A New Kind of Leader: Transition time at the Library of Congress; Library Journal, 7/1/15

John N. Berry III, Library Journal; A New Kind of Leader: Transition time at the Library of Congress:

"The Librarian of Congress needs to be a modern library administrator, capable of curating the great collections, leading the exemplary staff of more than 3,000, and keeping LC’s array of vital services current and on technology’s cutting edge.

LC must be led by a person who understands and not only can deal effectively with the huge cultural, economic, and political differences in America but can deliver information services that enlighten our Congress and the people of the nation. The Librarian of Congress must lead us out of the jungle of conflicting claims, rival demands, and legal interpretations that obscure our implementation of the rules and regulations of intellectual property and copyright.

Simultaneously, the Librarian of Congress must be an intellectual inspiration, with an acumen and articulateness that capture the attention of an argumentative society of free people struggling to govern themselves amid the tempests of a world so complex that true cultural understanding is rare and difficult to achieve.

If that formidable job sounds like the one most librarians work at every day, then that suggests an excellent place for our president to begin the search for candidates: in our nation’s libraries.

It is our duty, through ALA and through all of our most effective connections to government, to help the president find the right librarian to lead our national library. We all know she or he is out there ready and waiting to accept the challenge."

Iggy Azalea cancels Pride appearance, but critics wary; Pittsburgh Post-Gazette, 6/8/15

Chris Potter, Pittsburgh Post-Gazette; Iggy Azalea cancels Pride appearance, but critics wary:

"Organizers of this weekend’s Pittsburgh Pride activities announced Monday evening that Australian pop star Iggy Azalea, the controversial headliner for a Pride in the Street concert on Saturday, was canceling her appearance at the LGBT event.

It remains to be seen whether the move appeases critics of the Delta Foundation of Pittsburgh, which sponsors Pride.

“We’re sorry that our headliner choice caused a division within our community but we believe that change happens through conversation,” Delta said in a statement. “We are meeting with key LGBT leaders to start a discussion that will make our collective community even stronger.”"

Carnegie Museums president at center of controversy over Sweet Briar College closure; Pittsburgh Post-Gazette, 6/7/15

Marylynne Pitz, Pittsburgh Post-Gazette; Carnegie Museums president at center of controversy over Sweet Briar College closure:

"In August, Jo Ellen Parker arrived in Pittsburgh and became the 10th president of Carnegie Museums of Pittsburgh and the first woman to lead the nonprofit consortium...

Maggie Saylor Patrick, a former Sweet Briar board member, in a commentary in the Washington Post’s online higher education section, blamed the closing on “poor leadership” during Ms. Parker’s presidency from 2009 through 2014. Key people in power, Ms. Patrick wrote, “froze out the broader board membership and even fired members who disagreed with their policies.”

Sweet Briar professor Daniel Gottlieb asserted in the same Washington Post section that the college’s leaders “have made misleading through numbers an art form.”

In a third Washington Post online essay, Diane Dalton, a current board member, called the attack on Ms. Parker unfair, saying she displayed “notably strong leadership at a time when a perfect storm of external forces beyond her control was brewing.” Two additional board members wrote in a fourth Washington Post column that the school’s financial woes “had been building for decades.”

Bill Hunt, chair of the trustees of Carnegie Museums of Pittsburgh, said he is pleased with Ms. Parker, calling her “a strong leader and visionary thinker.

“When we were searching for Carnegie Museums’ new president, our search firm, Spencer Stuart, proactively recruited Jo Ellen based on her impressive career as an educator, a college administrator and a thoughtful leader. As she was thoroughly vetted by both the search firm and our search committee — which included detailed discussions with many individuals, including Sweet Briar’s board chair — it became apparent that we had found our next president.”"

Apple’s CEO Tim Cook: Diversity Is ‘the Future of Our Company’; Time, 6/8/15

John Kell, Time; Apple’s CEO Tim Cook: Diversity Is ‘the Future of Our Company’ :

"Apple’s CEO Tim Cook doesn’t mince words when asked about the importance of diversity: “I think the most diverse group will produce the best product, I firmly believe that.”

