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Tuesday 1 December 2015

Here's what you missed

Well, nearly a year of increasing momentum has culminated in a month of HUGE change for me. So seeing as I'm gradually adjusting to the breathless pace of my life at the moment it's probably time to - er - stop and take a breath, right? I still believe that one of the most important times to slow down and reflect is when you feel like you don't have the time to do so. So here I go, putting my reflective hat on...

Err, not exactly what I had in mind. Source: Martin Thomas on Flickr.
Well, the headline, really, is that in November I left my job of 4 years at Trinity College Library to start a job at the Department of Engineering Library (probably abbreviated to CUED library from now until forever) as the Assistant Research Support Librarian. I've been asked how it's going a lot and it's hard to come up with anything more insightful at the moment than "WOW is it different!" That seems to encapsulate the majority of my impressions so far. Granted, many of them are more nuanced than that but I'm pretty sure the people asking me aren't asking for a point-by-point run down of the job description. But to provide a general summary, it's a role for a qualified librarian, so a big step up in that respect. Then add to the general differences between College and Departmental libraries a big difference in size of team, in culture and so on, it's quite a change. Fortunately it's a change that suits my personality and interests very well!
Source: Nicholas Raymond on Flickr.
Part of my inability to form many impressions, however, is that the library is actually currently being refurbished. We are supposedly getting it back this week, but the fact remains that at least the first month of my job has been in a hugely transitional phase for the entire organisation. On the plus side, not being in the library has meant the library has been embedded in the department in a very interesting way. We're currently in the new Dyson Centre for Engineering Design, complete with students walking through with robotic vehicles they're building, and a suite of 3D printers!
My job is primarily to support the researchers, PhDs and academics, but has also involved taking on Inter Library Loans, design work, some aspects of the online publishing of the research output of the department, getting involved with more Future Lib projects and getting to grips with our unfortunately patchy access to the British Standards. Another aspect has been lots of professional development. It means I've been rushing around to various courses, conferences and meetings which it would take too long to summarise. I hope to be able to use this blog more often to reflect on some of the things I'm working on and write up courses I go on, but we'll see what time allows.

So, goodbye Trinity! It has been a great place to work and I contributed to some projects I'm really proud of there (indeed, my final Labours of the Month blog post just went up today!), but I am also very thrilled to be taking on new challenges in an area that I have always had an interest in with CUED's brilliant team!
Goodbye, Yellow Brick Wren... Hello CUED Library! Source: David Gruar.

Thursday 23 July 2015

Library Inductions: Who, What, Where, When, How?

Do you know what an unconference is? Because I didn't until I went to LibCAMp, a Cambridge-based unconference on 21 July. So don't feel bad. (I still have to remind myself about the lower-case 'p'.)

I'm sure others will blog about the event, the various participant-led discussions, and of course there are always various Storify summaries to get a sense of the big picture. I specifically wanted to write my thoughts on the session I attended on library inductions, though, not because it was the most important talk of the day (the discussion led by two members of staff from the SPS library of what we as Cambridge Librarians can do to ensure services and resources are available to disabled students was - I hope - a major turning point on this important issue), but because inductions are part of what I do and for a couple years now I've been wondering how I can make them better. For this reason I thought it would be good to try to reflect and collect my thoughts on the session and maybe generate some ideas that would be doable.
Library induction tours are the first chance we get to talk to students about the library. We generally do four tours in the first week of term that last half an hour each, and attendance is entirely optional. Usually we'll get one group of around 25-30 and the rest have around 3-8 students. I've been following the format I learned from longer-serving members of staff, whereby we show them around, show the catalogue, explain borrowing, fines, rules for use and so on. The obvious problems with this are a) it's not very engaging - we try to ask questions, tailor the tour a little bit to the subjects people are reading etc. but not very much - and b) the first week of term for first years is a time of information overload, so I'm not sure how much information is actually sinking in from those sessions. Furthermore, the uptake is not great so come Lent Term there are a lot of people who still don't really know some basic things about how to use the library.

The pitch for the LibCAMp session was to share ideas on how to make inductions more engaging, so I was very keen to attend and hear what people might suggest.



Innovative forms of induction other libraries use include scavenger hunts, peer-led inductions, video/Vine inductions and hands-on sessions. Games were also mentioned as a possibility and in addition to SPRI's scavenger hunt, murder mystery style games were mentioned as something that other libraries around the world are doing. One of my favourite tips was to tell students that everything on the induction tour was something that a professor hadn't known, thus making it clear that it's normal not to have everything figured out and hopefully reducing the fear of asking "dumb" questions.

I was very pleased when the discussion moved toward User Experience (UX) and ongoing support. Many people agreed that inductions should not be thought of as a one-off session, but that we continue to communicate induction information through leaflets, signage, one-to-one troubleshooting sessions and so on.



In many ways the librarians present felt a tension between wanting the library to speak for itself - so that users could come in and accomplish their goals without ever needing intervention from library staff - and the desire to tell users what we think they should know. The problem is that we don't know what the gaps in knowledge are. Has everyone on the tour used a catalogue before? Have they already been told about search strategies? It's hard to know who will be bored by this basic information and who will be hearing it for the first time.

But the information overload of the first week – a factor over which we have very little control – may be a more critical factor in how students respond and how much they remember from the induction. That’s why it’s important to have induction information available at the point of need as well, or at least in a format that students can come back to when needed (like a postcard in their Freshers packs or a series of YouTube videos). The library should ideally be easy to navigate and the design should be unobtrusively helpful at the right points, meaning that inductions are not necessary in order to interpret the service.

I have been thinking about other kinds of induction that we might do and when we might do them. By the beginning of Lent Term, for instance, students will have gotten over the initial information overload and will have had personal experiences with library services. This seems like it would be a good opportunity to add some tips and tricks that will help students navigate the information landscape at Cambridge. I've been developing just such a course, adapted from Emma Coonan's "Here Be Dragons" presentation into a (hopefully) engaging look at "How to make the most of Cambridge Libraries". I would ask participants what barriers they've encountered using library services and tailor the session to address those issues, or if they don't highlight any issues then I can simply talk about tips and tricks to make better use of the library system at Cambridge. The problem with this approach is that one confusing, frustrating or otherwise negative experience in a library during Michaelmas Term may be enough to turn a library user into a non-user for the rest of their time at Cambridge.

