• Library Planning Research,  Space Planning,  work in progress

    Integrating Library and Learning Center? Careful Planning is Vital

    Conventional wisdom says that academic libraries need to provide quiet study space. But our research shows that students benefit from both quiet and collaborative modes of learning. Many academic libraries are now integrating tutoring, writing, math and science centers into their space, making the library both accessible and flexible. The library can also benefit from the activities generated by these functions.

    Integrating these distinct but related service areas requires careful planning. When making decisions,  focusing on unknowns can reduce overconfidence , according to DJ Walters. Carefully considering what is unknown can lead to better decision making. Walters studied areas ranging from military campaigns to medical treatments to corporate investments—when the outcome was poor, the organizations often focused on the known factors, not the unknowns. Over the last five years, we have utilized this strategy while integrating academic libraries and university services. Focusing on unknowns enabled our clients to make strategic choices.

    Our academic library conceptual design experience coupled with our academic programming experience will help your university, college or school explore new concepts in customer service, technical service, and strategic thinking. We are always building on our research; we analyze different learning spaces and explore the unknowns with educators, administrators and academic librarians. Contact our team: academic library consultant.

    LeMoyne Academic Library: Successful Integration of Library and Learning Space

    This learning space includes tutoring, writing, math, science services within the library.
  • Library Planning Research

    Assembling Your Knowledge Management Team

    It is good practice to periodically examine the “roster” of your digital or physical library team, to seek ways to improve it. When developing or evaluating a team, each member will have certain characteristics that make them well-suited for a certain role. We run organizational development workshops to help libraries and digital asset teams maximize their human resources.

    According to ACA’s 45 years of building program research, successful library organizations are made up of a diverse mix of job titles, which require diverse human characteristics. Librarians and Knowledge Workers can be specialists, reference people or technical services pros.  Aaron Cohen Associates, LTD work with library staff and knowledge management teams to identify and shape the teams and increase effectiveness.

    Below are characteristics of each team member; we developed these based on the Belbin team building framework.

    Resource Investigator

    • Their inquisitive nature helps them find ideas to bring back to the team.
    • Strengths: Outgoing, enthusiastic. A natural networker – the go-to person to test a new opportunity.
    • Challenges: Over-optimistic; can lose interest once the initial enthusiasm has passed.
    • A good person to follow up and build on research and delivery partnerships.

    Team Worker

    • The glue that keeps the team moving, using their versatility to identify the work required. The person that will complete the work on behalf of the team.
    • Strengths: Co-operative, perceptive and diplomatic. A great listener who can avert friction between team members.
    • Challenges: Indecisive in crunch situations; avoids confrontation between strong willed team members.
    • Will be hesitant to make unpopular decisions.

    Coordinator

    • Helps the team focus the library service objectives. A person who can draw out other team members and delegate work.
    • Strengths: Mature, confident, identifies talent and builds on it. Goals setter.
    • Challenges: Leaders can be manipulative; they can offload work to other members reducing team effectiveness.
    • Can delegate work others, leaving themselves with limied tasks or challenges.

    Management Consultant

    • A highly creative person that is good at solving problems in unconventional ways.
    • Strengths: Creative, imaginative, dynamic-thinking, concept / ideas generator and problem solver.
    • Challenges: Might not be able to focus; may be too preoccupied to communicate effectively.
    • Can forget the good ideas and try to develop additional ones when none is necessary.

    Assessment Evaluator

    • Assessment professional; a good person to make impartial judgement when required. A good person to weighs up the team’s options in a dispassionate way.
    • Strengths: Sober, strategic and discerning. A person that can see the options and recommend next steps accurately.
    • Challenges: Can be critical, lacks the drive and ability to inspire others.
    • Not all can make a quick decision. This staff member can be slow to come to decisions.

    Specialist

    • The project specialist has in-depth knowledge in a key delivery area.
    • Strengths: Dedicated, a self-starter and always moving forward with work. They will research and apply their knowledge management skills.
    • Challenges: May stick to the technicalities and not address the goals and objectives.
    • Can research a topic and overload if you don’t support their drive to find solutions to information resource needs/integration.

