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PROVOCATIONs: Library Leadership in the
International Arena
Thursday May 22, 2014
NATO Libraries
Stephen Abram, MLS
2
• What leadership is needed?
• Top down or bottom up?
• Culture of experimentation and pilots?
• Relationships?
• Network effect?
• Competencies and Skills?
• Attitudes or Aptitudes?
• What is the nature of ‘conversation’?
3
NATO is very complex and complicated
• Secret and Public
• Management and Implementer
• Local and distant service populations – end users
• Trans-national and global
• Difficult barriers to success
• You’re a rare instance of a multi-type system (that lacks a system
basis)
▫ Special Libraries (Government, Military, Policy, etc.)
▫ Academic Libraries: College, University, Professional and
continuing Education
▫ School Libraries
▫ Public Libraries
▫ Infrastructure Librarians (IT, IS, Content, Intranet, etc.)
4
Partnerships and Collaboration
• The only choice
• Internal partnerships matter – don’t give power or seek power – act
as a peer
• Purchasing and developing products and services alone is the MOST
expensive ways to achieve. It’s also the slowest.
• ASK and No is not an answer, or at least a full answer.
5
The 8 Elements of a Well-launched Project
• An Idea
• Clarify the Situation
• Convert the Idea to a Statement of Work
• Clarify what the task is Not
• State the Expected Results, key milestones and major
deliverables
• Select the People needed to complete the task
• Allocate Resources to do the job well
• Specify how Success will be measured, rewarded and
sustained over time
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Differences in the Private and Public Sector
Approaches to Development
Private Sector
 Competitive advantage is
the ideal
 Innovation is key to long-
term existence
 Focus on clients and
marketshare
 Business strategies
 Responsibility to
shareholders or
owner/investors
 Increasing revenue
 Risk oriented
 Economic success is a
prime personal motivator
 Competitors, partners and
allies
 e-Business is the
challenge
 Focus on “results”
Public Sector
 Collaborative advantage is
the ideal
 Good service is the key to
long-term existence
 Focus on citizens and social
contract
 Political agendas and
government imperatives
 Responsibility to parliament
and to citizens
 Wise use of tax dollars
 Risk averse
 Making a positive impact on
society is a strong motivator
 Other departments, levels of
government, unions
 e-Government is the
challenge
 Focus on “process”
Stop the Insanity
Tech is a tool
Tech is an opportunity
Innovation involves risk
The biggest risk is not taking any.
8
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Stop Having and Engaging in BS Discussions
• Libraries are more relevant than ever
• We have no good reason to be on the defence
• Reading is UP
• E-Books aren’t replacing p-Books - the dynamic is a new hybrid
marketplace
• E-Books have benefits that p-Books don’t
• Librarians are being hired and doing well
• Change is our tradition
• This new normal requires specialized professionals like us.
14
Comprehensive Digital Strategies: More than just Content!
Digital is more complicated than Print.
16
Biggest Issue: Getting Lost in the Reeds
Understand the difference
between Search and Find
• Roy Tennant and I have been saying for years: “Users want to find not
search”.
• Librarians enjoy the challenge of search and try to create mini-
librarians.
• Information literacy is different than contextual information fluency.
•The user experience is mostly “elsewhere”.
• Learning, research and decision-making processes trump search.
Understand the difference between
the roles of discovery services and
native search
• Search & Find
• Integration of internal/external information
• Search is the identification of potential objects to read or view in either a known
item retrieval scenario or – more importantly – an immersion environment where
choices are made.
• Until recently, we handled immersion environments in the context of defined
subsets of content (a single database or small group).
• Discovery services are one step before search – the identification and discovery of
the resources (databases) that are worth searching.
And the Algorithm Understanding Failure
19
The power of algorithm is
in the target user needs,
the institutional needs,
and the behavioral history
. . . Not the underlying
content
Are there any real national
initiatives to understand
and differentiate library
end user behaviors from
Google commercial
constructs? (yes but …)
Get the naming and labeling right
• Vendors must develop unique names and brands for their services to meet
positioning, marketing and sales needs to you.
• There is no need for you to fall in line and pass through these names – or
worse try to train end users to know hundreds of them!
• Can anyone defend using these titles to be the single most important label
for end users? MLA, Scopus, Compendex, ABI/Inform . . .?
• Honestly! The needs of trademark law don’t match the needs of users to
identify resources.
Are you using numbers strategically?
• Statistics versus measurements
• Satisfaction and Impact
• Visual versus data
• Stories build on data springboards
• Are your numbers showing customer satisfaction or just
activity?