For this reason I think it’s still important to have the initial contact of the induction tour and for students to have a positive impression of the library at this stage. I want to tell them: If you take only one thing away from the induction tour, I hope it’s that we’re here to help you do the best you can. We can then try to make the library experience easier through good design, through helpful staff and through ongoing training opportunities that emphasise what the library can do for users, "induction" will be an ongoing process of mutual development.

So I'm looking at a three-facet approach to inductions: the tour (Fresher's week), ongoing information/library literacy training and good design of library services and informational material. But how to make that initial tour inviting and engaging? Part of it is just being a friendly face, but I must admit I'm really tempted by the idea of a game or other hands on activity. But because we never know how many will be in a tour, I think it's likely we'd have to have people sign up if we tried to "gameify" the induction tours. It's something I'll definitely have to think about. At the end of the day, though, if students leave the induction tour feeling like the library staff are on their side and that it's not a scary place I will consider it a job well done.

What creative ideas have you heard for library inductions? Do you think they're useful or do you think the design of the library should tell users everything they need to know?

Saturday 11 July 2015

Work/Life Balance

By woodleywonderworks on Flickr

As far as first world, middle class problems go, few are as prevalent and perennial as the problem of balancing one's career with the rest of one's life. The thing is, dividing the problem into two parts - work, and then everything else outside of work - is a tremendous oversimplification. I don't know anyone's life who can be divided so cleanly. Even if you take kids out of the equation (which I have), you still have friends and family, fitness, mental/physical health, cooking, keeping your home and garden under control and maybe even altering it in fairly major ways, hobbies you love, classes you take, travel, decompression time by yourself... the list could go on and on.

Work is not so easily segregated into a single category either when you add to the day-to-day activities things like committees, special projects, long-term goals, professional development, relationships and networking etc. There are certainly times when I feel incredibly motivated to join everything, participate in everything, take on everything, and there are others when I am perfectly content to not have any challenges greater than a trolley of books to be labeled and a stack of archives to reshelve. So how does one cultivate all these disparate facets without burning out?

I used to think that achieving work/life balance involved stumbling upon the magic ratio where one's time was divided up into all the various hobbies, interests, social engagements and professional development activities and that was it. Once you'd settled on The Timetable you were good to go and the reason I hadn't achieved a balance yet was because I needed how to figure out how to divide all the hours of the day. But life doesn't work like that. Plans fall through or crop up unexpectedly, and, more importantly, I don't work like that. I used to think that balance was something I would have to impose upon myself because I'm the sort of person who dives passionately into one thing to the exclusion of others for a while, only to reemerge with a new passion a few weeks or months later.

The revelation for me has been accepting that balance is not a fixed ratio but a point that is constantly shifting beneath me in response to external circumstances and where my own energy and passion is guiding me. 

Balance means keeping some things ticking over with minimal effort/energy expended while I pursue my latest passion, but also recognising that whatever it is, no matter how passionate I am about it at the moment, it isn't the be-all-and-end-all thing I'm going to dedicate the rest of my life to. It's taken me over 30 years to recognise that pattern and understand how to make it work in my favour rather than feeling like it's a fatal flaw that will stop me from ever achieving balance.

Lately I've been working on riding the ebbs and flows of energy and making them work for me. Here's a brief run-down of the different facets that make up work/life balance for me and how I'm learning to maintain them without letting them take over:

Making - Although I'm not very artistically talented in any specific way, creative expression has always been very important to me, whether it's writing, photography, drawing, crafting, dancing, singing or curating (this includes things like putting together Pinterest boards and Spotify playlists). Sometimes I have absolute bucket-loads of creative energy and all I want to do is make stuff. This makes me seek out creative projects at work and/or at home. It's worth knowing that I can happily ride the wave of this creative energy for a while and accomplish a lot in a short space of time but that it will burn out pretty quickly, so I should be careful that I don't start so many things that I can't finish any of them before I dry up. Luckily, this sort of mood comes along pretty regularly so I can pick things up again at a later date when my creative energy is bubbling over again.

Moving - It's taken me a very long time to realise that I derive a huge amount of energy and happiness from being fit and active. As the sort of kid who loathed P.E. and organised sports, it was surprising to get to university and realise that I LOVE working out, I LOVE a physical challenge and I LOVE having a lot of movement in my life. I can turn sloth-like very easily, however, so to keep balance it's important for me to have physical activity be part of a routine. Roller Derby was great for this because even if I didn't feel like going to practice I would still go because it was an obligation. Then I'd invariably have a good time and feel better for it. Without the structure of Roller Derby, I kind of lost motivation for about 6 months, but I now have a personal trainer and I'm getting back into a regular schedule of exercise and feeling a lot better for it. It's good to know how important that discipline and routine of exercise is to my overall well-being so now I will try to keep that in mind as something that should be a part of my life at all times.

Learning - This includes reading, practicing something new, problem-solving, doing something unexpected, basically just introducing something novel into my life. Like "making", this is something that I can do at work by attending classes, developing my skills or just trying to do something in a different way. Sometimes I have a lot of energy to do this, while other times I really don't feel like I can take any more on because I'm getting overwhelmed and can't focus on anything. Once again it's about using the energy while I have it but not taking on too much because I know it won't last indefinitely.

Friends/Family - This one doesn't need too much explanation. If I don't have time to see friends and family, I start to feel super guilty and overwhelmed. Everyone needs time for relationships outside of work and this tends to need to be the most flexible aspect because it depends on when other people are available or need you to be in their lives. In my mind time with friends and family is never time wasted. It's the priority, even if it's not a constant.

