The library as an agent of change: pushing the client institution forward

Information Outlook, August, 1999 by Stuart Basefsky

The library in today's world must transform itself into an agent of change. While it can still be a place to go for information, the emphasis must be placed on disseminating information outside its walls. The library should be going to its patrons, rather than waiting for them to appear. After all, the inherent strength of the library profession is found in its comprehension of the value of information. The ability to select the best and most useful information and organize it into categories for easy access indicates that libraries possess a detailed understanding of what their clients need. Unfortunately, the traditional role of libraries stopped at collecting, organizing, and assisting. It did not include, in any significant form:

Informing the client about the material being collected presumably on their behalf;

Discussing the issues for which the material was to provide background and enlightenment;

Soliciting users through extensive demonstration programs of how to use best the information collected and for what purposes;

Targeting key individuals in the organization for special services so that they could convey the value of the information to others;

Teaming with management of the institution on addressing problems, projects, research initiatives, and instruction as a player (policy and decision-maker) who brings the significant perspective of the knowledge and information provider (librarian) to the table; or

Stretching the job description of the librarian or the organizational role of the library to fit better the needs of the organization it serves.

These six underutilized actions need to be implemented intelligently if libraries want to remain useful and the institutions they serve wish to prosper. To accomplish this transition, libraries cannot be passive organizations. They must act like some other information providers who, in fact, are often less well-equipped to enhance the position of the institution that the library serves. These are the roles of:

* Facilitator

* Consultant

* Trainer

* Journalist/reporter

In making the assertions above, it is necessary to provide some brief background on why libraries are confronted with the choices of either remaining the same (with the risk of being pushed to the margins of the organization), or becoming an agent of change.

BACKGROUND: WHAT HAPPENED?

Why are libraries underutilized and increasingly under-appreciated? Traditionally libraries had an image of a quiet, well-organized place to go for reflection and study. Because libraries had a monopoly on organized and useful information, librarians never had to explain how they acquired information or the policies they devised in making it accessible. The library was viewed as a gateway to information and the librarian as a keeper of information. To be sure, it was understood that the librarian could help a researcher gain access to specific publications or even information otherwise unknown. Libraries provided occasional excitement for a user when better and more useful information was discovered by browsing or good reference service. The power of organizing information for the purpose of enhancing serendipity seemed to be the unique magic possessed by librarians. However, the arcane classification systems and subject headings were little understood and more often simply tolerated by library patrons. After all, the library was the only information game available of any consequence. It was not necessary to trouble oneself with learning all the ins and outs of its use. Librarians were always available to assist someone having difficulty. Even the librarians failed to reflect adequately on their roles as information providers and brokers. When running a monopoly, the lack of competition lulls one into complacency.

THEN CAME THE INTERNET...

With the Internet, information became readily and easily available at the desktop. In fact, worldwide information now became so convenient that the perception of former library users changed. Libraries, once having a monopoly on information, were now considered a small piece of the information pie. Some younger potential library clients developed little or no acquaintance with libraries to the extent that for them libraries represented only a small slice or sliver of the pie. Regardless of the merits of the perception, the perception lives and with it a changing reality for libraries and their users. Quality information and products are now exposed to a marketplace of information valued often for its accessibility, not its reliability or even its utility. Quality information is hard to find and often goes unpromoted and certainly underused.

While libraries still do an excellent job providing their traditional services in a relatively traditional manner, they are hampered by a traditional difficulty. Their relationship with users is "one on one." Nearly all library patrons will indicate that they are happy with library service. Unfortunately, none of them goes to lunch with the intention of asking the following kind of cocktail conversation question, "How was your day at the library?" The reputation of the library and its quality services remain with individuals, not groups. There are no natural interest groups coming to the defense of libraries and the services they offer. Only the traditional, scholarly, and cultural imagery of libraries comes to their defense. To paraphrase Oscar Wilde, in a cynical world where one knows the cost of everything and the value of nothing, respect based on tradition or even knowledge of true value is little to rely on. "What is your organization costing?" is the predominant question of the day. "What does the institution gain from your existence?" is the parallel question. Without good answers, the future for libraries is not promising. Consequently, a transformation is necessary.