In an interview with Mashable ahead of Apple’s Worldwide Developer Conference (WWDC) Monday, Cook told the website that Apple is a “better company” by being more diverse. He says a lack of diversity in tech isn’t because women don’t want to be involved in the sector. Instead, Cook places the blame on the broader tech community saying generally, “We haven’t done enough to reach out to show young women that it’s cool to do it and how much fun it can be.”

Apple is certainly part of the problem. A workforce data report last year showed that just 30% of its global workforce is female. And leadership positions at Apple skew even more white and male than the broader workforce. Cook has in the past said he’s not satisfied with the numbers."

New Orleans Library Foundation Board Members Resign in Funding Scandal; Library Journal, 5/26/15

Lisa Peet, Library Journal; New Orleans Library Foundation Board Members Resign in Funding Scandal:

"Only days after a definitive victory at the polls, the New Orleans library landscape was making news again—but this time it was the Foundation, not the library itself, and the news was not good. On May 5, an investigative report by correspondent David Hammer for local New Orleans station WWL-TV revealed that between 2012 and 2013 Irvin Mayfield and Ronald Markham, who then served on the board of the New Orleans Public Library (NOPL) Foundation as chair and president, respectively, gave the New Orleans Jazz Orchestra (NOJO) at least $863,000 in funding originally given to the NOPL Foundation. At that time both Mayfield and Markham were also drawing annual salaries of $100,000 apiece from the nonprofit NOJO, Mayfield as its founder and artistic director and Markham as president and CEO.

The money was redirected to NOJO as an investment in the Peoples Health New Orleans Jazz Market, a renovated retail building in New Orleans’s Central City neighborhood that opened in April. The space currently serves as NOJO’s headquarters, a learning center, and a performance venue. The funds, Markham told Hammer, were earmarked for a satellite library installation within the Jazz Market."

Serving Two Masters | Library by Design, Spring 2015; Library Journal, 5/21/15

Ian Chant, Library Journal; Serving Two Masters | Library by Design, Spring 2015:

"Joint-use libraries, especially partnerships between public libraries and colleges, are rare but not unheard of. In an era of belt-tightening, pooling resources with a partner that shares many of your institution’s goals can be a tempting proposition for schools and cities alike. It’s complex, but as seen at the Tidewater Community College/City of ­Virginia Beach Joint-Use Library, opened in 2013, it can also be extremely rewarding.

While their missions are broadly the same, academic and public libraries differ in important details of their practices, from collection development to peak hours of operation. Where populations with varying needs collide, tensions can arise between students seeking study time and families coming for story time. Those differences mean that many such operations, says Virginia Beach Public Library (VBPL) director Eva Poole, don’t live up to their potential, becoming “roommates rather than partners.” That’s just what the staffers at the joint-use building are working to avoid, and the building was designed to make that teamwork easier to accomplish."

Getting Back on Track After a Leadership Failure | Leading from the Library; Library Journal, 5/6/15

Steven Bell, Library Journal; Getting Back on Track After a Leadership Failure | Leading from the Library:

"Fail often to succeed, we are told. Good advice, perhaps, if we are exploring new services or products. When leaders fail often, or perhaps even just once, recovery is difficult if not impossible. Leaders can learn from their failures and move on.

A colleague contacted me to ask if I would contribute to her book project. Targeted for emerging managers and leaders, the book would present a series of scenarios or case studies of difficult leadership situations. The contributors would write responses in which they offered solutions or suggestions to address that particular scenario. It reminded me a bit of the “How Do You Manage” case studies that Library Journal used to publish in every issue. My scenario related the sad tale of a rising leader who takes on a team project for the first time. It’s a dismal failure. For sure, this leader made multiple serious errors in managing colleagues and timelines. But my verdict was that the administrator who put our new leader in charge was guilty of negligent mismanagement and absentee leadership. How often this actually happens is a mystery, but I suspect it’s more often than we think. Owing to space constraints I had no room to continue with the next logical challenge. How does that administrator help get their emerging leader back on track after what is sure to be a confidence weakening experience? That’s why a report on leader failure and what to do about it caught my attention."

Oh, Those Clever Librarians and Their #Bookface; New York Times, 5/1/15

Rachel Kramer Bussel, New York Times; Oh, Those Clever Librarians and Their #Bookface:

"Yes, even libraries are thinking about rebranding in the digital age.

