the legal battle over net neutrality and the status of broadband access as a utility progressed to another significant milestone on June 14, 2016. The United States Court of Appeals for the District of Columbia Circuit ruled that broadband access is a utility. Kang also reported on this development: “The decision affirmed the government’s view that broadband is as essential as the phone and power and should be available to all Americans, rather than a luxury that does not need close government supervision.”^[2] This decision speaks to the role that Internet access, specifically broadband access, plays in modern life. Kang’s article on Detroit highlights that all Internet access is not equal. Specifically, cell phones offering Internet access may technically allow the user to search for jobs and apply; however, editing a resume and completing complex job applications on a small mobile device is a sizable challenge.^[3]

Naturally, Detroit residents seeking Internet access have sought the local public libraries, which Kang notes have a limited number of terminals. Wi-Fi is helpful for residents with their own device, but those without personal devices face the largest challenges. There are also community organizations working to provide Internet access to underserved residents.

While Detroit, Michigan, is profiled as an extreme example of Internet access challenges, the problem is visible throughout the United States. Public libraries are taking different approaches to addressing this problem.

The Kansas City Kansas Public Library introduced a mobile library in October of 2014. The mobile library’s goal is to expand service across the community and “lessen the digital divide.”^[4] The mobile library includes Wi-Fi access, a mobile computer lab with five computers, and a circulating collection. It brings an essential set of library services to the community.

Just across the state line, the Kansas City Public Library in Kansas City, Missouri, has taken a slightly different approach to addressing the digital divide; their efforts include a pilot project of mobile Internet hotspots and tablet computers, a digital media lab designed for teens, community learning centers, and public computing facilities, and the library also leads the Kansas City Alliance for Digital Inclusion,^[5] a holistic approach that brings together community organizations to address the digital divide.

As seen in Detroit, Michigan, the digital divide creates sizable challenges for underserved residents. Lack of or limited Internet access creates significant roadblocks. Public access computers and Wi-Fi offered in library locations is a first line of assistance; however, many libraries are looking further at what can be done to better help address the digital divide. Overall, the complementary efforts of KCKPL and KCPL demonstrate the how public libraries are strategically positioned to bridge the digital divide in multiple ways.

References

[1] Cecilia Kang, “Unemployed Detroit Residents Are Trapped by a Digital Divide,” New York Times, May 22, 2016.

[2] Cecilia Kang, “Court Backs Rules Treating Internet as Utility, Not Luxury,” New York Times, June 14, 2016.

[3] Cecilia Kang, “Unemployed Detroit Residents Are Trapped by a Digital Divide.”

[4] “KCKPL Mobile Library,” Kansas City, Kansas Public Library, 2014, accessed June 15, 2016.

[5] “Digital Inclusion,” Kansas City Public Library, accessed June 15, 2016.

The post Reaching Across the Digital Divide first appeared on Public Libraries Online.

Pirate libraries—sometimes called “shadow libraries”[1]—are largely focused on creating parallel collections of academic or research content. While most of the content is academic and research-oriented, several pirate libraries also include large collections of pirated comic books.[2] Basically, pirate libraries offer pirated content. The two largest pirate libraries are Library Genesis and Sci-Hub.

Library Genesis—also known as LibGen and the self-proclaimed “Library of Congress of the digital world.”[3]—is based in Russia and claims a digital collection of approximately one hundred terabytes in size, consisting of over three million e-books and twenty million journal articles. Library Genesis’ goal is to “liberate access to knowledge rather than just go on DRM rip binges.”[4]

Like Library Genesis, Sci-Hub is an extremely large site for accessing pirated content. However, Sci-Hub was originally based in the United States and has since moved to multiple international locations as its home base, the geographical location of the servers providing users with copyrighted content. After legal proceedings in 2015, Sci-Hub moved to a new domain, Sci-Hub.io, which was promptly shut down.[5] At the time of the writing of this article, Sci-Hub is operating through two domains, Sci-Hub.bz and Sci-Hub.cc. Sci-Hub’s Twitter activity provides valuable insight into the site’s mission and goals. The three Tweets below describe the site’s mission and motivations:

Several methods have been employed to obtain content for pirate libraries. Originally pirate libraries relied on donations of digital files by individuals. Given the slow pace of acquiring content, more recent pirate libraries have employed more advanced techniques for obtaining content. Sci-Hub relies on researchers with access to restricted content through their institutional affiliations donating their credentials.[6] Then Sci-Hub uses the donated credentials to get through paywalls to provide the content freely to unaffiliated users.

