Everyone who teaches copyright uses the same metaphor, I think. Copyright is a “bundle of sticks.” A property owner is said to have a bundle, where each “stick” represents an exclusive right. I had not really thought deeply about this metaphor until it was raised at a conference I attended whose theme was what a new copyright law might look like. There was a lot of talk about the problems with the current law. Until then it had not occurred to me that one of those problems was the bundle of rights itself.
n my last column I summarized what “a slew of library managers” told me they do to develop professionally, as well as what they’d like their direct reports to do in the area of professional development. This time around I’ve asked a bunch of front-line librarians (public, academic, special, public services, tech services, special collections, etc.) what they’re actually doing in terms of professional development. After summarizing their responses, I’ll do a little comparison between the different sets of replies.
Once you get past The Chronicle of Higher Education and Inside Higher Ed, reporting on news developments in higher education—and thus shaping what is considered newsworthy—is scattershot. But as public interest in higher ed grows, it’s attracting more news coverage. Whatever the reasons, the growing level of national interest in higher education should be a boon for academic librarians who take their “keeping up” seriously. Done right, it’s a powerful form of personalized professional development.
With my co-instructor Kyle Jones, who is currently working toward his doctorate at the University of Wisconsin-Madison’s iSchool, I am mining the survey data from the Hyperlinked Library massive open online course (MOOC) that we taught last fall for 363 LIS professionals. With support from the San José State University School of Library and Information Science, feedback on the broad professional development opportunity we offered is providing some unique views of how models of online learning for library staff continue to evolve.
Over the past several weeks, decision-makers inside of the Capital Beltway in Washington, DC, have turned their attention to the federal budgeting process for FY 2015.President Barack Obama and Republican leaders in the U.S. House of Representatives have released starkly different visions for what our nation should be spending money on.
The new Ideas Box from Libraries Without Borders/ Bibliothèques Sans Frontières is fun, smart, and inspiring. The comprehensive vision behind it and the resulting design hold lessons for anyone interested in library outreach. It takes a significant step forward in framing an ideal outpost library that can reach into the gap as an element of humanitarian aid in the wake of a disaster when basic services and cultural institutions are unavailable or inactive.
Letters to the editor from LJ’s April 15, 2014, issue on net neutrality, unsiloed ALA programs, angry librarians, and tool libraries
Letters to the editor from LJ’s April 1, 2014, issue address Netflix versus net neutrality, the success of library literacy initiatives, and more on the evergreen subject of weeding, plus much more.
I’ve finally dumped Gmail forever. Though the process took quite some time—moving mailing-list subscriptions, changing profiles on websites that knew me by my Gmail address, extracting the messages I needed to keep, and similar chores—the relief of a little more freedom from Google’s privacy-invasive data mining has been well worth the trouble for me. I want as little as possible to do with a company that allegedly thinks trawling and keeping behavior-profile data from college students’ school-mandated, school-purchased email accounts without notice or consent is in some way ethical.
It took me decades TRULY to understand the qualities that make for great leadership. I am still surprised at how slowly I realized that the key strengths of great leaders are not command, control, or management skills. A great leader must have the ability to spot and hire excellent people; build a passionate, committed team; liberate everyone on that team; and then trust them with the autonomy and authority to make decisions, innovate, and test their inspirations and ideas in practice.