Special thanks to Mark Gill, the SCSU Visual Lab Director for collaborating on the project and helping with shaping the chapter. Special thanks to Tom Hergert for in-depth proofreading.
Thanks to Cari Kenner, Kirstin Bratt and Vicky Williams for accommodating the testing of the VIdeo 360 library orientation.
!*!*!*!*! — this article was pitched by Mark Vargas in the fall of 2013, back then dean of LRS and discussed at a faculty meeting at LRS in the same year—- !*!*!*!
New Roles for New Times: Transforming Liaison Roles in Research Libraries
(p. 4) Building strong relationships with faculty and other campus professionals, and establishing collaborative partnerships within and across institutions, are necessary building blocks to librarians’ success. In a traditional liaison model, librarians use their subject knowledge to select books and journals and teach guest lectures.
“Liaisons cannot be experts themselves in each new capability, but knowing when to call in a colleague, or how to describe appropriate expert capabilities to faculty, will be key to the new liaison role.
six trends in the development of new roles for library liaisons
user engagement is a driving factor
what users do (research, teaching, and learning) rather than on what librarians do (collections, reference, library instruction). In addition, an ALA-accredited master’s degree in library science is no longer strictly required.
In a networked world, local collections as ends in themselves make learning fragmentary and incomplete. (p. 5)
A multi-institutional approach is the only one that now makes sense.
Scholars already collaborate; libraries need to make it easier for them to do so.
but they also advise and collaborate on issues of copyright, scholarly communication, data management, knowledge management, and information literacy. The base level of knowledge that a liaison must possess is much broader than familiarity with a reference collection or facility with online searching; instead, they must constantly keep up with evolving pedagogies and research methods, rapidly developing tools, technologies, and ever-changing policies that facilitate and inform teaching, learning, and research in their assigned disciplines.
In many research libraries, programmatic efforts with information literacy have been too narrowly defined. It is not unusual for libraries to focus on freshman writing programs and a series of “one-shot” or invited guest lectures in individual courses. While many librarians have become excellent teachers, traditional one-shot, in-person instructional sessions can vary in quality depending on the training librarians have received in this arena; and they neither scale well nor do they necessarily address broader curricular goals. Librarians at many institutions are now focusing on collaborating with faculty to develop thoughtful assignments and provide online instructional materials that are built into key courses within a curriculum and provide scaffolding to help students develop library research skills over the course of their academic careers.
And many libraries stated that they lack instructional designers and/or educational technologists on their staff, limiting the development of interactive online learning modules and tutorials. (my note: or just ignore the desire by unites such as IMS to help).
(p. 7). This move away from supervision allows the librarians to focus on their liaison responsibilities rather than on the day-to-day operations of a library and its attendant personnel needs.
effectively support teaching, (1.) learning, and research; (2.) identify opportunities for further development of tools and services; (3.) and connect students, staff, and faculty to deeper expertise when needed.
At many institutions, therefore, the conversation has focused on how to supplement and support the liaison model with other staff.
At many institutions, therefore, the conversation has focused on how to supplement and support the liaison model with other staff.
the hybrid exists within the liaison structure, where liaisons also devote a portion of their time (e.g., 20% or more) to an additional area of expertise, for example digital humanities and scholarly communication, and may work with liaisons across all disciplinary areas. (my note: and at the SCSU library, the librarians firmly opposed the request for a second master’s degree)
functional specialists who do not have liaison assignments to specific academic departments but instead serve as “superliaisons” to other librarians and to the entire campus. Current specialist areas of expertise include copyright, geographic information systems (GIS), media production and integration, distributed education or e-learning, data management, emerging technologies, user experience, instructional design, and bioinformatics. (everything in italics is currently done by IMS faculty).
divided into five areas of functional specialization: information resources and collections management; information literacy, instruction, and curriculum development; discovery and access; archival and special collections; scholarly communication and the research enterprise.
E-Scholarship Collaborative, a Research Support Services Collaborative (p. 8).
p. 9. managing alerts and feeds, personal archiving, and using social networking for teaching and professional development
p. 10. new initiatives in humanistic research and teaching are changing the nature and frequency of partnerships between faculty and the Libraries. In particular, cross-disciplinary Humanities Laboratories (http://fhi.duke.edu/labs), supported by the John Hope Franklin Humanities Institute and the Andrew W. Mellon Foundation-funded Humanities Writ Large project, have allowed liaisons to partner with faculty to develop and curate new forms of scholarship.
consultations on a range of topics, such as how to use social media to effectively communicate academic research and how to mark up historical texts using the Text Encoding Initiative (TEI) guidelines
p. 11. Media literacy, and facilitating the integration of media into courses, is an area in which research libraries can play a lead role at their institutions. (my note: yet still suppressed or outright denied to IMS to conducts such efforts)
Purdue Academic Course Transformation, or IMPACT (http://www.lib.purdue.edu/infolit/impact). The program’s purpose is to make foundational courses at Purdue more student-centered and participatory. Librarians are key members of interdepartmental teams that “work with Purdue instructors to redesign courses by applying evidence-based educational practices” and offer “learning solutions” that help students engage with and critically evaluate information. (my note: as offered by Keith and myself to Miguel, the vice provost for undergrads, who left; then offered to First Year Experience faculty, but ignored by Christine Metzo; then offered again to Glenn Davis, who bounced it back to Christine Metzo).
