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

Information Outlook, August, 1999 by Stuart Basefsky

Targeting may include playing the roles of trainer and consultant.

As a trainer, a librarian, having identified a key individual in the organization, can become a personal trainer. Make an appointment to give an individualized lesson in their office. This is not a poor use of time or overly labor-intensive. This is an investment. If the person is a leader or decisionmaker, they will encourage others to get the training. For those others, you may choose to train them as a group. Without the support of key individuals, your services may go unnoticed.

As a consultant, a librarian may make extra efforts to please these key individuals by doing value-added research. By demonstrating the kinds of information that a good librarian can bring to an organization, you are selling your potential. Of course, you cannot devote this kind of effort to everyone. Let these key individuals know that what you are doing takes extra effort. While not egalitarian, it exposes the true value that a library can offer if and when it is supported adequately.

Teaming may include playing the roles of consultant and facilitator.

As a consultant, a librarian needs to be self-confident that their knowledge is valuable to management. Any initiative or project undertaken needs information. The library needs to be a partner with any and all significant departments of the organization. Of course, the library should not be considered the staff of another department. It should be, however, a collaborating entity. The library can assist a department by training its staff to use appropriate information, for example. Management needs to know the librarians can help their staff members be more efficient.

As a facilitator, a librarian can bring awareness of other initiatives, programs, and researchers both in and out of the organization. This is a common service provided by librarians. Unfortunately, management is generally uninformed about its existence and utility.

Stretching includes all four roles.

By extending the job descriptions of librarians and the organizational role of the library, the library has an opportunity to define the role it wishes to play in the organization. It is essential to demonstrate a willingness to be a key player in the future of the organization for which the library operates. Without this effort, decisions are likely to be made by others. The library will be caught in a passive role without an opportunity to make its case. It can only hope for the enlightenment of others if this happens. It is better to educate management than to rely on their education. Too often heard is the refrain, "Who needs libraries now that we have the Internet?" Unless libraries stretch, management may come to believe that.

In reality, a world confronted by technical change and an information explosion needs guidance. Libraries are well-positioned to explain how information can be used best in this new technical environment. If libraries do not take an active role in pushing their institutions forward, other information providers will. These may be facilitators, consultants, trainers, and journalist/reporters. In most instances, their services will be less useful to the organization than that of libraries. Almost all organizations know that they need to change the way they operate. Information is a key element in making wise decisions. If libraries do not simultaneously collect and disseminate information, they will all become archives in the eyes of their institutions and users. The perception will be that the Internet keeps them informed, while the library gives them background and history. Unfortunately, most decision-makers do not ask for background and history. Only the library can provide current information with a historical and background context. Since everyone would be better served if libraries make this kind of effort, one wonders why more libraries are not doing it.