I haven’t been around much the past few days. There are a few reasons for that. We’re starting to bind journals again for the first time in months. I’ve taken over a number of knowledge management duties for the library that are forcing all of the librarians here to rethink their work flow models. I’m putting together a proposal for the 2006 METRO Digitization Grant for delivery in about three weeks. We’re integrating PubMed into our Article Linker subscription. And I’m working with my boss on getting our journal subscriptions evaluated and renewed, so there is a lot going on right now.
That said, while I wondered about how to deal with the knowledge management responsibilities, I got to thinking about what I learned from my 20+ years working with computers and how that knowledge helps me plan work both tactically (day to day) and strategically (quarter to quarter, year to year). I’ve always liked machines, and as I got older and learned to think more abstractly I found that I liked thinking about systems in general. (I was one of those truly nerdy kids –now a nerdy adult–who would wonder who first created the laser death ray and why everybody in one sci-fi universe or another seemed to have them. Did the inventor not patent the thing? Couldn’t he have licensed it to the army? To the Time Corp? What about antimatter bombs? Heck, while we’re at it, who invented the time machine? Did people pay royalties to H.G. Wells when they built their own? If not, then why not? And how big an economy does a planet really need just to build a single Super Star Destroyer?)
The point is that in my daily interactions with the librarians here it became clear that I know more about these things than most of them do. And that’s fine–reference librarians don’t need to know every detail about the information systems they use the same way a concert violinist need not know how to build a violin. But that lack of knowledge works both ways–there are some things our network just can’t do, or at least, can’t do without enormous additional resources (time, money and staff, but mostly time . . . and money). Even our library’s director–for whom I have enormous respect as both an administrator and a librarian–sometimes thinks of the system as a magic box that works like any ship’s computer on Star Trek.
Well, the world . . . she don’t work that way. What follows are some extremely basic and blunt thoughts on the things that the planners of Libraryland might wish to take into account if they feel so inclined. Think of it as a friendly and well-meant rant.
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