• Do you trust your numbers (It’s easy to mess with an
interface and increase hits or whatever statistics you’re
using.)
• How can the vendor help your numbers issues and insights?
Until lions learn to write their own story,
the story will always be from the perspective
of the hunter not the hunted.
23
Library Advocacy: The Lion's Story
• Are you framing your library's story well?
• Are you sharing measurements about your impact, or still beating the
drum of raw statistics that show funders where to cut?
• Are you using great gift of social media to engage and get your
message out.
• Has your library's marketing and communication plan stepped up to
the 21st Century?
• Are we ready for advanced data mining of our websites, circulation
and membership records?
• Are you ready for the reach beyond outreach?
• What are the skills and competencies that library teams need?
First . . .
Let’s stop using the word advocacy
Let’s discuss influence and being
influential . . .
Second . . .
Let’s start using verbs to describe
ourselves in the context(s) of our
members, audiences and
communities.
25
26
27
Smelly
Yellow
Liquid
?
Or
Sex
Appeal
?
Third . . .
Learn and use the language of
benefits – not features, functions
and processes.
Fourth . . .
Let’s build on our legacy of trust
and respect and our foundation of
collections and places to shine
31
Foundations
32
House
33
Home
Fifth . . .
Let’s emphasize the humans that
make the magic happen . . . Library
staff
35
Librarian and Staff Magic Should Not be Invisible
Grocery Stores
Cookbooks, Chefs . . .
Cookbooks, Chefs . . .
Meals
Sixth . . .
Let’s focus on VALUE, IMPACT, and POSITIONING
(VIP)
What’s the music and magic you hear? Play? Do?
RockStar Librarians
Are you locked into library
financial mindsets?
What about value and
impact?
Or shall we stick with this?
It’s the stories that happen inside
your library that matter . . . Not just
the ones you have on the shelves.
Tell those stories
Encourage the heart . . .
Better yet . . . Collect the stories in
your users’ voices
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Sustaining Relevance
Being Relevant
Communicating VIP
Real relationships
Being a ‘real’ professional
Personal and Institutional Impact:
Strategies and Tactics
Let’s talk . . .
Why is the staff invisible on your virtual presence?
Brussels nato may2014
52
Important Strategic Issues
1. Investing for success
2. Strategic budgeting
3. Developing a culture of controlled risk
4. Learning to de-invest, sacrifice, stop, and grow.
5. “A library is a growing organism.”
Library Land
What changes, disruptions and
shifts are already in the
environment?
Millennials & changing user behaviours
Cloud
Algorithmic search and mapping
Streaming media content and new forms
Advanced text –not just easy e-books
eLearning & MOOCs
Gamification
Mobility and fluid content
Discovery and metadata vaults (DPLA, OCLC, Eurpeana)
What kinds of community spaces are needed in
the future?
Can you support learning spaces, community
meeting spaces, performance spaces, maker
spaces, real advisory spaces, true relationship
and consultation management . . .?
What if all metadata and content discovery is
freely available using open APIs through the
OCLC WorldShare vault and the Digital Public
Library of America / Europeana vault of open and
free metadata?
What does your experience portal look like? Top
questions?
What Should Library Priorities Be?
And what would you sacrifice?
Up Your Game
• Know your local community demographics
• Focus on needs assessment and social assessments
• Prioritize: Love all, Serve all, Save the World means nothing
gets done
• Priorities are SMART: Specific, Measurable, Attainable,
Relevant, & Time bound
• Look for partnerships that add value
Focus and Understand on the Whole Experience
Up Your Game
• Align with Collections – every collection must be justified by
programs
• Force strategic investment budgeting
• Look for partnerships that add value
• Don’t go it alone. Focus on large scale sustainable programs
• Connect to the longer process not just events
• Virtual and in-person - in the Library and reaching out with partners
• SCALE: eLearning and Surveys – e.g. citation methods
What are the real issues?
• Craft versus Industrial Strength
• Personal service only when there’s impact
• Pilot, Project, Initiative versus Portfolio Strategy
• Hand-knitted prototypes versus Production
• e.g. Information Literacy and Fluency initiatives
• Discovery versus Search versus Deep Search
• eLearning units and program dissemination
• Citation and information ethics
• Content and repository archipelagos
• Strategic Analytics
• Value & Impact Measures
• Behaviours, Satisfaction
• Economic and strategic alignment
Up Your Game
• Align with Collections – But add virtual experiences
• Look for partnerships that add value
• Ensure the program delivery person is embedded including
librarians
• What are your top 20 question domains? Start there.