For me the most difficult part of trying to strike a balance is accepting that I will not always have the same level of energy for particular activities - that it's a moving, shifting quantity and that my balancing point will differ from week to week or even moment to moment. When I have a lot of energy for a particular activity I find it very difficult to accept that it will change. At the time it feels like I can take on anything and everything and I have almost unlimited enthusiasm for a particular thing. Often it feels like a "Eureka" moment and it seems like I've finally discovered my calling in life as I practically fall in love with whatever the latest thing is. But this has happened so often in my life that I know now to be prepared for the bubble to burst, for reality to set in, and for my enthusiasm to wane as quickly as it arrived. It's not that I have no interest in it anymore, but I just have less energy and passion for it. I've never stopped being interested in astronomy, for example, but I stopped wanting to be an astronaut when I was about 15.

I don't think these things have been a waste of time simply because I didn't go on to "do" anything with them. It's nice to be able to contribute to conversations about astronomy, say, or at least know enough to ask questions of people who know it better than I do. Same with music, history, art and any of the other things I've been passionate about in my life. It's the newness, the learning, the dwelling in beginner's mind that makes it worthwhile. If I'm shaking myself out of routine and getting excited about stuff, it doesn't matter what that stuff is or whether I "do" something with it. At least I've kept things fresh and exciting. Maybe I'll never be a master of any one trade, but at least I'll have had an interesting life and taken advantage of my natural magpie-like tendencies to find my own individual work/life balance.

While you're pursuing your passions it's important to learn how to budget your finite mental energy by making as many other things automatic as possible. That keeps all the facets of your life ticking over at a base rate so that you're not abandoning your friends to do your hobbies, for example, or letting your physical exercise collapse completely when you're diving into a big project at work. The video below is a really good explanation of this idea. I highly recommend it!


So that's what I'm working on at the moment. I can feel myself shifting out of a very work-focused period into a time when I have a lot of physical energy, so I might need to consolidate my projects at work, maybe delegate a few things to my co-workers to keep the momentum going and use this opportunity to reflect on what I've done in the last month or so and what I can do better next time the career energy ramps up again. It might seem a little chaotic from the outside but I'm learning that this really works for me, so I guess I'll run with it!

Friday 19 June 2015

Tomorrow's Library Leaders

Yesterday I went on probably my favourite Librarians in Training course yet - a day-long workshop on leadership in libraries led by Jo Alcock and Andy Priestner. Since it lasted all day a summary of the course would be absolutely massive, so instead I will reflect on what the course made me think about. It certainly provided a lot of food for thought and I left with a head full of notions which will probably take me a while to put into any sort of coherent form.

The course structure ticked all the boxes in terms of learning styles and there were plenty of activities to keep the momentum up over the whole day.


The activities were nice and varied, some involving large group team work and some one-on-one communication. The workshop was less about specific leadership skills, however, and more an exploration of what leadership is, what types of leaders there are and so on. I felt like it could have tied back more strongly to our own leadership styles as I left wishing I could have had some feedback on what kind of leader I am. However, we were given a good tool for finding out through peer coaching, so I might give that a go in my workplace.

The only other thing I personally would have preferred would be a few more breaks to reflect throughout the day, as there was so much to think about that it got a little overwhelming for me. But I appreciated that they needed to keep everyone's energy up and I'm probably unusual in getting a lot of energy out of reflective writing. The whole day was rather self-reflective anyway, even if it wasn't in the form of quiet writing. It felt a little bit like a day of doing those online personality quizzes that tell you which of the Power Rangers is your spirit animal (only way more insightful).

I was surprised to learn a few things about myself, like how I'm more willing to give up happy memories than traumatic but transformation ones because they taught me important things about myself, that the goals of "making stuff" and "making people happy" are a non-negotiable part of my life and that in the Authentic Leadership model there are lots of values I'm drawn to but when it came down to it I chose Aesthetics. This was described as: "A need for self-expression and an interest in the quality, look, feel and sound of things. A close attention to and concern for the appearance and impact of their work." I chose this over Altruism, which I would have said was a more core value to me. But in terms of the triggers of what I've been working on lately it makes a lot of sense. I think I work at altruism and am more conscious of trying to be a good person, but creative expression is the thing I do without thinking - the thing that is so fundamental to me that it doesn't feel like work. That's not to say I'm particularly talented at creative expression, but it does fuel me and give me a lot of energy. These were really valuable insights that I will definitely keep in mind as I continue to try to figure out what kind of leader I am.

In terms of trying to figure out what kind of leader I am, the course didn't help me arrive at any conclusions. I even began to question whether I actually wanted to be a leader. But ultimately I think questioning this kind of thing is quite healthy. This is a transcript of the reflective writing I did directly after the course:

Why is the concept of "leadership" important to me? Why do I want to be perceived as a leader? I have this odd juxtaposition of wanting to excel, to be involved, to feel accomplished, and also to shy away from attention and praise. And yet "leadership" exerts a kind of fascination for me. I'm not really sure what kind of leader I hope I would be. If I am a leader already then I might be a transformational one. The problem of burn-out and the need to be able to handle criticism better resonated very strongly with me. Certainly I think I've been involved in a cultural change at work, but who is actually following me? No one? Everyone? Is it important to know who considers me a leader or who my "team" is? I guess I do need some recognition - or at least validation - if I feel this uncomfortable thinking of myself as a leader without external acknowledgment.

It's like when I was asked in a job interview how I thought my colleagues would describe me - I didn't know and the fact that I didn't know kind of frightened me. I am really uncomfortable with the idea of other people having opinions about me. But my god am I going to have to get over that if I want to be a leader. It's all about whether or not people feel motivated by you, supported by you, or intimidated by you. You have to be okay with people having opinions about you that are beyond your knowledge or control. You have to be okay with people not liking things that you do. So it begs the question, do I even want to be a leader and if so, why?

I have to say that I do. I think I have a lot of creativity and vision, but more than that I really enjoy working with the ideas of others. I care about others and about my work. I think I have a lot of energy and ideas to contribute and I'm not afraid of putting myself out there. Beyond that, I certainly have weaknesses and traits that might be considered problematic for a traditional leader: emotional immaturity, over-sensitivity, self-doubt, etc. But I can work on those, get out of my comfort zone and be self-reflective enough to learn from my mistakes.