    Management Shaper

    • The staff member that will drive the team. This staff member will ensure that the team keeps moving and does not lose focus or momentum.
    • Strengths: Can handle the pressure and deliver. A dynamic staff member that has the drive and courage to overcome any knowledge management obstacles.
    • Challenges: A person who isn’t afraid to get in your face; Can offend people’s feelings.
    • Sometimes  need to get things done and they get aggressive, which can be harnessed to efficiencies when recognized.

    Implementer

    • A knowledge manager that can develop a workable strategy and carry it out as efficiently as possible.
    • Strengths: Efficient and Practical, reliable and driving. This staff member turns ideas into actions and organizes work that needs to be done.
    • Challenges: Inflexible nature can be slow to respond to new possibilities.
    • Can slow down positive change if they are too inflexible.

    Completer/Finisher

    • Every project needs a person who will polish and scrutinize knowledge management work for errors; Research requires the highest standards of quality control.
    • Strengths: Searching out errors is natural to a conscientious knowledge worker. It is important to finish the project with defined outcomes including key performance indicators.
    • Challenges: Knowledge workers can be reluctant to delegate tasks which slows down progress.
    • Perfection is a strength until it impedes the delivery of knowledge resources.
  • Library Planning Research,  Space Planning

    Modern Library Design Can Spark Innovation

    In our evolving digital world, change to library spaces is inevitable—and necessary.  Many times, programming and planning can seem like challenge with lots of risks: familiar spaces change as bookshelves, staff offices and seating is replaced, technology is updated, and daily library functions are disrupted. But it is a good time to embrace change:Library spaces that are reorganized to encourage collaboration can spark innovation.

    Library programming provides many benefits, whether the space is an academic, public or school library.  Our programming clarifies the functions to support libraries: we provide a list of the services and square footage needed to develop every type of space from a modern 3D visualization area to a traditional quiet research space.

    Each new library/learning space that we program is informed by user behavior. We make sure the layout and services are flexible, and that users are offered more collaborative encounters, group work and creative experiences. Contact us to find out more.

    • We develop programs for all types of users: academic researchers, public library patrons, students, families and more
    • Our analysis allows for new ways of working in the digital age
    • We have a vast portfolio of programs and plans that reflect today’s modern design

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    Contact Library Consultant

  • Library Planning Research

    Library Standards: Research Links

    Librarians around the world continually develop standards for services. We are interested in their assessment techniques as a way of assisting communities that want to model their future library. The academic library standards are essentially links to further reading on the subject. The links were developed by Philippine Association of Academic/Research Librarians (PAARL) to develop standards for library services.

    Webjunction has a wealth of resources — it has healthy serving of planning information to start a self study to improve your library. Whether planning a new building or renovating an old one, the website offers library planning research that will help you develop a detailed space plan that takes into account the space needs to meet the mission and service plan of the library.

    Howard University Library developed a simple pdf that will help make planning deliberate. Library Planning should be the preferred manner of preparing services in the future. Library Planning is the responsible means of fulfilling future community needs.

    British Library Standards was one of the first and most well-known study of service development. The guide provides standard levels of services that can support library development.

  • Library Planning Research

    Four Reasons to Verify Your Library Program

    Every year, libraries pour hundreds of millions of dollars into strategic planning, architectural and interior design efforts. At the beginning of these projects, the team should verify the needs and program the user experience. Yet for all the time and expense that goes into strategic planning, architectural and interior design plans, the library staff are typically ill-prepared for the work required.

    There are four basic reasons to verify your library program before investing in a new design. Doing so will:

    1. Enable accreditation where required
    2. Result in enhanced library services
    3. Ensure efficiency
    4. Reduce risk

    VERIFICATION IS REQUIRED
    In many cases, library program verification is required by the accreditation body or government. If this is not complete, the service plan will not meet the standards set forth. Although public libraries (PLA) or academic libraries (ACRL) do not have set standards to support program verification, program guidelines can be useful. They can be used to determine the size and scope of library and/or digital librarian services.

    VERIFICATION EQUALS MORE LIBRARY SERVICES
    Whether a reduction in staff is warranted is the most challenging question for library programmers. With new technology, many staff positions may be replaced by web-enabled services. However, they may turn out to cost more when outsourcing library services. This question requires a verification of the staff positions and a definition of staff job requirements to expand the delivery of excellent library services – both physical and virtual. After library programming, the staff can be better aligned with user needs.

