Is the research content published only in journals? Can the content of the research be in any other form? How to write a perfect formal proposal? There’s a debate on Open access, what’s this about? This workshop is the perfect place to provide you with the answers to the above queries.
The session will look at the ways on how you can succeed with your publication. Covering topics such as the publishing cycle, how to choose a subject, what to think about when you’re writing, what to do when you’re published.
Speaker: Dr. Gagandeep Singh – Publisher Editorial, Taylor & Francis Group
Schedule: CountryTime Ethiopia 1:30 (GMT+3) Kenya 1:30 pm (GMT +3) South Africa 12:30 pm ( GMT+2) Nigeria 11:30 am (GMT +1) Ghana 10:30 am (GMT +0) REGISTER NOW!
Meet the T&F team virtually to discuss your queries and get a resolution!
Taylor & Francis Group – 2-4 Park Square, Milton Park, Abingdon, Oxfordshire, OX14 4RN, United Kingdom
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What did people read during the pandemic? On this week’s Princh Library Blog, we share a fun infographic, created by Global English Editing, that will provide you with the answers. Check out the infographic below.
One thing is clear from 2020 – a lot of people spent their time at home nestled up with a favorite book.
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On this week’s Princh Library Blog post we have guest writer Nick Tanzi, author and library technology consultant, sharing his thoughts on the current technological landscape and how libraries can best adapt to it.
The Tech Landscape & Libraries – 2021
To say that 2020 was a year of disruption and change would be an understatement. The COVID-19 pandemic has caused pervasive alterations in people’s daily lives, and spurned rapid technological change. With this in mind, what is the current technology landscape, and how can we expect it to impact libraries today and into the future?
Meeting Patron Expectations
In the current pandemic environment, social distancing protocols have impacted broad swaths of society, altering everything from schooling to how we buy groceries. While some of these adaptations may be temporary, they have nonetheless altered customer behaviors and expectations, and the library must be prepared to operate in an altered environment. Consider the following:
Virtual Programs are here to stay
While service continuity may have been the initial aim of virtual programs, we have reached new audiences who were unable to attend traditional programming, as well as provided traditional users with a convenient alternative. Post-pandemic, we must be prepared to offer some virtual programming, and commit to improving the quality of the offerings.
Continued Growth in Digital Collections
While library digital collections have seen explosive growth for some time, the past year has seen this trend accelerating, with many first-time users discovering our collections. Interestingly enough, digital audiobooks saw a slower-than-expected 20% growth; this should pick back up as commuter traffic rebounds.
For many people, contactless services were not just safe, but also convenient. To match patron expectations libraries may wish to explore contactless forms of payment and self-checkout. Library cards can embrace this model in several ways:
1.) Online application/creation of digital library cards.
3.)Ensuring your library purchases scanners that can read mobile device screens.
Expanded Virtual Reference
Our patrons are coming from an environment of expanded telemedicine, virtual learning, and telecommuting; many library services are similarly adaptable. Appointment-based services like career counseling, tech help, and reader’s advisory can occur via video conferencing. Chat can be added to compliment phone, email and text reference services.DOES YOUR LIBRARY HAVE PROBLEMS WITH PRINTING?
Dealing with Technological Disruption
The year 2020 has been synonymous with disruption. This uncertainty has provided the library with many avenues to serve our public.
The Digital Divide
The pandemic has laid bare issues of digital inequity. In the short-term libraries can invest in mobile hotspots and expand wireless access beyond their doors and normal hours of operation. Renewed public attention on the issue also makes this a prime time to engage in grant writing and advocacy, with the aim of addressing the cause and not simply treating symptoms.
Distance learning and telecommuting are two trends likely to persist. Libraries should invest in their IT infrastructure to meet the increasing bandwidth demands of their users, and ensure library devices are video conferencing ready, with appropriate hardware and software. Spaces can be reimagined as quiet conversation rooms specific to video conferencing. Finally, offer beginner classes on video conferencing software to help patrons understand the different options available and their basic use.
Re-skilling and Reentering the Job Market
In addition to being a public health crisis, the pandemic precipitated an economic crisis as well. With many unemployed, the needs are many. The Public Library Association and Microsoft have partnered on a Digital Skilling initiative to help patrons gain skills for jobs that are well-positioned to grow in the future. Libraries who have invested in online learning software should advertise these services widely, those who have not, may wish to explore their purchase. Plan classes on online resume building, and the online job search. Finally, programs focused on selling online, such as “Introduction to Etsy,” or “Selling on Ebay,” can help patrons secure additional sources of income during uncertain times.