Thanks very much for a really engaging and thought-provoking course, Jo and Andy!

Saturday 9 May 2015

ARLG: Communicating with our users.

Yesterday marked my first CILIP event as I attended the course "Communicating with our Users" as a delegate. The speakers were Angela Cutts and Emma-Jane Batchelor (Faculty of Education), Cambridge, Jane Helgesen (UEA), and Libby Tilley filling in for a poorly Georgina Cronin (from the English Faculty Library and the Cambridge Judge Business School libraries respectively), while the delegates represented a range of libraries from places like Norwich, Cambridge, Nottingham, Hertfordshire and Hull.

As a thoughtful and caring group of librarians, the delegates had little trouble answering the prompt, "Why communicate?" Reasons cited included understanding our users, building relationships, breaking down barriers and being able to better tailor our services. Of course there are ways in which communication benefits us in terms of marketing library services, busting myths about who we are and what we do and even simply informing people that we exist. But communication is very much a two-way street with benefits for everyone if it is done effectively.

Done poorly, communication is effort down the drain. Photo by Lucy Welch.

A quick exercise listing ways in which libraries can engage in real-time vs. any-time communication revealed the vast number of ways we try to communicate with users, but equally (if not more) significant are the ways in which we unconsciously communicate. We were asked to put ourselves in our users' shoes and imagine what is communicated to our users unconsciously when they step inside our libraries. Those libraries with grand atriums devoid of books and comforts might look imposing, institutional, or more like a hotel than a library. My library is much smaller but on walking in there are no clear directional signs and staff are practically hidden behind a ridiculously tall desk that my shorter colleagues struggle to even see over the top of. I have always felt that this physical barrier forms part of a larger psychological barrier between us and our students that keeps us from communicating.

The issue of formality vs. informality was discussed quite a bit and forms another unconscious method of communication. Whether you address users in emails with "Hi, ______" or "Dear _______", whether you wear jeans and trainers to work or have a business-like dress code or wear sparkly lanyards, whether your Tweets sound funny and human or like they were generated by a computer, these things can set the tone for communication and are very dependent on the user base at your library. Emma and Angela work with many professional teachers and as such they feel more formal communication is needed, whereas Libby is on first name, "Hi, ______" terms with her predominantly undergraduate student base. And while Emma and Angela have developed the implict dress code of "dress like a teacher", Andy Priestner and his staff at the CJBS library "embrace the informal" and dress in the same sort of jeans, trainers and other comfortable clothes that their users wear. It may seem of little significance but clothing, tone and other subtle ways in which we portray ourselves communicate huge amounts. It's not only what we say but how we say it that either breaks down or puts up barriers.

The only time I wear jeans to work is on Saturdays.

This gave me a lot of food for thought. In my four years in my current job I have only ever worn jeans to work on Saturdays (as in the photo above). I'm not overly formal, given that the orange converse, my Doc Martens with a hole in the toe and my brogues, which are in an advanced state of decay, have all made regular appearances at work. But I had always wanted to be recognizable as a professional, both because I look close enough in age to the students to often be mistaken for a student rather than a professional librarian and because I felt that if I dressed formally it would help communicate to students that librarians had more to offer than just stamping books. Also, it would not feel entirely right to supervise visiting readers at the Wren Desk wearing shorts and a t-shirt while many of them wear shirts and ties for the occasion. However, I will have to give serious thought to the discussions we had yesterday and the article I posted above. As Andy said, "Clothes don’t make you professional." Would it help break down the barriers between staff and students if I wore jeans to work during the week? Do the trousers, shirts and blazers instill a sense of confidence in students that I am a responsible adult who is capable of helping them? I don't know. As all of the speakers said, communication should be tailored to the user group based on understanding and in those terms I'm only just getting to know who our users are.

The main thing is to be strategic about communication. We brainstormed words that apply to communication for each letter of the SMART objectives acronym and it turns out that librarians are rather good at coming up with synonyms:
Putting thought into all of these aspects and tailoring them to your users will maximize the impact of communication meaning that your time is being well spent. Angela and Emma went on to look at specific examples of how they used multiple channels to communicate on a single aspect of the service. Their fun, engaging efforts were carefully timed, tailored to their users and were very eye-catching, but they always had a purpose behind them. Their "Will you be my borrower?" display for Valentine's Day, for example, generated crowd-sourced book recommendations. While they had fun making art-and-crafty DIY displays, the thought behind their outreach was methodical and I was impressed and inspired by how interconnected their displays, social media output and in-house events were. There was always a reason or a catch behind all the fun. It was always communicating something about the library's services but doing the double duty of helping users see the library staff as approachable and human.

I won't go into the excellent and exemplary case study presented by Jane Helgesen about communication with users during a project to redesign a space in the library. Suffice it to say that it provided me with many ideas about how we might approach a major redesign of the library if it ever comes to that. The main point I want to bring up from her talk was the importance of staff buy-in for effective communication. Faced with the difficult task of getting students excited about the library re-development (rather than irritated by the disruption to their studies), Jane ensured that everyone on the library's staff were well informed so they could give consistent, on-message information to students. Staff needed to be "clear and confident about what was going on," and their enthusiasm for the project could then spread to the library users. This was achieved through regular meetings, emails, and a shared folder that was regularly updated to keep staff in the loop and feeling empowered. It was a great example of how good communication is a holistic way of approaching libraries, not just a marketing tool to be exploited.

Communication is about understanding, give and take and being serious about not taking yourself too seriously.

You can get some different perspectives on what was discussed from the excellent live Tweeters by reading through #arlgcomms on Twitter. It was a great day, topped off with a tour of the Dawson Books warehouse, where Lucy and I, bedecked in hi-viz vests, came over all geeky about conveyor belts, industrial scale book shelves and a very satisfying machine that folds cardboard boxes. Thanks to the ARLG and the organizers of this event for a really nice day!

Lucy and I take a hi-viz selfie in the Dawson Books warehouse.