“When you think about the library, you think about written text, but what we’ve shown here is that we have a vibrant visual side,” said Johannes Neuer, the director of digital engagement at the New York Public Library.

Social media’s plays on book covers are, in part, a marketing gambit, library employees said.

It’s “a fabulous way to show how fun we are,” said Liana Flumiani, a library technician at the public library in Brantford, Ontario. That perception matters, she said, because too many people do not use libraries because they still think of them as places where people are welcome only to read and be quiet.

“We want you to ask us questions,” Ms. Flumiani said. “We’re not cranky and doing more important things. It’s not our space, it’s everyone’s space.”"

What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence; Harvard Business Review, 5/4/15

Andrea Ovans, Harvard Business Review; What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence:

"Two decades before Daniel Goleman first wrote about emotional intelligence in the pages of HBR, he met his holiness the 14th Dalai Lama at Amherst College, who mentioned to the young science journalist for the New York Times that he was interested in meeting with scientists. Thus began a long, rich friendship as Goleman became involved over the years in arranging a series of what he calls “extended dialogues” between the Buddhist spiritual leader and researchers in fields ranging from ecology to neuroscience. Over the next 30 years, as Goleman has pursued his own work as a psychologist and business thinker, he has come to see the Dalai Lama as a highly uncommon leader. And so he was understandably delighted when, on the occasion of his friend’s 80th birthday, he was asked to write a book describing the Dalai Lama’s compassionate approach to addressing the world’s most intractable problems. Due out in June, Force for Good, which draws both on Goleman’s background in cognitive science and his long relationship with the Dalai Lama, is both an exploration of the science and the power of compassion and a call to action. Curious about the book and about how the Dalai Lama’s views on compassion informed Goleman’s thinking on emotional intelligence, I caught up with Goleman over the phone. What follows are edited excerpts from our conversation."

Why the U.S. Copyright Office Wants to Run Away From Home; National Journal, 4/30/15

Kaveh Waddell, National Journal; Why the U.S. Copyright Office Wants to Run Away From Home:

"A federal office that has taken on the role of digital custodian and is now in charge of such 21st-century regulatory activities as approving mobile-phone jailbreaking and setting royalty rates for Internet radio says it needs out of its 19th-century home.

The U.S. Copyright Office has been part of the Library of Congress since 1897, and the office's director, Maria Pallante, told a congressional panel Wednesday it's time for a change, saying her office's hands are often tied as a part of the Library of Congress.

"The office's current organizational structure is under strain because the copyright system has evolved and because digital advancements have changed the expectations of the public," Pallante said in a written statement. She asked the committee to codify the Copyright Office's independence.

In many ways, an independent Copyright Office would operate much like it does now, Pallante said. Although part of a legislative-branch entity, the Justice Department has recognized that the Copyright Office behaves like, and should be treated like, an executive-branch agency.

In its current form, the office's uncertain legal status and subordination to the Library of Congress can create problems. A Government Accountability Office report last month found that the library's IT services, which the Copyright Office relies on, are stuck in the past and are detrimental to its work. And Pallante says it's difficult for her to hire the staff her office needs because of the conflicts between the mission—and the budget—of the Copyright Office and that of the Library of Congress."

Less Noise but More Money in Data Science; New York Times, 4/28/15

Steve Lohr, New York Times; Less Noise but More Money in Data Science:

"There is an apparent contradiction between the buoyant job market for big data practitioners and Gartner’s judgment that, on the perception scale, big data has moved from high expectations to what Gartner calls the “trough of disillusionment.” But, in fact, it fits a familiar pattern of technology absorption and use. Significant new technologies always take time to move into the mainstream as people and organizations learn to exploit them. It takes years.

The classic study of the phenomenon, “The Dynamo and the Computer: An Historical Perspective on the Modern Productivity Paradox,” by Paul David, an economic historian at Stanford University, was published in 1990. In it, Mr. David noted, the electric motor was introduced in the early 1880s, but its real payoff in productivity was not evident until the 1920s. It took that long for businesses to reorganize work around the industrial production line, the efficiency breakthrough of its day, made possible by the electric motor.

Similarly, it took a while for personal computers and the Internet to deliver big gains. And so too for big data, which harnesses computing, modern digital data and the software tools of artificial intelligence.

