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

Information Outlook, August, 1999 by Stuart Basefsky

Why choose the path of becoming an agent of change? What does this entail? How significant a change is this in reality?

Since perception and cost are the dominating issues in most organizations today, libraries have to address how they are perceived and why their costs are justified. Cliche, though it may be, the business expression, "If you are not part of the solution, then you are part of the problem," is at the heart of the matter. Aligning the library goals and mission with that of the client institution is essential. However, there are always traps to avoid.

Much like answering a reference question, the library must keep its focus clear. One needs to give the client what they need, not necessarily what they ask for. Consequently, in aligning goals and mission, one must ask, "What does the institution really need that the library can provide?" With this perspective, the answer is relatively obvious - information awareness. Without good, quality information, sound decisions are not likely to occur. Additionally, creative perspectives are likely to be lost. The single greatest contribution a library can make to its client institution is bringing information to the table of decision-making. This includes the ideas of the librarians. After all, librarians are exposed to competing information perspectives and come to understand the complexities of many issues. Providing those perspectives can be helpful to an institution.

In the past, libraries waited for decision-makers to ask for their services. This stance is now a luxury. Most libraries will have to demonstrate their utility to an organization that no longer understands their role and function. In the process, the role and function of the librarian will not change much. What will change, will be the culture of librarianship. The need for outgoing personalities and persons willing to discuss and suggest ideas to decisionmakers is essential. Sometimes these personalities will need to interact face-to-face with clients in their offices, not in the library. Other times, an interaction will be electronic via e-mail, fax, or telephone. It does not matter whether the librarian is in public service or technical service. Good communication skills will be needed.

The basic principle to follow in this kind of librarianship is, "Information that is out of sight is out of mind." References to information, whether in paper or electronic formats, need to come to the desktops of decision-makers. This information should also be easily and readily accessible. To accomplish this, one will have to take the six actions suggested above and play one, if not several, of the four roles indicated.

FOR EXAMPLE:

Informing may include playing the roles of journalist/reporter, trainer, and consultant.

As journalist/reporter, a librarian may be sending e-mails of information to a targeted audience based on newly published or acquired material, newly received press releases, or simply awareness of another individual in the organization researching a similar topic from a different but useful perspective. Be sure to remind the clients receiving these notices that as journalist/reporter, you are, in fact, outperforming the typical journalist because you are revealing your sources.