Thursday 30 April 2015

UX Studies 1 - Lessons learned from the Feedback Wall (that don't have much to do with feedback)

The Feedback Wall at my library has been ongoing since mid-February and was inspired by this post on the UKAnthroLib blog. I'll admit that my secret hope when putting it together was that we would get positive feedback in among the mixture of suggestions and criticisms, the way other libraries seemed to be getting. In hindsight, I know that was a lot to ask given the relationship we currently have with our students, and our feedback so far has been entirely criticism and suggestions. While it has occasionally been a bit wounding to the ego, a lot of good has come out of the Feedback Wall and we intend to keep it going. Hopefully we'll get to the point where we do start to get positive reinforcement from students, but I certainly know now not to expect it.

Along those lines, I wanted to share a few lessons I have learned during this process that have less to do with the comments people have left and more with the process of soliciting feedback in this way and about workplace culture.

1- You can provide all the bells and whistles you want as long as you also address the most pressing needs.

I had been feeling pretty good about the Feedback Wall. In response to feedback we've received in the last three months we've brought in pens for next to the catalogue computers, sped up the acquisitions process for recommended books, purchased USB DVD drives and book rests for students to borrow, acquired ear plugs to give out to students and relaxed our drinks rules to allow students to finish hot drinks in the Issue Desk area rather than outside the library.

However, one issue keeps coming up consistently: the students want a water cooler or drinking fountain in the library. It is our most common suggestion/complaint on the feedback wall and was one of the most common comments on our user survey last year. No matter what else we were doing, this issue came up again and again and, while I sympathise very much with the student perspective, there was reluctance from higher up to do anything about it. I feel certain it will keep coming up until we do take some kind of action. It has been an excellent lesson in the fact that even if you think your institution is being reasonable (i.e. bring in your own water bottler), the users do not necessarily agree, and it is important to address those concerns.

2 - No matter how hard you work, people will still find something to critique you on. There's a balance to strike between trying to meet every single need and not bothering.

As a library assistant I work very hard to make the library a positive place for students to work. I am one of their main human points of contact with the library and as such I am very invested in making sure they have a good experience. However, I am also in the position of enforcing rules and, as the person who keeps track of the Feedback Wall, representing the views and expectations of my institution to students. This is a very difficult position to negotiate, especially when your sympathies and the policies you are enforcing do not align.

Even if you could somehow meet every need thanks to an inexhaustible budget, incredibly flexible library space and a staff entirely comprised of the sort of service-minded, bend-over-backwards librarians we wish we could be, there will always be something that someone thinks you've done wrong or could improve on. If you're in a more flawed (i.e. real) library, there are lots of somethings users will pick up on. This can become overwhelming if you let it. Or, you can take things on as you have the capacity to deal with them, one step at a time. Like I talked about in my previous post, keeping your focus on the final goal of a perfect library is unattainable and will ultimately lead you to burn out. Do what you can, when you can. If you are smart about it, you can potentially have a big impact without wearing yourself out.

3 - Learn to not take criticism of your institution personally.

Most of the feedback has been constructive or at least polite, but there have been a few that have really gotten under my skin and made me feel truly awful. The worst actually cropped up this week and was about - you guessed it - water. Not only did the student feel that we were expecting people to "drink from the sinks like dogs" but wondered how long the library was going to "ignore" the issue. This hurt, particularly because I had been trying for months to find new angles and new approaches to get management to solve this issue. Even if it was not being resolved, it was certainly not being ignored.

That was a moment when I needed to step back and put myself in the shoes of the individual who wrote the comment. From their perspective, it must have felt like we were ignoring the issue. If students see that nothing is being accomplished, they assume that means that nothing is being done. It wasn't a personal critique, just an expression of frustration at what to the students must seem like a no-brainer issue because we haven't been able to adequately justify the library's position.


I think empathy is the key to negotiating these difficult situations. If you can simultaneously empathise with both parties and truly understand their perspectives, it makes creative problem-solving and negotiation much easier. The moment you let yourself get worked up and feel personally affronted, you shut down your ability to approach the problem from different angles because now you are simply approaching it from a defensive position rather than one based on understanding.

4 - If you really believe in something, don't give up arguing for it. Keep changing your approach until you can reach a compromise.

Everyone's heard the phrase "You have to pick your battles", right? I kind of have a love/hate relationship with that phrase. It's useful in as much as it can remind you about the finite energy, finite resources or finite flexibility you have to work with, as in my previous points. But when it comes to dealing with people, this phrase makes me very frustrated. "You have to pick your battles with ________, you know?"

To my mind this just excuses the other person from having to make compromises. I'm certainly not saying I want to be adversarial over every single issue. Indeed, the most effective approaches involve seeing the issue from the other person's point of view and addressing their concerns in a creative and civil way. But I don't think that you should let "picking your battles" excuse anyone from having to engage in conversation over your difference of opinion on important issues. Nor should you let it excuse you from having a conversation that you're nervous about having. If you truly believe in something, keep trying different angles, different approaches, different solutions.

Somewhere in the depths of the UXLibs hashtag on Twitter I saw a quote from a keynote address (I'm really sorry, I don't remember which one or whose tweet it was) about approaching service design using the same rules as improvisational acting. In improv, there's the idea of "Yes, and..." This is where actors doing a scene together always build on what was said before. They never shut each other down by contradicting the inventions of their fellow actors, and they keep the scene going by expanding and elaborating on what has just been said, no matter how off-the-wall it may be. There was the idea at the UX Libs conference that this kind of environment is ideal for design because it keeps creative momentum going. Maybe some of the ideas will be impossible or undesirable in the end, but as part of the creative process it's important to run with them anyway because what sounds like a mad idea may end up being the brilliant solution you've been looking for.

If you are lucky enough to work in a "Yes, and..." environment, it's likely that you have a lot of scope to innovate. If you work in a "No, but..." environment, chances are you find it difficult to stay positive and keep coming up with new ideas. I know that I can get very emotionally exhausted by keeping my own momentum going while being told why my ideas won't work, why things won't change and so on. I'm not saying that you should ignore your own emotional well-being and plug away at things until you feel like you're going to drop, but don't let yourself get discouraged on the issues you really believe in. In that sense, you really should pick your battles - make sure you're investing emotional energy in things proportional to how important you think they are. But it's worth remembering that there are multiple approaches to every problem and it would be a shame to give up before you find one that works.