• Don’t go it alone. Build scalability and sustainability.
• Look for replicability – every neighbourhood
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Up Your Game
• Start offering diplomas and certificates
• Look for partnerships that add value like HR and IT
• Offer real educational opportunities not just adjacencies
• What does your community need for economic advantage?
• What courses to you offer or recommend? (TED, Khan
Academy, MOOCs, Coursera, Udacity, edX, Learn4Life (ed2go),
Online High Schools, Homeschooling, etc.)
Up Your Game
• Learn two-way relationship and consultation competencies
• Understand Communities and have deep partnerships
• Understand Pedagogy in the context of government and
educational goals
• Know where your programs are heading
• Consider deep partnerships especially IT and HR
• Consider coaches, peer, and tutoring partnerships
Up Your Game
• The strong ‘library’ brand – but add dimension
• Personal branding – Who are your stars? Promote them. You?
• Program branding
• Take risks for attention (AIDA)
• Embed your brand beyond the library walls and virtually
The Virtual Handout
• The Value of Public Libraries
http://stephenslighthouse.com/2010/04/06/the-value-of-public-
libraries/
• The Value of School Libraries
http://stephenslighthouse.com/2010/04/06/the-value-of-school-
libraries/
• The Value of Academic and College Libraries
http://stephenslighthouse.com/2010/04/07/value-of-academic-and-
college-libraries/
• The Value of Special Libraries
http://stephenslighthouse.com/2010/04/07/value-of-special-
libraries/
• Library Advocacy: Save the Library Campaigns
http://stephenslighthouse.com/2010/04/01/save-the-library-
campaigns/
Up Your Game
• Move the ILS to the Cloud
• LinkedData models – OCLC WorldShare, Europeana, DPLA, etc.
• Look at TCO and look at all costs incurred and not just hard
costs
• Review opportunity costs in soft costs
Up Your Game
• Stop using meat cleavers and use paring knives
• Examples:
• A meat cleaver is undergrad versus grad vs. faculty
• A meat cleaver is kids, teens and adults
• A meat cleaver is medical versus legal
Up Your Game
• Learn how to reach and teach online
• Teach how to learn online
• Teach how to research online
• Everyone in academic libraries should be focused on
teaching/researching first, then library
• Learn more systems than one!
• Be obsessive about consultation, recommendations and advice
• Social alignment rules and use the tools
Up Your Game
• Use your data to derive insights
• Mine your data for measurements
• Justify
• Prove value and impact
• Avoid print and in-person measures alone
Up Your Game
• Dog, Star, Cow, Problem Child?
• Reduce investment in successes
• Increase investment in early strategic innovation
• Be patient and learn, it can take years
• Look at TCO
• Look at all costs incurred and not just hard costs
• Review opportunity costs in soft costs
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74
CRM
Appointments
Liaison
Strategy
75
76
77
Record your Story Hours
YouTube Your Story Hours
Tie in to collection
• Parenting
• Children’s Health
• Continuing Education
Moms and Caregivers Social Glue
Teddy Bears, PJ’s, Pets, Toys
How do you find kids’ books?
78
MOOCs
79
3D is 4D
STEM vs. STEAM
Creative
Entrepreneurs
Changing Life Arcs
And so much more…
80
Douglas County and Colorado Models
Lulu, Amazon Singles, Self-publishing
Fifty Shades of Grey
This is an economic activity
81
Hand-knitting Sweaters or an Industrial Revolution for libraries
Consider scalability and replicability
Cooperation on a massive scale
Mobility of programming
Thinking big – over 1000 attendees or 30?
Mobile Makerspaces
Mobile staff talent
82
83
Green Walls
Video editing
Repositories
Contests
Genealogy
Tourism
84
Top Questions Pattern
Common Core Curriculum
85
Websites and e-mail
Facebook
Pinterest
Twitter
Tumblr
Vimeo / YouTube / Vine
Instagram
Etc.
86
87
88
89
Stephen Abram, MLS, FSLA
Consultant, Dysart & Jones/Lighthouse Consulting
Cel: 416-669-4855
stephen.abram@gmail.com
Stephen’s Lighthouse Blog
http://stephenslighthouse.com
Facebook, Pinterest, Tumblr: Stephen Abram
LinkedIn: Stephen Abram
Twitter: @sabram
SlideShare: StephenAbram1

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Brussels nato may2014

  • 1. PROVOCATIONs: Library Leadership in the International Arena Thursday May 22, 2014 NATO Libraries Stephen Abram, MLS
  • 2. 2 • What leadership is needed? • Top down or bottom up? • Culture of experimentation and pilots? • Relationships? • Network effect? • Competencies and Skills? • Attitudes or Aptitudes? • What is the nature of ‘conversation’?
