Kinds of Intelligence | LJ Directors’ Summit 2025; Library Journal, December 2, 2025

Lisa Peet, Library Journal; Kinds of Intelligence | LJ Directors’ Summit 2025

"LJ’s 2025 Directors’ Summit looked at artificial—and very real—intelligence from multiple angles

If there was any doubt about what issues are on the minds of today’s library leaders, Library Journal’s 2025 Directors’ Summit, held October 16 and 17 at Denver Public Library (DPL), had some ready answers: AI and people.

Nick Tanzi hit both notes handily in his keynote, “Getting Your Public Library AI-Ready.” Tanzi, assistant director of South Huntington Public Library (SHPL), NY, and technology consultant at The-Digital-Librarian.com (and a 2025 LJ Mover & Shaker), began with a reminder of other at-the-time “disruptive” technologies, starting with a 1994 clip of Today Show anchors first encountering “@” and “.com.”

During most of this digital change, he noted, libraries had the technologies before many patrons and could lead the way. Now everyone has access to some form of AI, but it’s poorly understood. And access without understanding is a staff problem as well as a patron problem.

So, what does it mean for a library to be AI-ready? Start with policy and training, said Tanzi, and then translate that to public services, rather than the other way around. Library policies need to be AI-proofed, beginning by looking at what’s already in place and where it might be stressed by AI: policies governing collection development, reconsideration of materials, tool use, access control, the library’s editorial process, and confidential data. Staff are already using some form of AI at work—do they have organizational guidance?

Tanzi advised fostering AI literacy across the library. At SHPL, he formed an AI user group; it has no prerequisite for participation and staff are paid for their time. Members explore new tools, discuss best practices, complete “homework,” and share feedback, which also allows Tanzi to stress-test policies. It’s not a replacement for formal training, but helps him discover which tools work best in various departments and speeds up learning.

We need to demystify AI tools for staff and patrons, Tanzi noted, and teach ethics around them. Your ultimate goal is to create informed citizens; libraries can build community around AI education, partnering with the local school district, colleges, and government."

Leading from the Middle Insight and Advice for Department Chairs; The Chronicle of Higher Education, April 1, 2022

 The Chronicle of Higher Education; 

Leading from the Middle

Insight and Advice for Department Chairs

Inside Facebook's 'cult-like' workplace, where dissent is discouraged and employees pretend to be happy all the time; CNBC, January 8, 2019

Salvador Rodriguez, CNBC; Inside Facebook's 'cult-like' workplace, where dissent is discouraged and employees pretend to be happy all the time

"Former employees describe a top-down approach where major decisions are made by the company's leadership, and employees are discouraged from voicing dissent — in direct contradiction to one of Sandberg's mantras, "authentic self."...

"All the things we were preaching, we weren't doing enough of them. We weren't having enough hard conversations. They need to realize that. They need to reflect and ask if they're having hard conversations or just being echo chambers of themselves.""

Elon Musk Details ‘Excruciating’ Personal Toll of Tesla Turmoil; The New York Times, August 16, 2018

David Gelles, James B. Stewart, Jessica Silver-Greenberg and Kate Kelly, The New York Times; Elon Musk Details ‘Excruciating’ Personal Toll of Tesla Turmoil

"Mr. Musk said that “to the best of my knowledge,” there is “no active search right now.” But people familiar with the matter said a search is underway, and one person said it had intensified in the wake of Mr. Musk’s tweets. 

[The Tesla board “now must ask a sensitive but vital question,” our columnist writes. “What was Mr. Musk’s state of mind” when he tweeted?] 

In response to questions for this article, Tesla provided a statement that it attributed to its board, excluding Elon Musk. “There have been many false and irresponsible rumors in the press about the discussions of the Tesla board,” the statement said. “We would like to make clear that Elon’s commitment and dedication to Tesla is obvious. Over the past 15 years, Elon’s leadership of the Tesla team has caused Tesla to grow from a small start-up to having hundreds of thousands of cars on the road that customers love, employing tens of thousands of people around the world, and creating significant shareholder value in the process.”

Mr. Musk said he had no plans to relinquish his dual roles as chairman and chief executive.

But, he added, “if you have anyone who can do a better job, please let me know. They can have the job. Is there someone who can do the job better? They can have the reins right now.”"

Exclusive: Frustrated State Department employees hire attorneys, charging 'political retribution'; CNN, January 28, 2018

Elise Labott, CNN; Exclusive: Frustrated State Department employees hire attorneys, charging 'political retribution'

"This ambassador, and several other State Department officials said they don't think the problem is not only the result of the political whims of the White House but is also due to a combination of a poorly-managed redesign and distrust of the career employees by the State Department's leadership -- all of which has contributed to a morale problem that continues unabated.

Low morale

Multiple sources have told CNN morale inside the State Department is at the lowest level in years, largely because of the perceived talent flight and an insular and distrustful approach from Tillerson and his team that's being interpreted by longtime employees as evidence their input is not valued."

Murder (or not) at the Library of Congress?; Washington Post, 10/31/16

David Post, Washington Post; Murder (or not) at the Library of Congress? :

"In any complex organization, it’s crucial for senior management to be unified in their understanding of the organization’s mission and how that mission can best be accomplished. It seems fairly basic that any new leader is entitled to expect, at a minimum, that all of the members of her management team actually want to be part of the organization — that they see a future for themselves and their staffs in the organization. In the academic world, where I spend most of my time, everyone expects a new university president to make major, senior-level personnel changes when he or she takes the helm. Sometimes those changes come quickly — as when there is a sharp divergence of views on a matter central to the shape and identity of the institution. Sometimes they come more slowly, as time reveals more subtle conflicts or incongruities between a given administrator’s approach to his or her job and the new president’s vision for the future of the institution. Always, however, personnel changes come. They’re a normal and healthy part of institutional evolution, even if they produce some short-term disorientation.

We’ll likely never know the details of Pallante’s departure from her job. I’ll go out on a limb and suggest that the logical explanation is probably the actual one."