5 - Don't pay for supplies for your research out of your own pocket.

This one doesn't need much clarification. If you're doing UX research for your library, you're doing it for them. If you pay for your own supplies you'll end up feeling like an idiot later on, believe me.

Saturday 25 April 2015

Right Livelihood: Becoming a Buddhist Librarian

“Hour by hour resolve firmly to do what comes to hand with dignity, and with humanity, independence, and justice. Allow your mind freedom from all other considerations. This you can do, if you will approach each action as though it were your last, dismissing the desire to create an impression, the admiration of self, the discontent with your lot." 
- Marcus Aurelius, Meditations
Source: www.tibetanbuddhistaltar.org

I've had a hectic week at work this week what with stressed out students facing their exams, dissertations due, events in the library and lots of smaller projects needing tending. Fortunately, that has propelled me back to my meditative practice, which had tailed off a bit of late. Facing stresses I have faced before with a relatively new set of skills and attitudes has prompted me to think a lot about how my exploration of Buddhism has shaped my approach to my profession over the last year.

The title of this post, "Right Livelihood", derives from one of the core tenets of Buddhism, the Noble Eightfold Path, in which the Buddha prescribed the way to the end of suffering. "Suffering", incidentally, is the most common translation of the Pali word dukkha, but it is not as extreme as we tend to mean it. For instance, I've also seen dukkha translated as "unsatisfactoriness". It refers to that feeling most of us have that something is missing, something could be better, or that we're falling short in some way -  a pervading dissatisfaction with the way our lives are right now that drives us to work harder, to acquire more stuff or to escape from it all. The Noble Eightfold path is a way of being in the world that works to root out the desires and aversions that drive dukkha, and it has echoes in Epicureanism, Stoicism and many other philosophical and religious practices the world over.

The Noble Eightfold Path is both less of a super-human undertaking than it looks and profoundly more difficult than it seems. It is not a set of commandments for how you must be all the time lest you face some divine retribution, nor is it something to which you can simply pay lip service. Walpola Rahula, a Sri Lankan monk and author, wrote that the facets of the Eightfold Path "are to be developed more or less simultaneously, as far as possible according to the capacity of each individual. They are all linked together and each helps the cultivation of the others." [The emphasis is mine.] Right livelihood (which can also be translated as "skilful" or "wise" livelihood), like all of the facets of the Eightfold Path, is not clearly and explicitly defined. Generally speaking it is any undertaking that does good rather than harm, which is ethical according to a Buddhist framework (in general Buddhism does not condone killing, lying, slavery or dealing in intoxicants) and which supports rather than hinders the individual's spiritual practice. However, it is up to the circumstances, the capacity and the judgment of the individual what right livelihood looks like in their own lives.
The Noble Eightfold Path. Source: beliefnet.com
Even with such a broad definition, right livelihood seems to generate anxiety in a lot of modern, especially Western Buddhists. Ted Meissner of the Secular Buddhist podcast has joked that many people seem to think the only right livelihoods available to Buddhists are along the lines of yoga teacher, monk or aquaponic kale farmer. I certainly struggled with this when I first encountered right livelihood, becoming deeply uncomfortable with the feeling that I was reinforcing a system of privilege through my own complicity. Ajahn Brahm observes, however, that, "It's not what you do but how you do it that makes all the difference."

This is the point at which the entire system of the Eightfold Path begins to work together: the "how you do it" point. What Buddhism is teaching me is greater mindfulness of the present moment, detached from old scars and prejudices picked up in the past, removed from perceptions of the future. With greater attentiveness comes greater patience and compassion. This can only be accomplished through good intention and effort. It is the quality of your work that matters, even if you are washing a dish or reshelving a book. If you are doing something with your mind wandering elsewhere, how well are you actually doing that thing? Right livelihood, then, is not connected to one's job title so much as putting one's entire self into one's work, whatever that work happens to be.

The "how you do it" also includes your relationships to other people; to your co-workers and library users. Think about a time when someone in a customer service role smiled at you or went out of their way to be helpful when you were having a bad day. That one small interaction cost them nothing but it improved your day dramatically. Think of all the people you smiled at or helped in your job today. Even if they didn't see you, even if they never know what you did, did you catalogue something in a way that will help a library user find it? Did you make sure the shelves were organised so they could retrieve it quickly? You form part of a service made up of people for the benefit of people. You facilitate the creation of knowledge, the spark of discovery and the joyous, frightening, silly, satisfying experiences of library users. Did you do it well and wisely? Did you bring compassion to your library's services? In terms of my fears that I was reinforcing privilege through my work, I think that unjust systems cannot be changed by turning our backs on them. If I bring compassion to the corner of the world I inhabit, to every person I meet and to the people I will never meet who use my library's services, I think that's all anyone is called on to do in order to make the world a better place. 

The most difficult part of mindfulness for me has been cultivating better self-awareness, including an awareness of my own flaws. It can be very uncomfortable to look at your professional and personal shortcomings, but it is ultimately an incredibly useful exercise. Not only can you learn to work through them or at least to work around them, but if you can look with compassion at the parts of yourself that you dislike the most you can certainly treat others with the same degree of compassion. Acknowledging my own egocentrism and my need for recognition was the most important step toward letting it go. Obviously it's still a work in progress but the minute I stopped shying away from it I was able to shift my perspective on my work and what I wanted to get out of it. It isn't about self-abnegation so much as the recognition that "myself" is no more than a useful construct for interacting with the world that can be let go.