Unsurprisingly, the growth of pirate libraries has prompted legal action by Elsevier, a major scientific publisher against Sci-Hub, along with several other pirate on the grounds of copyright infringement.

In response, operators of pirate libraries have largely responded that “they’re filling a market gap, providing access to information to researchers around the world who wouldn’t have the resources to obtain these materials any other way.”[7] Moreover, in defending Sci-Hub, the site’s founder cites Article 27 of the UN Declaration of Human Rights “to share in scientific advancement and its benefits.”[8] Generally, the operators of pirate libraries do not dispute the claim that they are violating copyright; instead they state the reasons why they are, focusing on the greater good of research and society. The case is still pending.

Implications for public libraries

Pirate libraries have a number of implications for public libraries. First, it is unclear what institutions will be held accountable for in regards to donated credentials. As many public libraries purchase subscription databases, they may be at risk if found legally liable for patron misuse of credentials.

Also relevant to public library user education is that public library patrons may use pirate libraries, especially if they are unaffiliated with an academic or research institution. Again, education for staff and patrons about what pirate libraries are and what they mean for users, is valuable in reaching users so that staff share both elements of digital and information literacy with patrons.

While lacking the flashy name of pirate libraries, similar collections of content paralleling public library content have developed over the last decade, especially with the rise of e-content. For example, some readers seek DRM-free ebooks, audiobooks, movies, and music by using sites like Tor, where all types of digital files can be reloaded without restriction.

Overall, for public libraries this is an opportunity for staff and patron education. What does “free” content from a pirate library mean? The courts have yet to answer that question. Until, then we can best serve patrons by being well informed about developments in the information ecosystem.

References

[1] Sarah Laskow, “The Rise of Public Libraries,” Atlas Obscura (New York), April 21, 2016.

[2] Ibid.

[3] “Library Genesis/LibGen,” Meta Library, accessed May 16, 2016.

[4] Ibid.

[5] Sarah Laskow, “The Rise of Public Libraries,” Atlas Obscura (New York), April 21, 2016.

[6] David Smith, “Sci-Hub: How Does it Work?” Scholarly Kitchen, February 25, 2016.

[7] Sarah Laskow, “The Rise of Public Libraries,” Atlas Obscura (New York), April 21, 2016.

[8] Emma Henderson, “Pirate website offering millions of academic papers for free refuses to close despite lawsuit,” Independent (London), February 15, 2016.

The post The Pirate Library Controversy first appeared on Public Libraries Online.

Big data’s companion field, data science, focuses on extracting knowledge from these large data sets, and practitioners are called data scientists. Much like with big data, data science emerged when the right conditions developed—robust computing power, massive data sets, theoretical algorithms to extract knowledge, and powerful and flexible program languages. In practice, data science often focuses on predicting customer behavior and financial outcomes using large data sets that previously would have been too large to process for analytical purposes. Performing such tasks draws on a number of skillsets including machine learning, database programming, and predictive analytics According to Levi Bowles, practicing data scientist and author of DataScienceNotes.com, “The core abilities for a data scientist include higher level math statistics skills (calculus and beyond), computer programming, understanding business principles, as well as the scientific method and experimental design.”[2] Additionally, communication skills to translate highly technical findings to stakeholders throughout the business or organization are a huge plus. This combination of skills, encompassing expertise from a broad range of a number of fields, is a tall order.

As the field of data science has naturally evolved from diverse roots, including mathematics and computer programming, there hasn’t been a clear educational pathway for practitioners. Recognizing this gap, three academic units at the University of Illinois at Urbana–Champaign created a Master of Computer Science in Data Science (MCS-DS) degree in collaboration with Coursera, an online service offering massive open online courses.[3] The three units joining forces in creating this area of study are Department of Computer Science, Department of Statistics, and Graduate School of Library and Information Science. Unlike traditional graduate programs, the coursework is “stackable,” offering opportunities for students to focus on specific areas and earn certificates for study without the requirement to commit to the entire master’s program course load.[4] This flexibility allows both students new to the field to pursue a robust academic program in data science and also for practicing professionals to return to the classroom to focus on their specific areas of interest.