A report this week from Forrester Research described the challenge ahead. “Businesses are drowning in data but starving for insights,” the report began. “Worse, they have no systematic way to turn data into action.”"

Podcast: The New Yorker’s Susan Orlean on leadership; Washington Post, 4/24/15

Lillian Cunningham, Washington Post; Podcast: The New Yorker’s Susan Orlean on leadership:

"This week our podcast is with Susan Orlean, a writer at The New Yorker magazine and an author of several nonfiction books, including The Orchid Thief and Rin Tin Tin: The Life and the Legend. (Orlean is also the co-host of a podcast called "Crybabies," which explores the many and varied things that make people cry.)

In this conversation, Orlean talks about the craft of writing, how she transformed into a better storyteller, what frustrates her about the publishing industry, and her advice for finding your own narrative voice.

You can subscribe to our On Leadership podcast on iTunes to hear all of our weekly conversations on life, character and advice, featuring influential figures from across business, politics, science and the arts."

Recipients of Nation’s Highest Museum and Library Honor Announced; Institute of Museum and Library Services (IMLS), 4/21/15

Institute of Museum and Library Services (IMLS); Recipients of Nation’s Highest Museum and Library Honor Announced:

"The Institute of Museum and Library Services today announced the recipients of the 2015 National Medal for Museum and Library Service. The National Medal is the nation’s highest honor given to museums and libraries for service to the community. For 21 years, the award has celebrated institutions that present extraordinary and innovative approaches to public service to make a difference for individuals, families, and communities. The award will be presented at an event in Washington, D.C., on May 18.

These ten honorees exemplify the nation’s great libraries and museums and demonstrate outstanding impact and quality of programs, services, and partnerships, exceeding the expected levels of community outreach. They were selected from thirty finalists that were among institutions from across the country that were nominated for the honor.

The 2015 winners of the National Medal for Museum and Library Service are..."

How to Help Someone Develop Emotional Intelligence; Harvard Business Review, 4/24/15

Annie McKee, Harvard Business Review; How to Help Someone Develop Emotional Intelligence:

"If you are one of the unlucky people who must deal with a clueless colleague or a brutish boss, you’re not alone. Sadly, far too many people at work lack basic emotional intelligence. They simply don’t seem to have the self-awareness and the social skills that are necessary to work in our complicated multicultural and fast-moving companies. These people make life hell for the rest of us.

What can you do to turn these folks around and make work a healthier, happier, more productive place to be? Whose job is it, anyway, to fix these people?

If one of these socially awkward or downright nasty people works directly for you, it is indeed your job to do something. They ruin work teams and destroy productivity, not to mention morale. They’re little time bombs that go off when you least expect it — sucking up your time and draining everyone’s energy. They need to change, or they need to leave."

Ford’s ‘Right Way’ for Ethics and Compliance; Wall Street Journal, 4/21/15

Ben DiPietro, Wall Street Journal; Ford’s ‘Right Way’ for Ethics and Compliance:

"Raphael Richmond, Ford Motor Co.’s global director of compliance, has progressed from defending the company in court to working on its compliance with Securities and Exchange Commission rules to overseeing compliance for the company’s 187,000 employees worldwide. She talks to Risk & Compliance Journal about how the company instills ethics and compliance–“The Right Way”–throughout its workforce.

What is ‘The Right Way’ and how does the new ‘Right Way’ app change the way the company spreads compliance?

Ms. Richmond: Our global brand promise is ‘Go Further’–Ford Motor Co. will go further for our customers. When we thought about raising awareness within the company about compliance and ethics, we decided to build on that brand promise–go further the right way. We communicate around that idea with video messages from our CEO and other key executives.

We are relying on the app because we’ve got a global workforce with lots of different levels of experience with the company, in lots of different countries and markets. Most people carry their phones with them pretty constantly–our philosophy is less-effort compliance, let’s make it easy for you to do the right thing and more difficult for you to go outside the bounds and do something we wouldn’t approve of. I can train you over and over again on warning signals to look for for in business transactions, then what I need is for you to have this app handy so when you see warning signals you have a way to connect to get policy summaries that are bite-sized and easily digestible.

We’ve got information on gifts and favors, specific anti-bribery and anti-corruption advice, information on working together, and we even managed to include information about signs to look for with regard to human trafficking. The app launched [in March]. We’re aiming it at our workforce but also suppliers, dealers, anyone who might have an interest in seeing how we are doing things."

