The question “How can you transform a library?” arrives at a pivotal moment in our collective understanding of what libraries can and must become. Drawing from extensive research and post-pandemic insights, we’re witnessing a fundamental shift from libraries as book repositories to libraries as dynamic catalysts for community transformation.
Recent OCLC Research findings reveal that library leaders worldwide have identified four critical dimensions of change: agility, collaboration, virtualization, and space (OCLC Research, 2021). These aren’t just operational adjustments—they represent a our evolution in how we conceive of academic and local educational institutions. As Connaway and colleagues note, “The pandemic has accelerated changes that were already underway, forcing libraries to reimagine their service models and organizational structures” (Connaway et al., 2021, p. 12). We have developed models to support the transformation of library spaces and the utilization of those spaces. The simple genius of value creation is that everyone benefits.
Qualitative and Quantitative Space Utilization Studies
As I reimagine the purpose of qualitative and quantitative space utilization studies, I find that the assumptions that we made are starting to become reality. Before entering a library now, I reflect on how we can continue to build skills including math, writing and sciences at the library. So before any physical or digital transformation can occur, we must first challenge our fundamental assumptions about library purpose. The ACRL Standards for Higher Education emphasize an outcomes-based approach (Association of College & Research Libraries, 2018), but transformative libraries must go further: they must become living laboratories for community potential. They need to provide community using both physical and digital tools. This paradigm shift requires moving from service provider to community co-creator, transforming neutral spaces into sites of active engagement.
Mission of Librarians is to Improve Society
As Lankes argues in The Atlas of New Librarianship, “The mission of librarians is to improve society through facilitating knowledge creation in their communities” (Lankes, 2011, p. 15). Once you’ve identified a broad list of space options, the next step is to understand the service priorities. Every multi-issue plan requires you to make trade-offs.
Library Architecture
Here is where the Architecture of Possible Starts. Indeed, Space Utilization Studies as based on the possible. There are two main reasons: First, we need to update the spaces to make them more attractive. Cleaning up spaces makes a big different and new furniture transforms services. Second, functions change overtime and buildings are not always flexible without creative ideas and plans. For example, traditional space utilization studies merely measured occupancy and traffic patterns.
What should be considered is a transformative approach that includes strategic planning and best practices. This requires what I call “possibility mapping”—understanding not just how spaces are used, but how they could catalyze unexpected connections and innovations.
The Learning Spaces guide by EDUCAUSE demonstrates that effective space design must consider the psychology of learning environments and human-centered design principles (Brown & Lippincott, 2003). Key components of possibility mapping include:
Digital Physical Convergence
Over my career, the Digital-Physical convergence has made a big impact on libraries. Instantly creating value by updating the functionality of the library spaces and supporting the community by providing the types of spaces and services needed. The pandemic-driven innovations documented in recent research point toward a future where digital and physical experiences are impactfully interwoven. This isn’t about choosing between virtual and in-person—it’s about creating hybrid knowledge ecosystems (Cox, 2021).
Uniquely, Stanford University’s GroupSpaces exemplify this convergence, integrating collaborative software with physical design to enhance group learning and community building (EDUCAUSE, 2006). Today Libraries must consider implementing physical interfaces, augmented reality wayfinding, and digital library twins that allow full remote engagement in library programs. Just think there is a road-blocks library that you can visit anytime in the virtual world. There are a lot of tools in virtual worlds already.
Despite our best efforts community development needs to be interwoven into your planning. The ball is now in the communities court-and its the responsibility of the library staff and operations to support the growth of sharing communities. This is a most profound transformation. Basically, it occurs when libraries become engines of community capacity building. The ACRL Framework for Information Literacy emphasizes that students must become “active contributors to scholarly conversations” (Association of College & Research Libraries, 2015).
This principle must extend beyond academia to encompass entire communities. Most importantly, this is why libraries are so powerful, indicating the education funds would best be spent on independent learning buildings, spaces, services and programs.
Libraries can Transition
Libraries can transition from information gatekeepers to knowledge facilitators, implementing community knowledge systems that document local expertise and establish research partnerships addressing community challenges. Instead of investing in programs without an impact; think about how libraries have a history of impactful spaces and personnel.
Transformation Roadmap
The Transformation Roadmap is a practical workshopping method that we used for years. Basically, it is a pathway to consider during data gathering. It includes four phases: Deep Listening (community interviews and aspiration mapping), Prototype and Play (pop-up experiments and documented learning), Systems Integration (digital infrastructure alignment and role redesign), and Continuous Evolution (feedback loops and sustainable funding models).
Libraries provide civilization infrastructure that is more fruitful when there is investments. Our vision is to simply propose that our youth will be served better with more and more libraries and community spaces that support knowledge and skills building. What’s at stake in library transformation isn’t just better services or efficient spaces. As Palfrey notes in BiblioTech, “Libraries are not merely warehouses for books; they are crucial to our democratic society” (Palfrey, 2015, p. 7). In transforming libraries, we’re reimagining the social infrastructure that makes democratic society possible.
Experimentation
The evidence from post-pandemic innovations shows what’s possible when we embrace courageous experimentation. Libraries can become innovation labs, cultural bridges, and future-making spaces. The question isn’t whether to transform libraries, but whether we’re bold enough to transform them into what our communities need them to become.
References
Association of College & Research Libraries. (2015). Framework for information literacy for higher education. American Library Association.
Association of College & Research Libraries. (2018). Standards for libraries in higher education. American Library Association.
Brown, M., & Lippincott, J. (2003). Learning spaces: More than meets the eye. EDUCAUSE Quarterly, 26(1), 14-16.
Connaway, L. S., Doyle, B., & Cyr, C. (2021). The new model library: Pandemic effects and library directions. OCLC Research.
Cox, A. M. (2021). Exploring the impact of the COVID-19 pandemic on academic libraries. Journal of Academic Librarianship, 47(3), 102350.
EDUCAUSE. (2006). Learning spaces. EDUCAUSE.
Lankes, R. D. (2011). The atlas of new librarianship. MIT Press.
OCLC Research. (2021). New model library: Pandemic effects and library directions. OCLC.
Palfrey, J. (2015). BiblioTech: Why libraries matter more than ever in the age of Google. Basic Books.
