by Eileen Davenport, Illinois Chapter, Business & Finance and Food, Agriculture & Nutrition Divisions

“It was the best of times, it was the worst of times…” this oft-used Charles Dickens quote describes the situation of all library/research and information center environments today. The idea of an “information economy” might suggest to some that any kind of knowledge repository would be a priority for organizations of all kinds, but paradoxically (and frustratingly), experience indicates otherwise. For further exploration, let’s look at the definitions. 

As a closet Luddite, I began with Webster’s New Collegiate Dictionary, copyright 1974.  Unsurprisingly, neither “information economy” nor “knowledge economy” appears, although “information retrieval” (the techniques of storing and recovering and often disseminating recorded data esp. through the use of a computerized system) does.  

The next step: the Oxford English Dictionary. That venerable resource does not include a definition for “information economy” but it defines “knowledge economy” as a cycle where growth is thought to be dependent on the effective acquisition, dissemination, and use of information, rather than the traditional means of production.  Sounds good to me.

 To be thorough, and in keeping with the rule of three, I also searched Google and Bing for definitions.

But even with a definition of what this type of economy is, what are the practical applications of being part of the information/knowledge economy? Knowledge and information is put on a pedestal, but information centers and libraries are not acknowledged as the base of that pedestal. Instead, this observer has come to view the situation as a kind of the-emperor-has-no-clothes scenario: everyone values information, but no one wants to fully fund it. And recent developments in my hometown illustrate this: Rahm Emanuel’s cuts to the library budgets exceed the definition of draconian – massive personnel cuts and further reductions to operating hours. And, even sadder: he can justifiably argue that his budget makes more provisions for public libraries than other major systems. Public library budgets are just that – public. What is going on in many private organizations is comparable, but not as widely followed. Most people reading this have experienced it, or at least know someone who has.  If not, please share your strategies. 

What we are left with is an information/knowledge economy where people have unprecedented access to information, but their understanding of and facility with that information is highly varied. Besides the other technological innovations that drive the evolution of the profession, the necessity of combining the center and the service is the next big challenge. Not only do we have to make our skills Future Ready, but the organization must understand that libraries/research and information centers are future relevant. How do we make sure that the concept is shared by the decision-makers?  Lacking the method depicted in Inception as a viable alternative, what works?  There must be a workable medium between the expanding entity of The Desk Set and the relic from Shooting the Past, mustn’t there?

Eileen Davenport works as a librarian for an investment bank and a community college in the Chicago area.  An avid reader of blogs, this is her first contribution to one.

This week, SLA Europe take over the Future Ready blog. SLAE has around 250 members in half a dozen different countries. We are a thriving network of information professionals: individuals and organisations within the UK and across Europe come together to benefit from each others’ knowledge and experience. All areas of the information profession are represented by our members -  specialist librarians, researchers, knowledge managers, business insight consultants, information scientists, editors, content specialists, graduates and academics and we’ve got representation in many different divisions.

Geraldine Clement-Stoneham, Europe Chapter, Academic, Biomedical & Life Sciences, Information Technology, Knowledge Management, Leadership & Management, and Taxonomy Divisions

Noone can really predict the future of our profession accurately, but we know too well that it is changing and changing fast. Good business planning in uncertain time involves the development of scenarios with associated plans of action, and an assessment of their likelihood. The assumption is that the best way to cope with uncertain outcomes is to have an array of possible responses available at all times, in the hope that one of them will provide a way to adapt to the new circumstances.

I believe that the same can be applied to career planning, and that the best way to prepare for the future is to seek new experiences in order to develop the ability to apply our core information management skills in different situations.  When we apply for a job, we tend to do so because our skills match the job description. Once we are in the job, at the beginning the new environment brings enough learning opportunities, but over time this gets harder as one settles in daily routines.

I have discovered throughout my career that unexpected activities I volunteered for enabled me to develop skills and experience which put me in a better place when time came to move on to the next job. I am lucky because I am a naturally inquisitive person, so I tend to look for new adventures all the time, having even been described as a “compulsive volunteer”! Whilst some might readily argue that an unusual activity is “outside the scope of their role,” and turn it down, I tend to accept if I think I can contribute valuably, and also get something out of it which I would find enjoyable (such as acquiring new skills).