    VERIFICATION IS ESSENTIAL TO ENSURE EFFICIENCY
    Verifying library service needs has become more important than ever during design. It is vital to understand how virtual services can be supported with flexible spaces. Academic libraries have responded to this need by investing in flexible furniture and new technology. During this transition, hiring a library consultant is a cost-effective way to gather feedback and prioritize what works and what does not work. The verification process creates a feedback loop for architectural and/or library services staff. It gives the team visibility on what can be expanded and what can be consolidated from the plan.

    VERIFICATION REDUCES RISK
    Lack of verification leads to doubts in the minds of decision makers. This slows down the library’s ability to react to changes in technology and user needs, in order to engage the user in new and exciting ways to use information. Worse still, a lack of verification can put improvements off for years or create a leadership vacuum. The analysis of the library service mix is one critical way to reduce risk and to create a sustainable operations plan.

    FIND OUT MORE ABOUT OUR WORKSHOP IN NEW YORK CITY ON NOVEMBER 3, 2017

    For libraries looking to learn about library planning and programming, join us – FRIDAY NOVEMBER 3, 2017 AT STEELCASE WORKLIFE – 4 COLUMBUS CIRCLE, NEW YORK NEW YORK FROM 9AM TO 4PM – CLICK HERE TO REGISTER FOR THIS ONE TIME EVENT.

  • Library Planning Research,  Social Library Issues

    Vision Lab: Single Purpose Education Buildings are Out

    In the education world, libraries are ready to become part of the learning experience. Colleges are trimming the space for open shelving and providing more space for reflective, collaborative and group project-based work. The space and storage requirements are not going away, which requires careful planning and adjustments to the program.

    The functions of libraries are clarified at Aaron Cohen Associates, especially at schools where the line of demarcation between social gathering spaces and serious work cause friction. During a recent library planning project, we looked at converting existing book stacks to accommodate interdisciplinary space to enable more scholarly research across all fields. We focused on data visualization and the need to accommodate to different types of learning behaviors.

    The Future Library / Vision Lab Concept is visualized in ‘The Contingency of a Pinball Machine‘ – In Tech Trends 21, the pinball is a visual metaphor of the user who is launched through innovation onto the playing board, with the ball representing value for all of scholarly communications, including researchers, libraries, and publishers.

    “The flippers that keep the ball in play are Human and AI assisted technologies that support the value chain process. Additional support propelling the ball is provided by institutions, both libraries and other institutional support infrastructures, as well as funding organizations.”

  • Library Planning Research,  library technology,  Social Library Issues,  Space Planning,  work in progress

    The Plausibility of a Virtual Library Concept

    Mobile devices once represented a “new frontier” in library service, offering more access and connectivity than ever before. Today, Virtual Reality (VR) applications represent the next wave in libraries. Motion-controlled technology will enable us to step into another world, no longer tethered only to the physical library space. Users will no longer be spectators but participants in the virtual library.

    This new technology offers exciting opportunities for knowledge management applications. For example, Kevin He, founder of Midas Touch, is developing physics-based animation games that incorporate real-world movements with the screen view. In the future, the availability of headsets will make it possible for library users to experience different worlds.

    VR technology growth is an indicator that things are changing in the research landscape: academic librarians and/or provosts looking to enhance research experiences need to pay attention this topic. Investment in a VR space will enable institutions to offer more value to students; these spaces and technology programs can further enhance student success. For example, a VR program might provide an enhanced experience such as being at the Grand Canyon, adding a new way for students to use information.
    Library planning for VR

    Planning these spaces will require new program ideas with a flexible library design. This isn’t about individual learning; virtual reality library will be a group space. Additionally, we will need programs and designs that offer safeguards for the distracted. Incorporating this new technology will require a library program that will help drive collaboration, knowledge and innovation in order to meet the needs of tomorrow.

    The five P’s–purpose, place, people, programs, and partnership–are a starting point for the library staff and knowledge management business teams. They will need to research how to blend library services in both physical and virtual worlds. They will need to offer cultural and educational experiences in both physical and virtual learning environments. VR technology has the potential to drive innovation, enabling research to happen all in one room or space. ACA can help libraries determine the hardware, software and spatial requirements for the virtual reality library.