  • 3. 3 NATO is very complex and complicated • Secret and Public • Management and Implementer • Local and distant service populations – end users • Trans-national and global • Difficult barriers to success • You’re a rare instance of a multi-type system (that lacks a system basis) ▫ Special Libraries (Government, Military, Policy, etc.) ▫ Academic Libraries: College, University, Professional and continuing Education ▫ School Libraries ▫ Public Libraries ▫ Infrastructure Librarians (IT, IS, Content, Intranet, etc.)
  • 4. 4 Partnerships and Collaboration • The only choice • Internal partnerships matter – don’t give power or seek power – act as a peer • Purchasing and developing products and services alone is the MOST expensive ways to achieve. It’s also the slowest. • ASK and No is not an answer, or at least a full answer.
  • 5. 5 The 8 Elements of a Well-launched Project • An Idea • Clarify the Situation • Convert the Idea to a Statement of Work • Clarify what the task is Not • State the Expected Results, key milestones and major deliverables • Select the People needed to complete the task • Allocate Resources to do the job well • Specify how Success will be measured, rewarded and sustained over time
  • 7. Differences in the Private and Public Sector Approaches to Development Private Sector  Competitive advantage is the ideal  Innovation is key to long- term existence  Focus on clients and marketshare  Business strategies  Responsibility to shareholders or owner/investors  Increasing revenue  Risk oriented  Economic success is a prime personal motivator  Competitors, partners and allies  e-Business is the challenge  Focus on “results” Public Sector  Collaborative advantage is the ideal  Good service is the key to long-term existence  Focus on citizens and social contract  Political agendas and government imperatives  Responsibility to parliament and to citizens  Wise use of tax dollars  Risk averse  Making a positive impact on society is a strong motivator  Other departments, levels of government, unions  e-Government is the challenge  Focus on “process”
  • 8. Stop the Insanity Tech is a tool Tech is an opportunity Innovation involves risk The biggest risk is not taking any. 8
  • 13. 13 Stop Having and Engaging in BS Discussions • Libraries are more relevant than ever • We have no good reason to be on the defence • Reading is UP • E-Books aren’t replacing p-Books - the dynamic is a new hybrid marketplace • E-Books have benefits that p-Books don’t • Librarians are being hired and doing well • Change is our tradition • This new normal requires specialized professionals like us.
  • 14. 14 Comprehensive Digital Strategies: More than just Content!
  • 15. Digital is more complicated than Print.
  • 16. 16 Biggest Issue: Getting Lost in the Reeds
  • 17. Understand the difference between Search and Find • Roy Tennant and I have been saying for years: “Users want to find not search”. • Librarians enjoy the challenge of search and try to create mini- librarians. • Information literacy is different than contextual information fluency. •The user experience is mostly “elsewhere”. • Learning, research and decision-making processes trump search.
  • 18. Understand the difference between the roles of discovery services and native search • Search & Find • Integration of internal/external information • Search is the identification of potential objects to read or view in either a known item retrieval scenario or – more importantly – an immersion environment where choices are made. • Until recently, we handled immersion environments in the context of defined subsets of content (a single database or small group). • Discovery services are one step before search – the identification and discovery of the resources (databases) that are worth searching.
  • 19. And the Algorithm Understanding Failure 19 The power of algorithm is in the target user needs, the institutional needs, and the behavioral history . . . Not the underlying content Are there any real national initiatives to understand and differentiate library end user behaviors from Google commercial constructs? (yes but …)
  • 20. Get the naming and labeling right • Vendors must develop unique names and brands for their services to meet positioning, marketing and sales needs to you. • There is no need for you to fall in line and pass through these names – or worse try to train end users to know hundreds of them! • Can anyone defend using these titles to be the single most important label for end users? MLA, Scopus, Compendex, ABI/Inform . . .? • Honestly! The needs of trademark law don’t match the needs of users to identify resources.
  • 21. Are you using numbers strategically? • Statistics versus measurements • Satisfaction and Impact • Visual versus data • Stories build on data springboards • Are your numbers showing customer satisfaction or just activity? • Do you trust your numbers (It’s easy to mess with an interface and increase hits or whatever statistics you’re using.) • How can the vendor help your numbers issues and insights?
