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The "Bibliotek i Endring" project...
Transcript of The "Bibliotek i Endring" project...
There are different ways of conceiving of
In a hierarchical view the assumption is
usually that information flows 'up' the
hierarchy. Upper levels have responsibility
for managing it, and policy and practice
flow back 'down' as a consequence.
Tagliaventi and Mattarelli (2006)
The Bibliotek i Endring (BiE) project
We wanted to map how information flows changed
across the HiB library over the course of this major
Last data collection sessions at both
locations have only just taken place
We have a significant amount of data on how academic libraries perceive themselves organisationally, and how this shapes their information landscape over time.....
and its role in managing the move to Kronstad
...because there are different ways of viewing
This is a common perspective but built
into it are assumptions about an organisation that -- from different perspectives -- do not necessarily hold.
But the 'conduits' -- the lines on the organisa-
tional chart -- are basically just perceptions.
There are several other ways of thinking about
how information flows around an organisation
and is managed therein.
One's position in a social network
has been shown to affect one's
ability to access information -- and
to help others access it.
e.g. early studies of how doctors shared
information about new treatments, or
Granovetter's classic 'weak ties' study
In this network Kirsty has a central
position. A lot of information flows
This may be partly or wholly indepedent
of the position she -- or rather her role --
occupies in the 'formal' organisational
Shared physical space
or objects: can bring different
groups together, to share insights
Funding: approx. 775.000 NOK from Nasjonalbiblioteket
at capturing how the reorganisation and
moving process affected information flows
Ketso (see www.ketso.com) -
a group concept mapping tool
6 sessions over 12 months,
Oct 2013 - Sept 2014
Mapping allows change to be recorded.
How is the 'information landscape' managed?
What tasks are prioritised?
What blockages exist?
Do sources change, or stay stable?
Two locations: the second intended as a 'control', though didn't work out that way...
However, of more interest here is how
the project methodology revealed issues of
at the time
, instead of months or years
Feedback from the other institution suggests
being able to take time out, reflect
discovering what other colleagues were working on, what they prioritised and why
having a visual representation
the kinetic nature of the tool, the act of moving things around
...helping to evaluate and manage
the change as it has taken place,
not just after the fact.
See also our paper in The New Review of Academic Librarianship, vol. 20, pp. 251-274
(Whitworth, A., M. Torras, B. Moss, N. Amlesom Kifle
and T. Blåsternes)
As for Høgskolen i Bergen.... that's up to you!
Tusen takk! Email: email@example.com Twitter: DrewWhitworth1