"The beginner's mind is the mind of compassion.When our mind is compassionate, it is boundless." - Shunryu Suzuki

Beginner's mind, or "don't-know mind" is an important approach to life in Buddhism, especially in the various Zen traditions, that is very connected to the idea of letting go of self. Zen teacher Shunryu Suzuki said, "In the beginner's mind there are many possibilities, in the expert's mind there are few." As librarians we often need to market ourselves as experts in particular skills and competences in order to more effectively integrate our services into the teaching activities at our institutions. But while it is important to showcase our professional expertise, it is equally important to cultivate in our own minds a sense of curiosity and openness. Kristen Mastel and Genevieve Innes, two librarians writing about Mindfulness for librarians, argue:
"The benefit of a beginner’s mind, if one can cultivate and achieve it, is that one will then look at the world with fresh eyes, and can rediscover the joy of learning something new, of finding just the right article or book, the deep satisfaction of having a question or curiosity answered, a curiosity sated--experiences which excited one and first drew him into the profession. In beginner’s mind, we understand what it is like to be in new situation, to feel uncertain, to feel vulnerable. In the beginner’s mind, one realizes how important it is to demonstrate patience and understanding with ourselves and others."
Beginner's mind, then, is important to cultivating compassion for our users as well as finding joy in our careers. It can be frightening for information professionals to embrace something like "don't-know mind", but I think that if we are to develop a partnership with library users rather than an expert/novice or gatekeeper/seeker relationship it is important that we learn how not to be experts, to learn how to not know. Our users are the true experts on their needs and goals and approaching them with an open mind ensures that we have the best chance of understanding them.

Source: http://www.buddhistelibrary.org

In a previous post, reflecting on where I am at professionally, I mentioned a shift in focus from self-oriented goals to service-oriented goals. I said that I was no longer focusing on where I wanted to be in my career but what I wanted the library to be like. While searching for other librarians' musings on right livelihood I came across a wonderful article by a recently qualified librarian that I think sums it up perfectly: 

We new librarians need not be enlightened Buddhists to learn something from these teachings about the connection between ego and burnout. We bring high ideals to our work, as we should, but are doomed to burnout if we tie our egos to achieving those goals. We are never going to teach all of our patrons to be critical about their information sources. We will never have the funding to provide all of the information sources our patrons need. We will never convince all of our leaders that information needs to be free. Certainly, we can make progress toward these goals, perhaps tremendous progress, but there will always be more new technologies to master, more information to organize, more information needs to meet. Perhaps we will be able to face this constant onslaught without burnout if our goal is service, not personal accomplishment. - Roberta M. Richards
This resonated with me very profoundly. I was heading for just such a burnout when I began engaging with Buddhism because my ego was tied to goals. I was clinging to what I thought I ought to be, what my library ought to be, and that neither of us were there was a sign of deep personal failure. But the journey of a thousand miles begins with a single step (so says Lao-tzu). There's a Zen proverb I really like that goes as follows:
A young but earnest Zen student approached his teacher and asked the Master, "If I work very hard and diligently, how long will it take for me to find Zen?"
The Master thought about this, then replied, "Ten years."
The student then said, "But what if I work very, very hard and really apply myself to learn fast. How long then?"
Replied the Master, "Well, twenty years."
"But, if I really, really work at it, how long then?" asked the student.
"Thirty years," replied the Master.
"But, I do not understand," said the disappointed student, "Each time that I say I will work harder, you say it will take me longer. Why do you say that?"
Replied the Master, "When you have one eye on the goal, you only have one eye on the path." 
In all of our lives there is work that is right in front of us. It's probably not glamorous or prestigious. We may not earn any recognition or praise for it. But it's there and waiting for our attention. This also means knowing when to set your professional work aside because the work that is in front of you is the crucial work of self-care, of getting enough sleep, of spending time with your friends or hobbies. Right livelihood to me is about doing the work that is in front of you, as Marcus Aurelius said, with humanity, with compassion and with energy. That is where I have found happiness and satisfaction in my work: doing what is in my capacity to do, giving everything I have in that moment, with compassion for myself and others.

And, fortunately, the work is never finished.

I know that this is not everyone's cup of tea so I thank you for bearing with me if you've read this entire post. I hope it's given you something to think about. None of the things I have discussed is really inherently or exclusively Buddhist: they're ideas that can be explored by people of any - or no - belief system. That I am engaging with them through Buddhism is merely a reflection of my own personal resonances and proclivities, but it has been through dedicated engagement with these ideas that I am at the point I am now: both having travelled a great distance and having so much more ground to cover.

Friday 17 April 2015

UX study for a large college library


As I mentioned in a previous post, I am working on a series of UX studies over the coming months to gain a better picture of the experience of users of our library's services. I didn't want to cast the net too wide, because there is ongoing research by others on the experience of students using all of the libraries available to them, how libraries fit into their working lives etc. Also the final result of these studies will be a report that I will present to the Librarian of this college library with my recommendations for what we might do to improve user experience, so while a broader view will come into it, the focus of the study is on this library in particular.

Since there was some interest in what I've come up with, I'm posting a condensed version of the study design here and I will hopefully have the opportunity to do periodic updates on the results.

The core areas of investigation:


1)    What emotional relationships do users have to the college library?
2)    Where are we best at meeting needs/wants? Where are we failing?
3)    What insights can we gain into our role in students' academic lives?
4)    What goes on in the library?
5)    How do people relate to the spaces/services in the library?


Study 1: Feedback Wall


Based on the Speaking Wall introduced by Andy Priestner on the UKAnthroLib blog, the first phase of the study is a feedback wall in the library. This is already in place and has been ongoing since early February. I have been tracking the responses and while there have been quite a few issues that we could not resolve immediately (lack of water fountain, temperature, etc.) we have introduced quite a few new things to the library as a result, including new hand dryer for the male loos, pens on chains for the catalogue computers and we have ordered external DVD drives that will be borrowable by people whose laptops or tablets cannot play DVDs or CDs, since we have a large collection of both.

Anecdotally, I have noticed a slight increase in the number of people approaching the desk with queries since introducing the feedback wall and potentially they are approaching in a more open and friendly way (though it could be that my tyrannical campaign of saying hello to everyone who comes into the library is finally paying dividends).