  • 22. Until lions learn to write their own story, the story will always be from the perspective of the hunter not the hunted.
  • 23. 23 Library Advocacy: The Lion's Story • Are you framing your library's story well? • Are you sharing measurements about your impact, or still beating the drum of raw statistics that show funders where to cut? • Are you using great gift of social media to engage and get your message out. • Has your library's marketing and communication plan stepped up to the 21st Century? • Are we ready for advanced data mining of our websites, circulation and membership records? • Are you ready for the reach beyond outreach? • What are the skills and competencies that library teams need?
  • 24. First . . . Let’s stop using the word advocacy Let’s discuss influence and being influential . . .
  • 25. Second . . . Let’s start using verbs to describe ourselves in the context(s) of our members, audiences and communities. 25
  • 26. 26
  • 27. 27
  • 29. Third . . . Learn and use the language of benefits – not features, functions and processes.
  • 30. Fourth . . . Let’s build on our legacy of trust and respect and our foundation of collections and places to shine
  • 34. Fifth . . . Let’s emphasize the humans that make the magic happen . . . Library staff
  • 35. 35 Librarian and Staff Magic Should Not be Invisible
  • 39. Meals
  • 40. Sixth . . . Let’s focus on VALUE, IMPACT, and POSITIONING (VIP) What’s the music and magic you hear? Play? Do? RockStar Librarians
  • 41. Are you locked into library financial mindsets?
  • 42. What about value and impact?
  • 43. Or shall we stick with this?
  • 44. It’s the stories that happen inside your library that matter . . . Not just the ones you have on the shelves. Tell those stories Encourage the heart . . . Better yet . . . Collect the stories in your users’ voices
  • 49. Sustaining Relevance Being Relevant Communicating VIP Real relationships Being a ‘real’ professional
  • 50. Personal and Institutional Impact: Strategies and Tactics Let’s talk . . . Why is the staff invisible on your virtual presence?
  • 52. 52 Important Strategic Issues 1. Investing for success 2. Strategic budgeting 3. Developing a culture of controlled risk 4. Learning to de-invest, sacrifice, stop, and grow. 5. “A library is a growing organism.”
  • 53. Library Land What changes, disruptions and shifts are already in the environment?
  • 54. Millennials & changing user behaviours Cloud Algorithmic search and mapping Streaming media content and new forms Advanced text –not just easy e-books eLearning & MOOCs Gamification Mobility and fluid content Discovery and metadata vaults (DPLA, OCLC, Eurpeana)
  • 55. What kinds of community spaces are needed in the future? Can you support learning spaces, community meeting spaces, performance spaces, maker spaces, real advisory spaces, true relationship and consultation management . . .?
  • 56. What if all metadata and content discovery is freely available using open APIs through the OCLC WorldShare vault and the Digital Public Library of America / Europeana vault of open and free metadata? What does your experience portal look like? Top questions?
  • 57. What Should Library Priorities Be? And what would you sacrifice?
  • 58. Up Your Game • Know your local community demographics • Focus on needs assessment and social assessments • Prioritize: Love all, Serve all, Save the World means nothing gets done • Priorities are SMART: Specific, Measurable, Attainable, Relevant, & Time bound • Look for partnerships that add value
  • 59. Focus and Understand on the Whole Experience
  • 60. Up Your Game • Align with Collections – every collection must be justified by programs • Force strategic investment budgeting • Look for partnerships that add value • Don’t go it alone. Focus on large scale sustainable programs • Connect to the longer process not just events • Virtual and in-person - in the Library and reaching out with partners • SCALE: eLearning and Surveys – e.g. citation methods
  • 61. What are the real issues? • Craft versus Industrial Strength • Personal service only when there’s impact • Pilot, Project, Initiative versus Portfolio Strategy • Hand-knitted prototypes versus Production • e.g. Information Literacy and Fluency initiatives • Discovery versus Search versus Deep Search • eLearning units and program dissemination • Citation and information ethics • Content and repository archipelagos • Strategic Analytics • Value & Impact Measures • Behaviours, Satisfaction • Economic and strategic alignment
  • 62. Up Your Game • Align with Collections – But add virtual experiences • Look for partnerships that add value • Ensure the program delivery person is embedded including librarians • What are your top 20 question domains? Start there. • Don’t go it alone. Build scalability and sustainability. • Look for replicability – every neighbourhood
  • 64. Up Your Game • Start offering diplomas and certificates • Look for partnerships that add value like HR and IT • Offer real educational opportunities not just adjacencies • What does your community need for economic advantage? • What courses to you offer or recommend? (TED, Khan Academy, MOOCs, Coursera, Udacity, edX, Learn4Life (ed2go), Online High Schools, Homeschooling, etc.)