There is rich potential for collaboration between the field of data science and library science. Given data science’s powerful text analysis abilities and sizeable digital collections of significant works created by library science, there is an opportunity for a deeper understanding of content within the collection of these works looking at the broad collection to see patterns across millions—or more—documents. Since the capacity of an individual scholar to review documents over their entire lifetime would not match the capacity of data science’s tools to analyze in a relatively short time period, a collaboration of this nature, which can produce deep analyses of digital collections would complement individual scholarly study of documents.

Similarly, collaboration between the library science and library science could reap valuable information about citation patterns, such as the most influential scholars and journals. Relatedly, this collaboration could also identify citation patterns that are likely fraudulent. Work in this vein is already in progress at Louisiana State University where the Department of Mathematics and the School of Library & Information Science partnered to produce the presentation “Bibliometric Models and Preferential Attachment.”[5]

A final example of an area ripe for collaboration is result relevancy and recommendations: The tools of data science allow us to better predict user behavior. Capitalizing on this knowledge, search results and suggestions can be better refined based on user behavior for our patrons in library catalogs and online portals.

In summary, Urbana–Champaign’s Master of Computer Science in Data Science program seeks to fill a significant gap in the educational marketplace for the new and growing field of data science. This program found natural partners in statistics, computer science, and library science. Future collaboration in this vein could produce valuable understanding of library collections and citation behavior and can enhance library services.

References

[1] Gil Press, “12 Big Data Definitions: What’s Yours?” Forbes Tech, September 3, 2014.

[2] Levi Bowles, practicing data scientist, in an interview with the author, April 7, 2016.

[3] “GSLIS partners with CS, Statistics to offer first MOOC-based master’s degree in data science,” press release courtesy of CS@Illinois, March 30, 2016.

[4] Ibid.

[5] Department of Mathematics Partners with SLIS for Research Presentation. (2016, March 18). Retrieved April 26, 2016, from http://www.lsu.edu/chse/slis/news/smolinsky-research.php.

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Build relationships. For libraries, working with vendors is more than a transaction. We are cooperatively developing solutions for our communities. Seek to understand the vendor’s priorities (e.g. user experience, content, or integrations). Vendors also work with a number of libraries and may see trends before an individual library experiences them locally. Vendors can be your allies in anticipating change.

Understand what “No” really means. Many library vendors offer a suite of products. If a library is looking at one product and decides not to buy, think of it as a “No, this isn’t a good fit at this time.” Just like libraries, products evolve and change. The vendor may bring a new solution to the market. Building relationships with vendors, even if you aren’t a current customer, is beneficial. This helps you better understand the market and learn about new solutions that may be in the works. Also share feedback about your library made the decision they did. Is the user interface a concern? Is the content area not a good fit for your community’s needs? Were competitors offering a more affordable option? All this helps to build a relationship with this vendor and also helps the vendor better understand their market. Think of this as constructive criticism that helps build better options for libraries.

Take a collaborative approach. It can be easy to fall into adversarial roles when working with vendors.  Vendors and library staff are not in competition, they are not adversaries.  Falling into adversarial roles is counterproductive.   Take a different approach. Ask about their products and share issues at the top of your priority list. If you have a question about their product, ask it.

Money isn’t everything. It can be easy to focus on price quotes, but sometimes the lowest bid is more expensive in the long-term. When you have built relationships with the vendors, you can gain an understanding of what is included in the quote. Are there extra service fees? Talk to references for the vendor. This can help you understand what it is like to work with the vendor after a sale is made.

Listen and learn. Spend time in the exhibits at conferences. Attend free product webinars. Listen to vendors and learn about the products they offer. Conferences are a great way to quickly explore the library market. Often you can test out a product on the exhibits floor and talk to a knowledgeable representative who can answer your questions. This is a great place to discover new vendors and solutions. Approach visiting the exhibits floor as professional development where you are learning about the library market. Vendors dedicated to the library market possess significant expertise about the library field. Learn from them.