Streaming Video Services
There is an incredible proliferation in streaming video service, with Netflix, Prime, Disney+, HBO Go/Max Hulu, Peacock, CBS All Access YouTube TV, Apple TV+, just to name a few! Patrons are widely interested in these services, but may have difficulty navigating the marketplace. At my own South Huntington Public Library, “Streaming Services vs Cable” classes have proven immensely popular.
While we’ve looked at changing patron expectations and the current disruptive tech environment, what does the future hold? Engaging in a bit of trend forecasting, you can expect the following:
Increased Adoption and Interest in Augmented Reality
In the last few years, Android and Apple released augmented reality frameworks for developers. Known as ARkit and ARcore, they immediately turned billions of mobile devices into AR capable devices. With a new infusion of potential users, libraries can easily and inexpensively assemble AR take home kits which piggyback off of a smartphone to introduce patrons to the technology. Options include AR capable books, temporary tattoos, coloring pages, Merge Cubes and headsets, and an annotated bibliography of apps.
Social VR is Coming
In 2014, Facebook purchased VR startup Oculus, and more recently, unveiled a Facebook account requirement for the Oculus headset. In the space between those two events, the social media giant has been working on a social VR network called Horizon, currently in invite-only beta. As libraries are on social media as a form of digital outreach, you or your organization may wish to sign up for early access in order to explore the platform and its potential uses.
The aforementioned power and availability of a smartphone now allows for the easy creation and consumption of 360 video. Google Tour Creator can allow you to create simple virtual tours and overlay them with 2D info panels. With a more advanced 360 camera, you can record live events, document local history in a new, immersive fashion, or create full VR capable tours like this one created by the South Huntington Public Library.https://my.matterport.com/show/?m=sqNu7pMS367
Drone delivery of library materials may seem far fetched, but a school library in Virginia partnered with Google Wing to do just that! While widespread adoption of drones for this purpose may be years away, they do have immediate value in facility management. For example, a staff-operated drone can check your roof for blocked drains more quickly and safely than sending a member of your maintenance team.
By understanding the shifting tech landscape, your library can best meet the immediate needs and expectations of your library’s patrons. At the same time, identifying trends which lay further ahead can help your organization to engage in effective long-term planning, allowing you to be proactive rather than reactive.
Introducing new technologies to your library can be a daunting process; they can be costly, they may be unfamiliar to many staff members, and their success is far from assured. This book provides a resource for staff looking to incorporate a number of emerging technologies into the library / makerspace. Each chapter explores a new technology, including 3D printing, drones, augmented reality, and virtual reality, covering how it works, the selection process, training, sample programming, best practices, and relevant policy.
In short, the book is “A one-stop shop for libraries looking to add the most popular technologies and create best practices for their use.”
We will be back next week with another interesting article from the library world!
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Academic librarianship has faced a great amount of change during the past two decades. Libraries from the higher education system, along with those outsides of it, have handled multiple technological and socio-cultural paradigm shifts, by changing their organizational strategies and services. For example, information today is created, shared, and stored differently than is has been in the past, and with time, all the processes will be substantially altered. That is why an organization must be highly adaptable to the world’s constant changes. Likewise, academic libraries should start improving their leadership competencies, such as establishing a stronger vision, collaboration, and communication.
What distinguishes great leaders from average ones?
When Daniel Goleman (psychologist, Ph.D. and bestselling author) did an extensive analysis on executives from nearly 200 successful companies, he discovered that emotional intelligence, also known as EQ, is twice as important as IQ and technical ability in stimulating work. In fact, we can all increase our level of emotional intelligence with persistent training that activates the brain’s limbic system, which governs our feelings and impulses. There are three steps to achieving better emotional awareness and balance: incentive, extended practice, and feedback.
Consider a library manager whose colleagues report is low on empathy, does not listen well, and often disregards differing opinions. When the library director points out these deficiencies reported by the team, the criticism causes the manager to be more incentivized to improve, and reflect on what could have been done differently. By watching other leaders who are good listeners and trying to mimic their behavior, the library manager gradually becomes more understanding. This improvement helps to boost the other librarians’ morale and the team’s productivity overall.
The fundamental four
According to Goleman, there are four fundamental capabilities that every leader should grasp to forge stronger relationships and increase the effectiveness of an organization. The first competency is self-awareness, the ability to understand one’s emotions, as well as recognize their impact on the overall work performance. People with a high level of authority should administer a realistic evaluation of their strengths and weaknesses, without neglecting the positive sense of their confidence and worth. Effective self-regulators tend to be trustworthy, comfortable with ambiguity, able to suspend judgment, and open to change. It is advised for library heads and directors to gather peer feedback in order to uncover the emotional blind spots.
