In today's economy, higher education institutions are struggling to maintain quality while functioning with fewer resources. For libraries, the economic situation is compounded by the impact of an information marketplace that is characterized by prices for resources that increase at 7 to 10% per year, and by near and actual monopolies controlling content. Added to the complexities of the marketplace are the demands of a faculty and student body that prefer individual actions to group efforts. These economic and social issues can become real barriers to innovation, quality improvement, and successful services for today's libraries. One way to combat the economic and social environment is by creating new and improved partnerships to leverage resources and share expertise in order to provide better services and access to wider collections. But forming partnerships is not easy. This paper will review the characteristics of successful partnership as developed by the Gallup Corporation and will show how these values can be used in the academic library environment to create opportunities for success.
To change from collection-centric to user-centered research libraries and to survive in tough economic times, libraries face 2 major challenges: 1st, libraries need to change how they are viewed by their constituencies so they are seen as indispensable; and 2nd, libraries need to help the librarians and staff change their own mental models of their roles to remain relevant in these changing times. Metaphors are one way to help people connect terms in new ways so they develop new images of those terms. For more than 100 years, libraries have used metaphors to seek connections that will help people see libraries as something other than warehouses for books. This article will explore various metaphors being used in the library field and how these metaphors can help libraries introduce change to improve their chances of receiving the support needed to survive.
SUMMARY. Organizations can respond to change in their environments in a variety of planned and unplanned ways. In complex organizations, when the environment is unstable, managers need to examine their assumptions about how organizations function in order to develop effective strategies for introducing creativity and change. This essay reviews the assumptions behind theories of organizational decision making, explores how those assumptions affect how managers decide strategies for introducing change, and offers some ideas on how to introduce creativity into organizations that face ambiguous internal and external environments.
Objective: Review the International Campaign to Revitalise Academic Medicine (ICRAM) Future Scenarios as a potential starting point for developing scenarios to envisage plausible futures for health sciences libraries. Method: At an educational workshop, 15 groups, each composed of four to seven Association of Academic Health Sciences Libraries (AAHSL) directors and AAHSL ⁄ NLM Fellows, created plausible stories using the five ICRAM scenarios. Results: Participants created 15 plausible stories regarding roles played by health sciences librarians, how libraries are used and their physical properties in response to technology, scholarly communication, learning environments and health care economic changes. Conclusions: Libraries are affected by many forces, including economic pressures, curriculum and changes in technology, health care delivery and scholarly communications business models. The future is likely to contain ICRAM scenario elements, although not all, and each, if they come to pass, will impact health sciences libraries. The AAHSL groups identified common features in their scenarios to learn lessons for now. The hope is that other groups find the scenarios useful in thinking about academic health science library futures.
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