Study 2: Issue Desk query tracking


On a sheet of paper, staff at the issue desk will put a tally mark under the most suitable category each time they are approached with a query. The categories are: Basic directional, Borrowing queries, Requesting supplies, Technology queries, Help finding a resource, Procedural and Other, with a blank space for noting down, if time allows, the specific query.

This study is primarily to supplement the others. I think it would be interesting to know what people are coming to a member of staff for in order to highlight what points of friction for which they are not coming to a member of staff. I wanted something really simple that would not be time-consuming for the front-line staff and the Cambridge University Library does something similar on an annual basis. I thought it would dovetail nicely with the rest of the studies.

Study 3: Student survey


Last year was the first year the library made any formal attempt to gather user feedback, which we did using a survey sent out to the entire student body. We had very good response thanks to offering an incentive for one person to be drawn at random (£25 Amazon voucher). The results were very interesting and led to a lot of small but cumulatively significant changes in the library for this academic year. This year we intend to do the same, but I am tailoring some of the questions toward specific things we want to know, like how many people know about various services we offer, how people would want to use the library if we had 24 hour opening and how they feel about non-borrowable duplicates of popular texts.

The advantage of surveys is their ability to get data from a large and broad sample of people. However, we learned last year that too many open-ended questions of that many people gives a muddy picture. In the end I spent hours and hours coding written responses in order to help them fit in with the quantitative data I was presenting. I did use specific responses to highlight the issues raised, but that data lacked depth. Therefore, I've kept open-ended questions to a minimum, though I did still want to give people the chance to leave written feedback if they did not feel comfortable using the feedback wall. The survey will be emailed to students near the end of Easter Term and once again an incentive will be offered, to be drawn at random.


Study 4: Behavioural mapping

This study comes from the lady herself, Georgina Cronin, UX Librarian at CJBS. Over the course of a couple of weeks she sat for hour long shifts in the library and observed 1) where people went, 2) what they were doing, and 3) how long they did it for. She mapped this information onto a plan of the library and created both a heat map and a coded map of different activities in the library.

This is going to be more challenging to do in my library as it is difficult to see multiple parts of the library at once. I may have to break it down into specific areas. However, I think it's worth doing because the library is not overlooked by staff so we don't really have any idea about behaviour in the library. At the very least I would like to make a heat map of where people sit most often and whether they are studying individually or working as groups, even if I'm unable to map activity and continuous flow through the library. This could give us an idea about where the most desirable seats are, how much the library is used for browsing, reading, writing and other activities respectively and whether any areas are conducive to group work.

One of the main challenges here is being unobtrusive. There is very much the feeling that the reading rooms are student spaces, such that when staff do walk through we draw a lot of attention. As a recognisable member of staff, will I be creating a distraction and/or changing the way people behave in the library? I'm still undecided about whether I want to try to do this by walk-through or by sitting in the library for long stretches as Georgina did. This might have to be a study that evolves as I learn what works in the space and what doesn't.

Study 5: Photo diary study


This is the study about which I'm most excited. It was mentioned in Georgina and Meg's class and was developed from Foster et al., though I have seen it in a few places, each time in a slightly different form. I plan to recruit about 5-8 students to photograph pre-made signs in locations they think fit the content of the signs. Several of them have blanks to fill in, so students can express frustration, boredom, annoyance, positivity, affection, and so on. The signs read:


I ____________________ THIS PLACE IN THE LIBRARY BECAUSE 
 
I _____________________ STUDYING/ WORKING HERE BECAUSE




WHEN I NEED A BREAK FROM WORK I COME HERE








WHEN I AM WORKING THIS IS PRETTY MUCH ALWAYS NEARBY



EVERY TIME I USE THIS I FEEL ________________________

THIS IS SOMETHING I WOULD SHOW A FIRST YEAR IN A TOUR OF THE LIBRARY BECAUSE


I will encourage participants to use as many or as few of them as they would like and to be as creative as they would like, taking photos within and outside the library with their own devices. As this is a more labour-intensive study for participants, each one will receive a gift card but will also be told that they have the right to leave the study at any point and dictate how their photographs are used. After the photographs are returned to me I will have a short interview with each participant to discuss what they chose and why. 

I'm hoping that because I am in contact with the Student Union president, who is very enthusiastic about working with the library to make improvements, recruitment will be a bit easier. I really look forward to seeing what people come up with on this, though.


Study 6: Storytelling/Open-ended interview


This study will be the last one I do so that I have time to build my own confidence and look at gaps in our understanding of our users. It is the most purely qualitative and the one for which I can do the least planning. Ideally, I would like the interviews to be a kind of conversation shaped by the interviewee, focused on their experience of using the library. This will hopefully generate very in depth information about how individuals relate to the library, problems they've had that we haven't found out about, how the feel about the space and the experience and so on.

Feedback spectrum: The types of feedback I expect to be generated by each study.

As you can seen from the chart above I have placed each of these studies on a spectrum based on what sort of feedback I would expect to be generated from each study. I did this to ensure that I was not looking solely at one type of data, nor at one aspect of the library experience but that I am building a relatively broad picture of library users.

The horizontal axis is adapted from the AEIOU framework discussed at the UXLibs conference and is also somewhat based on the discussion of the difference between tasks and goals in libraries. Tasks are finite and explicit, while goals are more implicit and harder to design for, but a successful library design takes into consideration users' goals as much as their tasks. Helping users achieve goals is the difference that makes some libraries great and others kind of "meh". It's much harder to put your finger on, but that's where qualitative data is especially useful.

Caveat (more for myself than anyone else):


It's important to remember to be flexible. While I have tried to design these with a spectrum of feedback in mind, I feel it's important to let the studies reveal things organically rather than forcing the results to conform to my expectations. This is my first time doing any UX/ethnographic studies so this is a learning experience for me and while I tend to like to rely on planning things to death before I do them in order to feel as prepared as possible, I need to make sure I'm open to going with the flow.

These studies are pretty much all based on the work of others so if I have failed to give proper credit I apologise.

Anyway, that's the plan as it stands at the moment! It's possibly a little ambitious for my first foray into UX studies but you don't learn anything unless you try.