The second domain is self-management, a skill described as effectively handling distressing emotions, so they are not crippling. By attaining this skill, a library manager will be able to address disruptive impulses, display integrity, overcome internal obstacles, and readily seize future opportunities. It is crucial for the person in the leadership position to display positive emotions, get involved and be enthusiastic about work-related discussions, they should also seek to align their actions with their passions whenever possible.
The third imperative personality trait one must embrace is social awareness. This involves the skill of exhibiting empathy towards subordinates. Seeing things from someone else’s perspective, and acknowledging others’ values and beliefs can help library executives motivate and engage others. Empathetic leaders are good at developing and retaining talent, serving clients, and managing cross-cultural sensitivities. In the library world, directors and managers should make a conscious effort to understand and actively listen to coworkers, taking note of their body language, as it may say more than someone is willing to express out loud.
The last element on Goleman’s list is relationship management, which comprises the abilities to inspire others through a compelling vision, to de-escalate disagreements and to orchestrate resolutions. As an authority in the university’s library department, one should learn how to wield persuasive tactics and become the catalyst for collaboration and effective teamwork. It might seem counterintuitive, but emotion can be a valuable source of information when making rational decisions as it can directly affect the performance of the team and the library’s overall environment.
According to Goleman, there are six leadership styles that are based on an individual’s emotional intelligence and their way of handling people. There is no one good or bad style, in fact it would be best for a leader to master and practice a combination of all six, depending on the internal circumstances as they occur at their organization.
The coercive, also known as the directive leader usually demands immediate obedience. His or her competence is the drive to achieve, initiate and self-control. They use rewards and punishments as motivators. He/she delivers the most in times of crisis when very quick action is needed. The leader is confident in what actions need to be carried out to kick start a quick turnaround or deal with problem employees. For a long-term leadership strategy, if used excessively, this style will hurt the organization’s climate and overall performance. However, sometimes a “heavy hammer” is needed to obliterate projects that do not bring value or substantial profits.
The authoritative leader is usually a visionary. His/her go-to phrase would be “Come with me”. His/her strengths lay in self-confidence, empathy and being able to catalyze change. The leader with such an approach will give clear directions towards the end goal. This is the recommended style for library management since it has the strongest positive impact, as it appeals to people rather than controlling and dominating them. The next style is the affiliate one, where the preferred method is to create harmony and build emotional bonds. For this leader people come first as the underlying emotional intelligence is characterized by empathy, building relationships and communication. This leadership style works best when there is a division or a rift in a team that needs to be healed or during times of great stress, to motivate people, by creating consensus and drawing people to work together. An affiliate leader within an academic library would be a community builder, who grows the team based on their shared values, thus strengthening the overall culture and climate.
The democratic leadership style prefers to forge cooperation through participation. This type of leader is driven by tremendous ideals, rather than by common values. They try to draw in the conversations, to uncover the thoughts of their valuable employees. Their main competencies are collaboration, team building and communication. This leadership style is best used when aiming for librarians and other library staff to buy-in to the vision or consensus for the common objectives. On the other hand, is the pace-setting style, used by leaders who always set high standards for performance. These leaders’ best traits are conscientiousness, a strong drive to achieve and initiative, meaning they lead the way. Such executives seek quick results from a highly motivated and competent team. In a university library environment, this leadership style can often have a negative impact because the director or the manager is running ahead of the pack when the team itself may not be ready to keep up with the fast pace.
Lastly, there is the coaching leadership style. The preferred approach of such leaders is to develop people for the future. Their style in a phrase would be “Try this”. The acquired underlying emotional intelligence competency is empathy, self-awareness and developing others. This style performs at its best when help is needed to improve employee’s productivity or develop long-term strengths. The style has an overall positive impact on the climate of the team, because, in the case of library leaders, they will thrive to improve each member individually.
The directors, managers and senior members of the academic librarianship can assist the progress of their team by cultivating certain abilities such as communication, developing librarians, facilitating change, having a clear vision, cultural competence, and relationship building. As mentioned previously, there is no bad leadership style. However, if only one can be used, Goleman suggests using the authoritative one, and to try and avoid the coercive and peace-setting styles.
Hopefully this article has provided an extensive overview of emotional intelligence traits and the various leadership styles that can be implemented by an academic library executives, or even by the librarians and library staff themselves.
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