My willingness to invest my time and skills in projects outside of my comfort zone has not only given me the opportunity to work alongside great people who shared their expertise, but also enabled me to influence outcomes and demonstrate the value of my professional knowledge. When I didn’t get the opportunity to grow my skills in my work place, I volunteered in my local SLA chapter. There I have been fortunate to work alongside people willing to share their experience and trust me to take initiatives forward. Today I know that I often rely on knowledge and skills that I have developed working on projects not mentioned in my job description. Many have demonstrated that to be “future ready” one must be flexible, and I would encourage everyone to seize new opportunities and develop new responses to a world that is constantly changing.

Geraldine Clement-Stoneham is an Information and Knowledge Manager at the Medical Research Council UK, where is she is responsible for knowledge and information management policies and systems, including records management, as well as the day to day management of a team of six. Her previous experience includes working as a researcher in a investment bank and managing an information unit for a large international law firm, providing support to lawyers and business development teams. She obtained an MA in Musicology and English from the University of Geneva in Switzerland, and an MA in Library and Information Management from University College London. She was the SLA Europe Chapter President in 2009 and currently serve as as the Membership Chair and an Alignment Ambassador. She is a member of the SLA Information Ethics Advisory Council.

by David Stern, Rhode Island Chapter, Knowledge Management, Physics-Astronomy-Mathematics, and Science-Technology Divisions

SLA is a great place to become future ready … because it is THE place where all the tools, knowledge, and opportunities exist to make you a more complete professional.

Where else will you find such a broad group of experts with comprehensive knowledge of the tools, the trends, and the bleeding-edge developments in the industry? Where else will you find a sandbox of the latest tools, with a cadre of colleagues ready to assist you and play in hopes of finding new applications? Where else will you find a risk-free environment in which to develop speaking, writing, management, and leadership skills? Where else will you find a ready-made network of librarians and industry colleagues interested in exploring new solutions to age-old or brand-new issues? Where else will you so easily find such a group of like-minded people, and develop life-long friendships?

And SLA does not just make you future ready by preparing you to face the rapidly changing information and knowledge world –  it also allows you to impact this future. In SLA you will be collaborating with vendors and publishing partners in order to influence the future. Be future ready and futuristic!

David Stern is Associate Dean for Public Services at Illinois State University. He is an SLA Fellow with prior service on the SLA Board of Directors, and as Chair of two Divisions and has spent numerous after-conference hours on the dance floors and at baseball games.

by Sam Wiggins, Europe Chapter, Legal Division

When I finished my library traineeship in a law firm at the end of August 2010, I thought that I had a good understanding of the skill set required to forge a career in the sector. I started my Masters qualification a month later, and continued to consciously think about the tasks required of a professional law librarian, and how best to learn about them during the year (MA qualifications in the UK are an intensive 12 months).

A little over 3 months in, I started to think more abstractly about the profession and its future; more specifically where new professionals fit into the picture. The world of the information professional is fast moving, and the tangible skills we possess need to be constantly updated, but it will be ideas that provide the means to stay ahead of users’ expectations. I fully appreciate that a solid skill set is a must; but it is the less tangible ideas that will shape how these are implemented in the future.

As a new professional I have less practical experience than most, and my perceptions of what the profession can offer to its users are still being formulated, but I do not look on this as a disadvantage. In fact, be prepared to challenge yourself whenever your perceptions of the profession become static, as it instantly stunts the opportunity for creativity, passion and the possibility of moving forward. Occasionally ideas can result in suggestions that may seem implausible at first, but often they can be implemented with a little time and thought. As a new professional, the challenge is to check this sense of aspiration against practicality, without diminishing these ideas. Aims will occasionally need to be scaled down to match solutions that can be realised, but those ideas can still be the start of something. It can be as small as questioning an established practice, or providing a sense of enthusiasm that filters throughout a team inspiring others.

When I enter my first professional post in September, I will lack the experience of other members of the team, but hope to bring a fresh pair of eyes to the table. Being Future Ready is therefore not only about the organisation itself but the people within it. And my suggestion as to what you can do to be future ready? Ask a young member of the team how they perceive issues. Encourage them to come out of their shell. The current crop of new professionals will become future leaders and managers; why not start to nurture them now, passing on that experience, blending it with the enthusiasm we have? Who knows, something magical might come out of that two way dialogue.

Samuel Wiggins is currently studying for his MA Librarianship at the University of Sheffield and upon graduation will take up the position of Information Officer for a London law firm. He can be found on Twitter (@LibWig)and writes a blog at libwig.wordpress.com.