  • 65. Up Your Game • Learn two-way relationship and consultation competencies • Understand Communities and have deep partnerships • Understand Pedagogy in the context of government and educational goals • Know where your programs are heading • Consider deep partnerships especially IT and HR • Consider coaches, peer, and tutoring partnerships
  • 66. Up Your Game • The strong ‘library’ brand – but add dimension • Personal branding – Who are your stars? Promote them. You? • Program branding • Take risks for attention (AIDA) • Embed your brand beyond the library walls and virtually
  • 67. The Virtual Handout • The Value of Public Libraries http://stephenslighthouse.com/2010/04/06/the-value-of-public- libraries/ • The Value of School Libraries http://stephenslighthouse.com/2010/04/06/the-value-of-school- libraries/ • The Value of Academic and College Libraries http://stephenslighthouse.com/2010/04/07/value-of-academic-and- college-libraries/ • The Value of Special Libraries http://stephenslighthouse.com/2010/04/07/value-of-special- libraries/ • Library Advocacy: Save the Library Campaigns http://stephenslighthouse.com/2010/04/01/save-the-library- campaigns/
  • 68. Up Your Game • Move the ILS to the Cloud • LinkedData models – OCLC WorldShare, Europeana, DPLA, etc. • Look at TCO and look at all costs incurred and not just hard costs • Review opportunity costs in soft costs
  • 69. Up Your Game • Stop using meat cleavers and use paring knives • Examples: • A meat cleaver is undergrad versus grad vs. faculty • A meat cleaver is kids, teens and adults • A meat cleaver is medical versus legal
  • 70. Up Your Game • Learn how to reach and teach online • Teach how to learn online • Teach how to research online • Everyone in academic libraries should be focused on teaching/researching first, then library • Learn more systems than one! • Be obsessive about consultation, recommendations and advice • Social alignment rules and use the tools
  • 71. Up Your Game • Use your data to derive insights • Mine your data for measurements • Justify • Prove value and impact • Avoid print and in-person measures alone
  • 72. Up Your Game • Dog, Star, Cow, Problem Child? • Reduce investment in successes • Increase investment in early strategic innovation • Be patient and learn, it can take years • Look at TCO • Look at all costs incurred and not just hard costs • Review opportunity costs in soft costs
  • 75. 75
  • 76. 76
  • 77. 77 Record your Story Hours YouTube Your Story Hours Tie in to collection • Parenting • Children’s Health • Continuing Education Moms and Caregivers Social Glue Teddy Bears, PJ’s, Pets, Toys How do you find kids’ books?
  • 79. 79 3D is 4D STEM vs. STEAM Creative Entrepreneurs Changing Life Arcs And so much more…
  • 80. 80 Douglas County and Colorado Models Lulu, Amazon Singles, Self-publishing Fifty Shades of Grey This is an economic activity
  • 81. 81 Hand-knitting Sweaters or an Industrial Revolution for libraries Consider scalability and replicability Cooperation on a massive scale Mobility of programming Thinking big – over 1000 attendees or 30? Mobile Makerspaces Mobile staff talent
  • 82. 82
  • 86. 86
  • 87. 87
  • 88. 88
  • 89. 89
  • 90. Stephen Abram, MLS, FSLA Consultant, Dysart & Jones/Lighthouse Consulting Cel: 416-669-4855 stephen.abram@gmail.com Stephen’s Lighthouse Blog http://stephenslighthouse.com Facebook, Pinterest, Tumblr: Stephen Abram LinkedIn: Stephen Abram Twitter: @sabram SlideShare: StephenAbram1

Notas do Editor

  1. Topics to be Explored:Teaching & learningOnline learning, changes in teaching, experiential learning, etc. TechnologyTop trendsDigitization & Digital mediaPublishing TrendsThe marketplace for educationAcademic research Scholarly communicationLearning spacesPhysical & virtual
  2. Topics to be Explored:Teaching & learningOnline learning, changes in teaching, experiential learning, etc. TechnologyTop trendsDigitization & Digital mediaPublishing TrendsThe marketplace for educationAcademic research Scholarly communicationLearning spacesPhysical & virtual