Reading a bunch of feeds this morning in between projects. Stuff I found:
- Twitbin: One more tool helping me make better use of my widescreen monitor.
- Four habits of Highly Effective Librarians. The part on reference and listening made me wryly grin. We’re so transparent, librarians. (Probably paid content; with our site license, I can’t tell anymore what’s premium and what’s free. Sorry.)
- Best LJ community ever, with the best LJ icon ever. I’m totally ganking that for my LJ rants. (Yes. Am professional. Am grown-up. Am still amused by the LOL phenomenon.)
- Laura Cohen asks, at Library 2.0, “I can understand that local conditions shape outcomes. What I don’t understand is why these factors are so dominant in our profession. Why do we have so much choice? Is this an ultimate good?”
- And, my favorite for today, since it’s always good to get a reality check, T. Scott on change in libraries:
Some of the posts coming out of CiL describe the frustration of some of the participants at their (perceived?) inability to get their organizations to implement some of the changes that they think are essential. You’d think, from reading some of these, that it is only in libraries that these difficulties appear, that there is something particular in the “traditional” librarian mindset that makes them unusually unwilling to make the changes that are blisteringly obvious to the clear-minded techno-savvy youngsters around them. It simply isn’t so.
If one spends any time at all perusing the organizational/business/management literature of the past seventy-five years it is quickly apparent that change management has been a constant theme and that in every decade, in virtually every industry, there have been a few, just a few, innovators who were able to push their organizations forward to adopt new ways of thinking, planning, implementing, etc. You can describe it with the typical bell curve — there are always a few early adopters, a huge bolus that gradually gets pulled along, and a trailing edge that is dragged kicking and screaming. It is a continual, never-ending process and it is inherent in the nature of organizations.
Frustrated with libraries? Try implementing change in the medical school curriculum.”
And. Now. Lots of email has been read and replied to, and the JSTOR weeding bit that I was responsible for is done (nothing like VERY CLEAR CUT guidelines to take the pain out of weeding), and I must now get back to setting up our summer cataloging internship before the intern arrives on June 18, work on the poster and the presentation for SUNYLA before SUNYLA happens on June 13, reply to the ARL emails before it’s time to go to the ARL institute on June 6, and generally keep on top of the day-to-day work stuff.