p. 15. The NCSU Libraries Fellows Program offers new librarians a two-year appointment during which they develop expertise in a functional area and contribute to an innovative initiative of strategic importance. NCSU Libraries typically have four to six fellows at a time, bringing in people with needed skills and working to find ongoing positions when they have a particularly good match. Purdue Libraries have experimented with offering two-year visiting assistant professor positions. And the University of Minnesota has hired a second CLIR fellow for a two-year digital humanities project; the first CLIR fellow now holds an ongoing position as a curator in Archives and Special Collections. The CLIR Fellowship is a postdoctoral program that hires recent PhD graduates (non-librarians), allowing them to explore alternative careers and allowing the libraries to benefit from their discipline-specific expertise.
Researchers have studied managerial derailment — or the dark side of leadership — for many years. The key derailment characteristics of bad managers are well documented and fall into three broad behavioral categories: (1) “moving away behaviors,” which create distance from others through hyper-emotionality, diminished communication, and skepticism that erodes trust; (2) “moving against behaviors,” which overpower and manipulate people while aggrandizing the self; and (3) “moving toward behaviors,” which include being ingratiating, overly conforming, and reluctant to take chances or stand up for one’s team. The popular media is full of examples of bad leaders in government, academia, and business with these characteristics.
Absentee leadership rarely comes up in today’s leadership or business literature, but research shows that it is the most common form of incompetent leadership.
Absentee leaders are people in leadership roles who are psychologically absent from them. They were promoted into management, and enjoy the privileges and rewards of a leadership role, but avoid meaningful involvement with their teams. Absentee leadership resembles the concept of rent-seeking in economics — taking value out of an organization without putting value in. As such, they represent a special case of laissez-faire leadership, but one that is distinguished by its destructiveness.
Having a boss who lets you do as you please may sound ideal, especially if you are being bullied and micromanaged by your current boss. However, a 2015 survey of 1,000 working adults showed that eight of the top nine complaints about leaders concerned behaviors that were absent; employees were most concerned about what their bosses didn’t do.
Research shows that being ignored by one’s boss is more alienating than being treated poorly. The impact of absentee leadership on job satisfaction outlasts the impact of both constructive and overtly destructive forms of leadership. Constructive leadership immediately improves job satisfaction, but the effects dwindle quickly. Destructive leadership immediately degrades job satisfaction, but the effects dissipate after about six months. In contrast, the impact of absentee leadership takes longer to appear, but it degrades subordinates’ job satisfaction for at least two years. It also is related to a number of other negative outcomes for employees, like role ambiguity, health complaints, and increased bullying from team members. Absentee leadership creates employee stress, which can lead to poor employee health outcomes and talent drain, which then impact an organization’s bottom line.
Because absentee leaders don’t actively make trouble, their negative impact on organizations can be difficult to detect, and when it is detected, it often is considered a low-priority problem. Thus, absentee leaders are often silent organization killers. Left unchecked, absentee leaders clog an organization’s succession arteries, blocking potentially more effective people from moving into important roles while adding little to productivity. Absentee leaders rarely engage in unforgivable bouts of bad behavior, and are rarely the subject of ethics investigations resulting from employee hotline calls. As a result, their negative effect on organizations accumulates over time, largely unchecked.
Constructive leadership creates high engagement and productivity, while destructive leadership kills engagement and productivity.
+++++++++++++++
more on what makes “great leader” in this IMS blog
Guess what … I searched for Brenda Perea (in hopes of maybe getting some information on how they set up their system) … One of her current positions is with Credly … Do we still want to reach out to her?
94%: Institutions offering alternative credentials
1 in 5: Colleges and universities that issue badges
Nearly 2/3: Institutions that cited alternative credentials as an important strategy for the future.
-Source: “Demographic Shifts in Educational Demand and the Rise of Alternative Credentials,” University Professional and Continuing Education Association and Pearson, 2016
Opening Education: Using Open Education & Open Pedagogy to Transform Learning and the Educational Experience
The Open Education Southern Symposium at the University of Arkansas is accepting proposals for its day and a half conference on Monday, Oct. 1 and Tuesday, Oct. 2, 2018. Proposals should fall into one of three categories:
o Presentations: 15-20 minutes (Please allow 10 to 15 minutes for Q&A after presentations.)
o Panel Discussions: 45 minutes (Please allow 10 to 15 minutes for Q&A after panel discussions.)
o Lightning Talks: 7 minutes (A short 5 to 10 minute Q&A will follow all lightning presentations.)