Positive negotiations: Negotiating pricing and terms of service can be uncomfortable, especially for library staff new to this role. It doesn’t need to be—instead, think of it as problem solving. When talking to a vendor about pricing, share what your concerns are. Perhaps a product is superior to the competition, but the pricing is double that the nearest other quote. Share that information with the vendor. This provides the vendor an opportunity to revise their quote if they would like. They may choose not to, and even if the negotiation isn’t successful, you have done your best to provide the best service to your community.

There is not a one-size-fits-all approach for vendor relations. Find what works for you and your library. In the end, remember that vendors are critical in providing excellent service to our communities.

The post Helping Vendors Help Us first appeared on Public Libraries Online.

Let’s explore some thought-provoking infographics from libraries.

KU Edwards Partners with Johnson County Library to Evaluate Library’s ROI

This example tackles the challenge of distilling technical research findings into a concise message without undercutting the complexity of the research. This example below is from Johnson County Library who partnered with the University of Kansas Edwards Campus on a Return on Investment study.[1] The infographic below was used to communicate the findings of the survey in a meaningful way.

Next let’s look to an academic library system. Louisiana State University Libraries took a visual approach to their Impact Report: 2014-2015.[2] The report pairs concise descriptions of performance with clear infographics. Additionally, striking photographs from inside the library provide the backdrop for both the text and infographics. The university’s colors of purple and gold are incorporated throughout the document. The report is a lesson how to make annual reports engaging and relevant. Below is an example from the Impact Report: 2014-2015 that lends itself to print, web, and social media formats.

Louisiana State University Libraries Impact Report 2014-2015: Ebook Usage

Greene County Public Library created an infographic about their successful 2014 Summer Reading program.[3] This is an especially inspiring example because communicating summer reading program results is a challenge many libraries face annually. An element of fun or whimsy is added with the trophy cup being used to signify a record number of enrolled participants.

London Public Library, located in southern Canada, takes a fresh approach to a library factsheet.[4] Below is their factsheet that both shared key performance metrics and demonstrates trends in use. Most notably, what could have been a black and white page with many long numbers is instead an engaging and intriguing graphic that invites the users to explore.

London Public Library Budget FAQ 2012 Snapshot

In this post, I aim to intrigue and inspire you to think about how you can make your presentations and reports more engaging. It can be difficult to sift through all the findings and distill a message to its core elements. This is a real challenge. However, think of it like this: realistically any audience— this definitely includes me— will likely remember only a fraction of all the information you present. By extracting the key takeaways, you are creating a more cohesive message and ensuring the audience walks away with the message you intended.

References:

[1] “KU Edwards Partners with Johnson County Library to Evaluate Library’s ROI.” The University of Kansas Edwards campus, 2015. (The full results and methodology of this study will be published in the future.)

[2] “Impact Report 2014-2015.” LSU Libraries, 2015.

[3] “Summer Reading 2014.” Green County Public Library, 2014.

[4] “London Public Library Budget FAQ.” London Public Library, 2012.

Further Reading:

Cook, Gareth and Maria Popova. The Best American Infographics 2015. Boston: Mariner, 2015.

McCandless, David. Knowledge is Beautiful: Impossible Ideas, Invisible Patterns, Hidden Connections – Visualized. New York: Harper Design, 2014.

Munroe, Randall. Thing Explainer: Complicated Stuff in Simple Words. Boston: Houghton Mifflin Harcourt, 2015.

The post Inspired by Infographics first appeared on Public Libraries Online.

According to Merriam-Webster, artificial intelligence is “an area of computer science that deals with giving machines the ability to seem like they have human intelligence.”[1] In short, the goal of AI is to make technology smart.

Now AI is increasingly slipping into everyday life for the general public, not just movie and novel plots.[2] Siri is perhaps the most famous AI application, but there are many more. IBM’s Watson and Amazon’s Echo are just two examples. In ways that we don’t always notice, AI passively helps us in our daily lives. Many finance companies use neural networks to identify fraudulent activity.[3] These examples learn from the user to improve responses. For example, Siri learns from the users’ individual speech pattern. Through use, the devices return more individualized results. Credit card companies learn normal behavior patterns for customers and identify questionable transactions that deviate from the individual’s pattern.

With many AI applications focused on delivering information to the user, on face, it can appear that AI is a challenge to libraries. In some ways it is. If Siri can tell me the tallest building in the world, I don’t need to visit my local library. Google Maps can quickly re-route me when I’m in an unfamiliar city and encounter construction. In this circumstance I don’t need to consult a print map or atlas.