    Below is a picture of Project Morpheus for PS4

  • Library Planning Research

    Value of Academic and Research Libraries

    What is the value of the library?

    Learning spaces need to be positioned to provide access, skill development and the right context for learning to grow. Come join us on Thursday, November 3, 2016 at Steelcase NYC to learn how to develop highly integrated learning spaces.

    Click Here

    Modern research libraries perform a number of critical functions: they provide space and tools for learning. The library’s capacity to drive opportunity and success in today’s knowledge-based economy requires proven methods for programming library services and operations. Whether it is change across all facets of the research organization; academic libraries have the potential to greatly impact education and learning. The library’s fundamental people, place and platforms are core to its mission.

    mary-idema-pew-library

    Reasons for Libraries
    1. Libraries offer a buffer between work space and home space
    2. They create social capital through group and collaborative learning
    3. They provide access to research materials
    4. They provide spaces that support all content formats

  • Library Planning Research,  Social Library Issues,  Space Planning

    Library Space Planning: The Third Place

    What is the third place? It is a library or community center, learning commons or co-working space. In a community or campus building, the third place is the library. It provides social surroundings separate from the two usual social environments of home (“first place”) and the workplace (“second place”). In the library planning world, the third place concept helps the project team search of answers. It helps us develop the library space plan with spaces for students and co-workers – young and old.

    According to Nancy Murrey-Settle (YALSA) “When 3rd Place is Good. Empowering Students in the Library” the high school library is one of the few places where students are given decision-making power. ‘ Sure, it is the decision-making power over their own actions, but, that is where empowerment starts. ‘ When they walk through that library door, decisions await. ‘ Where to sit, computer or table? ‘ Do they need to work, or socialize a bit?

    We remember Boarders Books and its periodical / coffee bar / newspaper reading areas, than Starbucks with convenient Wi-Fi locations to support mobile work. Now, Staples and Workbar are developing their own ‘third place’, offing co-working membership areas and prescheduled meeting spaces.

    The environment for work in the 21st century is changing, requiring academic and public libraries to think about their space differently. The Staples and Workbar project is an example of a high-end workspaces, conference rooms and private phones rooms that is part of the ‘third place’ transformation of work. The retail spaces are programmed to be between 2,500 o 3,500 sq. ft. and offer collaboration spaces as well as wi-fi, printers and ‘bottomless’ coffee and tea to keep the connectivity and productivity flowing.

    We think of the library as part of a hub and spoke network of learning spaces on campuses or in a community. Co-working spaces link students to project-based learning activities; they are often convenient locations with extended hours to support study activities on campus. The Pubic Library’s efforts to be a ‘third place’ provides co-working space for small business customers, independent professionals, startups and the mobile workforce. Below is an example of an adaptable Library…

    2016-04-20 09.52.562016-04-20 12.17.07

  • Library Planning Research,  Space Planning,  work in progress

    Learning Commons – Collection Development

    There has been a noticeable shift in the education environment, creating new challenges for anyone managing a campus, school or research institution. The buildings on campus are becoming more collaborative and student success oriented. The classrooms, hallways and dorms are morphing into a creative biosphere with areas for students to study in a variety of library-like environments. These are environments that allow for mobility in what we call a Learning Commons.

    The development of the Learning Commons requires a sustainable plan for development. The digital library has become a catalyst for interdisciplinary collaborations; spaces to work that is not isolated. It is a time when the library, schools and campuses need to evolve and transform into a more effective environment.

    Closely aligned with the development of the learning commons is the use of library collections in a sustainable manner. In the “The Art of Weeding | Collection Management by Ian Chant,”Circulation frequently rises after a weeding project, however counter-intuitive that may seem.” Most importantly, managing the collection helps the library manage its space and services. It means that the library can provide a variety of spaces for different types of activities, including collaboration, group meetings and quiet study.

    Sustainable collection development means more than weeding the library collection. It includes aging materials out and developing policies that help make sound decisions. Collection Development can be a self study or part of a library services and operations study. According to entrepreneur what Tony Hsieh, “you fail at something, you wonder how all these other people are doing it so effortlessly, but those ups and downs are part of every eventual success story.”

    2015look

    learninglab

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