We welcome proposals from organizations, including colleges and universities of all sizes, community colleges, special libraries, and any others involved in open education and open pedagogy. We’re particularly interested in proposals with topics centering around:
o Adoption and creation of resources
o Publishing platforms
o Best practices and the impact of Open Education
o Creative Commons, copyright, and other licensing
o Marketing and advocacy
o Pedagogy and student success, including K-12 highlights
o Instructional design strategies for OER
o Trends and innovation
o OER in community colleges
o Tenure, promotion, and OER
o OER community building
o Assessment
o Inclusion and diversity in Open Education
Submission Details:
The deadline for submissions is May 31, 2018 at 11:59 p.m. Central Time. The submission form can be found on our eventwebsite under the Call for Proposals page.
Proposal social media summaries should not exceed 240 characters (spaces included).
Proposal abstracts should not exceed 2000 characters or approximately 500 words.
All submissions will be evaluated based on the relevance of the topic and potential to advance the thinking or practice of Open Education and Open Pedagogy. Proposal reviewers will use similar proposal criteria to those being used by the Open Education Conference and OER18.
The planning committee will deliver decisions by June 29, 2018.
Presenters will be asked to accept or decline invitation to present by July 13, 2018.
All presenters will be required to register for the symposium.
Registration is $99 for our day and a half event on October 1 & 2, 2018 at the University of Arkansas. Registration covers full participation for both days, shuttle service between the hotel and event location, lunch on the first day, snacks and beverages, and event goodies.
The SAMR (substitution, augmentation, modification, redefinition) model and TPACK (technological pedagogical content knowledge) model can help schools as they transition to using more digital tools.
In a recent edWebinar, Michelle Luhtala, library department chair at New Canaan High School in Connecticut, reviewed these models and discussed apps that can take teaching, learning and reading to the next level.
The SAMR model determines the level of technology integration of a tool: substitution, which doesn’t add value; augmentation, which adds a few features with only a little improvement; modification, which redesigns some structures; and redefinition, which allows the creation of new tasks and is the ultimate learning goal. Transformation in how educators are teaching and how students are understanding content happens in the modification and redefinition parts of the model.
MackinVIA’s Classroom allows educators to create a collection of digital content for students; build assignment around it; and share the collection, or an individual book, with the classroom. Students can also highlight text, make annotations, and save these to Google Drive.
Emerging Tech for Schools and Libraries is a free professional learning community where school librarians, teachers, and administrators can explore all the ways to integrate technology and 21st century learning into school library programs.
Open Discussion: VR in Education | Тема: Виртуалната реалност в образованието
Where | Университет Пловдив https://goo.gl/maps/bLBYXkp5S1S2 and online ( виртуално) When | Кога: 3. май, 2018, 15 часа | May 3, 2018, 3PM local time (Bulgaria) Who | Кой: преподаватели и суденти | faculty аnd students How | Как: използвайте “обратна връзка” за споделяне на вашите идеи | use the following hashtag for backchanneling #BGtechEd
Виртуална реалност в учебния процес – теория и практика- 1-1, 1/2 час продължителност Virtual reality in teaching and learning – theory and hands-on
Уточняване на понятията относно различните видове реалност: виртуална реалност, video 360 ; разширена реалност; смесена реалност. VR/AR/MR in education.
Подход и усвояване на различните видове реалност в образованието. Връзка между трите вида реалност в образованието и конструктивизма като теория на преподаването. Връзка между трите вида реалност в образованието и игровия подход и игрофикацията на образованието. Оценяване на обучението базирано на различните видове реалности.
When a student is brilliant on the street corner but falling asleep in class, something is wrong with the schooling system Ако учащ се е страхотен на ъгъла на улицата, но се проваля или заспива в клас, тогава нещо е грешно с учебната система https://blog.stcloudstate.edu/ims/2018/04/17/education-teched-frenemies/
Дискусия относно методиката на приложение в учебния процес
2 min video from the entrance of your University is viewable through Google Cardboard and your laptops. Study the video and seek answers to the following questions:
******https://youtu.be/VmOpsrVhEQE ********
– what are the advantages of Video 360 to all other known-to-you media formats?
кои са предимствата на Видео 360 в сравнение с всички други медийни формати, които познавате?
– what would you do better in terms the video footage?
какво бихте заснимали, което да подобри видео материала за преподавателски и учебни цели (например: както друго място бихте избрали)
– how is / can be this medium advantageous to implementing core learning / teaching techniques
как този медиен формат може да се използва за да се подобрят съществуващите условия за успешно преподаване и обучение
По избор – разговор с Марк Гил от Щатския университет Сейнт Клауд и демонстрация на виртуална реалност в учебния процес – 10-15 мин
If you’ve followed the news over the past few months, you’ve probably heard about blockchain. For a lot of people, it’s a difficult concept to grasp—an abstract technological concept that’s relevance is in its applications. In this new event, library technology expert Jason Griffey provides you with a thorough and clear explanation of what blockchain is, how it works, and why it’s important for libraries. In half an hour, Griffey explains what you need to know—quick, easy, and right to the point. If you don’t understand blockchain now, join us for this microlearning event, and in just 30 minutes, you will better grasp blockchain and why it’s relevant to libraries.