What AI gives libraries is the opportunity to shift focus. The way we navigate the information architecture is changing. AI gives us useful shortcuts to apply this knowledge and produce better outcomes. Libraries focus on access to content and application of knowledge. We already see evidence of this shift toward application with many libraries developing MakerSpace capabilities. These organizations are positioning themselves to take advantage of technological tools by fostering their use.

Additionally, what is lacking is the human connection. Inherent in AI’s name is that the intelligence is artificial, not human. Libraries can connect people to information and, more importantly, to other people. A book group connects patrons with a similar interest. Hobby groups act similarly. We see these connections being made daily in public libraries.

Overall, the value proposition for public libraries is shifting. Access to collections remains important, but how that access is achieved is changing. Libraries can capitalize on the value of AI to expedite some processes, freeing up finite resources to focus on enriching the public library experience for patrons.

Sources:

1 “Artificial Intelligence,” Merriam-Webster, accessed January 15, 2016.

2 Mike Elgan, “When Artificial Intelligence is Everywhere, All the Time,” Computerworld (2015). Accessed January 15, 2016, .

3 Raghavendra Patidar and Lokesh Sharma, “Credit Card Fraud Detection using Neural Network,” International Journal of Soft Computing and Engineering 1, no. ncaI2011 (2011): 32.

The post Libraries in an Artificially Intelligent World first appeared on Public Libraries Online.

Opportunity

Receiving negative information is healthy for any organization. If an organization is focused solely on the positive, opportunities for improvement can be overlooked. Sharing information about poor performance of a program or service creates an opportunity to better serve patrons, meet community needs, and invest resources, which is always a positive.

All participants in discussions about negative performance can have blind spots. As the person presenting information, it may be difficult to have critical conversations with respected colleagues, or we may fear reprisals from peers. Individuals receiving the information may feel the conversation is a personal attack and become defensive. Library staff members are often passionate about their programs and services, so they can be protective of the status quo. This can make it difficult to receive critical information about current library operations.

Pivot Point Discussions

You can set up a negative meeting to be more positive with two initial steps. First, prime the audience for an action-oriented – not person-oriented – response. This conversation will be about the program or service, not the individual or past decisions. In doing this, you are creating a safe space for problem solving. Second, if presenting potentially unwelcome news, set some solution-oriented goals for the meeting. The initial conversation or meeting may not produce a concrete plan to address the situation. If so, it is important for the conversation to be the starting point for actionable decisions.

Elements of the Conversation

Map out the conversation or meeting ahead of time. A short agenda or roadmap can help guide the meeting. I rely on two main elements in planning these meetings.

1. Craft the meeting to promote multi-dimensional conversation. The conversation isn’t solely about performance metrics; it should be cognizant of the library as a whole, and concerns of all involved. A multi-directional conversation can help move the project forward.
2. Present the information in multiple ways. I’m a visual learner, so I naturally respond to drawing graphs and diagrams, whereas other colleagues may respond better to bullet points or verbal conversations. Aim to make your presentation appealing to an audience with diverse preferences.

Recently, I initiated a pivot point conversation at my library. While it wasn’t easy, I focused the conversation on how the information would inform future decisions, not an indictment of past decisions. Here’s the thing, as one person in a large organization, I didn’t have the whole picture regarding performance expectations. By collaboratively engaging colleagues, we were able to come together to strategically analyze past performance of a service and improve the experience for future patrons.

Want to be prepared for these difficult conversations?  I suggest visiting – or revisiting – Difficult Conversations: How to Discuss What Matters the Most for an in depth exploration of this topic.  While first published over 15 years ago in 1999, this book offers time-tested advice for productive discussions of difficult issues.[1]  For a shorter guide, Robert Bies offers 10 rules for delivering bad news on Forbes.com.[2]

[1] Douglas Stone, Bruce Patton, and Shelia Heen, Difficult Conversations: How to Discuss What Matters the Most (New York: Penguin Books, 2000).

[2] R. Bies, “The 10 Commandments for Delivering Bad News,” May 30, 2012, Forbes.com, http://www.forbes.com/sites/forbesleadershipforum/2012/05/30/10-commandments-for-delivering-bad-news/.

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