How to solve Silicon Valley's diversity challenges? Google has ideas; CNet, 4/18/15

Richard Nieva, CNet; How to solve Silicon Valley's diversity challenges? Google has ideas:

"But fixing Silicon Valley's preference for white males won't happen immediately.

"We have a lot more work to do," said Laszlo Bock, Google's head of people operations (Google parlance for human resources). "For a long time we'll have a lot more work to do."

But now the question is how, and he mentions part of it in a book on management he released this month called "Work Rules!" In it, he talks about the nuances of working and management at Google, including how the company nudges women to nominate themselves for promotions, as it is done in the engineering world. In an interview, another program he also talked about was a "Googler in Residence" initiative started with historically black colleges."

The Best or Worst Moment to Take a Risk?; Wall Street Journal, 4/14/15

Clare Ansberry, Wall Street Journal; The Best or Worst Moment to Take a Risk? :

"At uncertain times, why take a risk? When unmoored by illness, loss, or divorce, people tend to avoid further disruptions and cling to what anchors them—from relationships to routines to places. It is “especially hard to let go when you don’t know what [is] going to come next,” the late William Bridges, an author and consultant, wrote in his book “The Way of Transition: Embracing Life’s Most Difficult Moments.” Yet taking a risk is often what people need to move forward.

For some, uncertainty itself becomes a motivator. “If I’m going to do what I want to do, I better do it now,” says Susan Bridges, who was married to Mr. Bridges and is president of the consulting firm William Bridges & Associates, based in Larkspur, Calif., which helps people and organizations deal with change."

Starving for Wisdom; New York Times, 4/16/15

Nicholas Kristof, New York Times; Starving for Wisdom:

"“We are drowning in information, while starving for wisdom.”

That epigram from E.O. Wilson captures the dilemma of our era. Yet the solution of some folks is to disdain wisdom...

So, to answer the skeptics, here are my three reasons the humanities enrich our souls and sometimes even our pocketbooks as well...

First, liberal arts equip students with communications and interpersonal skills that are valuable and genuinely rewarded in the labor force, especially when accompanied by technical abilities.

“A broad liberal arts education is a key pathway to success in the 21st-century economy,” says Lawrence Katz, a labor economist at Harvard. Katz says that the economic return to pure technical skills has flattened, and the highest return now goes to those who combine soft skills — excellence at communicating and working with people — with technical skills...

Third, wherever our careers lie, much of our happiness depends upon our interactions with those around us, and there’s some evidence that literature nurtures a richer emotional intelligence."

New State of America’s Libraries Report finds shift in role of U.S. libraries; American Library Association (ALA), 4/12/15

Macey Morales, American Library Association (ALA); New State of America’s Libraries Report finds shift in role of U.S. libraries:

"According to The State of America’s Libraries Report released today by the American Library Association (ALA), academic, public and school libraries are experiencing a shift in how they are perceived by their communities and society. No longer just places for books, libraries of all types are viewed as anchors, centers for academic life and research and cherished spaces.

This and other library trends of the past year are detailed in ALA’s State of America’s Libraries Report 2015, made available during National Library Week, April 12–18, both as an American Libraries digital supplement, as well as on the ALA website at ala.org/americas-libraries and as a PDF file."

Can You Learn to Lead?; New York Times, 4/7/15

Duff McDonald, New York Times; Can You Learn to Lead? :

"Business schools’ foray into the teaching of leadership can be traced to mid-1977, when Abraham Zaleznik, a Harvard professor, published a paper entitled “Managers and Leaders: Are They Different?” The answer was an emphatic yes. Leaders were visionaries who got the troops excited to march into battle. Managers were platoon sergeants who actually marched them into battle.

But the questions were obvious from the start: Is leadership an emergent quality, both situational and context-specific? Or is it something you can actually teach? That is, can you be a leader without ever leading something? Business schools insist you can."

Interviewing While LGBTQ: The questions and issues you should think about on the academic job market; Chronicle of Higher Education, 4/6/15

Richard D. Reitsma, Chronicle of Higher Education; Interviewing While LGBTQ: The questions and issues you should think about on the academic job market:

"When I entered the academic job market I made a personal choice to be open but not chatty about my sexuality. That was partly necessitated because my teaching and research focuses on LGBTQ issues. I never hid my sexual orientation on my application materials, yet neither did I state it directly. I left it to search committees to infer.

