Mapping the information landscape: techniques from the Bibliotek project by Andrew Whitworth

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<ul><li> 1. Mapping the information landscape: as librarians learn about and manage change Andrew Whitworth, University of Manchester Maria-Carme Torras i Calvo, Hgskolen i Bergen Bodil Moss, Hgskolen i Bergen Nazareth Amlesom Kifle, Hgskolen i Bergen Terje Blsternes, Universitet i Stavanger </li> <li> 2. Structure of workshop 15 mins: Introduction - why mapping? 10 mins: Aims and objectives of the Bibliotek i Endring project 30 mins: Practical, using Ketso </li> <li> 3. Mapping landscapes </li> <li> 4. A map is not objective - what goes on it is a question of selection. What is the purpose of the map?; who are the audience for a map? Mapping landscapes </li> <li> 5. Mapping as a learning tool Concept mapping.... a map of cognition (Wandersee) Other forms of visual imagery can help promote reflection and reveal the taken-for-granted </li> <li> 6. To understand innovation it is necessary to understand practice and how practices are collectively developed within the library as an information landscape (Lloyd 2010). </li> <li> 7. Context and landscape The organisation must be seen as a lived experience, continually constructed by practices developed within an environment. This environmental context will be unique from organisation to organisation. Each workplace is therefore a unique information landscape (Lloyd 2010); a dynamic environment comprised of practices that construct, move, validate and transform information. </li> <li> 8. Questions to ask In a given context What resources are available? Who can influence practice? How is innovation retarded as well as promoted? </li> <li> 9. Resources in the landscape </li> <li> 10. The BiE project: background Change management in libraries Two case studies over 15 month period Funded by Nasjonalbiblioteket (the National Library), Norway </li> <li> 11. Phase 1: social network analysis </li> <li> 12. Main phase Iterative concept mapping Observing change in the information landscape the impact of practice Process ongoing until Sept 2014 so no results yet </li> <li> 13. Practical session: Ketso www.ketso.com Brief background Can give structure to the mapping process </li> <li> 14. Advantages Allows groups to collectively create a map, rather than relying on a scribe Durable, but also easily adjustable Produces data for analysis, but also makes (other) data instantly visible </li> <li> 15. BiEs data set Minutes of meetings and other documents? </li> <li> 16. Lets use it Focus of the exercise: How can we use positive disruption to improve libraries? Green leaves: What aspects of library practice need improvement? Brown: What assets do we have to draw on? Grey: What is blocking change? Yellow: What positive disruption might address these blockages? </li> <li> 17. Once the maps are drawn Have a look at another groups map Use the other symbols (ticks, exclamation marks, hazards) to indicate new ideas, areas of agreement or disagreement </li> <li> 18. Ketso means action so at the end, take one of the cards and write on it one action that you will try to take, once back in the workplace </li> <li> 19. Conclusions One tool for understanding change management there are others Taking an alternative view of CPD and AR this is itself an innovation Emphasis on informal workplace learning and continuous adjustment rather than set-piece training </li> <li> 20. Thank you Drew, Maria-Carme, Bodil, Nazareth &amp; Terje </li> </ul>