Over the years, I have spoken to LGBTQ colleagues who took a variety of approaches on the academic job market. Some chose to be even more direct than I was, mentioning their sexual orientation and their partners in their cover letters and during interviews. Others chose to be discreet — and discrete — presenting a professional self neatly divorced from the personal. They had both a regular CV that listed everything about them, and a "closeted" CV on which all references to anything remotely LGBTQ-oriented (conferences, workshops, courses, publications) were scrubbed from the professional narrative.

Being LGBTQ on the academic market was a far more sensitive issue 10 years ago, yet it remains dicey for candidates in large swaths of the country. To help other LGBTQ people struggling through the interview process, I’d like to offer the following tips."

The CEO Who Took On Indiana's Anti-LGBT Law -- And Won; Huffington Post, 4/7/15

Alexander C. Kaufman, Huffington Post; The CEO Who Took On Indiana's Anti-LGBT Law -- And Won:

For Marc Benioff, the fight against Indiana's widely criticized "religious freedom" law was personal.

The Salesforce CEO was a leading voice in the national outcry against Indiana's Religious Freedom Restoration Act, which Gov. Mike Pence (R) signed last month. Critics argued that the original version of the RFRA would have permitted businesses to discriminate against LGBT people.

Benioff said his advocacy was an effort to help his employees and customers whom the law might have affected, something he describes as being key to his personal philosophy.

“I’m all for a healthy mind and a healthy body, but I’m also about having a healthy planet and a healthy country and taking care of others that don’t have as much,” Benioff, a habitual meditator, told The Huffington Post on Monday from his vacation home in Hawaii...

Benioff has long practiced the "stakeholder theory," a philosophy advocated by World Economic Forum founder and chairman Klaus Schwab, among others. The ideology views shareholders as second to employees, customers, suppliers, communities, trade unions and others who are affected by a company’s commerce. Imbued with a strong sense of corporate responsibility and connected with its community, a firm that's guided by these principles might, the philosophy suggests, earn greater profits over time, translating into higher returns for investors. It’s the corporate equivalent of building good karma."

How to Be Emotionally Intelligent; New York Times, 4/7/15

Daniel Goleman, New York Times; How to Be Emotionally Intelligent:

"What makes a great leader? Knowledge, smarts and vision, to be sure. To that, Daniel Goleman, author of “Leadership: The Power of Emotional Intelligence,” would add the ability to identify and monitor emotions — your own and others’ — and to manage relationships. Qualities associated with such “emotional intelligence” distinguish the best leaders in the corporate world, according to Mr. Goleman, a former New York Times science reporter, a psychologist and co-director of a consortium at Rutgers University to foster research on the role emotional intelligence plays in excellence. He shares his short list of the competencies."

The Authenticity Paradox; Harvard Business Review, January-February 2015

Herminia Ibarra, Harvard Business Review; The Authenticity Paradox:

"Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact...

Why Leaders Struggle with Authenticity

The word “authentic” traditionally referred to any work of art that is an original, not a copy. When used to describe leadership, of course, it has other meanings—and they can be problematic. For example, the notion of adhering to one “true self” flies in the face of much research on how people evolve with experience, discovering facets of themselves they would never have unearthed through introspection alone. And being utterly transparent—disclosing every single thought and feeling—is both unrealistic and risky."

4/7/15 3 PM EDT Webinar: Breaking Barriers: How Academic Librarians Can Communicate More Effectively with Faculty

[4/7/15 Webinar: Breaking Barriers: How Academic Librarians Can Communicate More Effectively with Faculty]

"Title: Breaking Barriers: How Academic Librarians Can Communicate More Effectively with Faculty

Date: Tuesday, April 07, 2015

Time: 03:00 PM Eastern Daylight Time...

Summary

Every aspect of the higher education ecosystem is changing—from libraries, to faculty, to administration, to publishers. Breaking down the barriers between these groups will inform a more collaborative partnership focused on managing change together. Through engagement with both librarians and faculty, some key themes appear to be emerging, such as a need for on-campus task forces, a realignment of the library’s role as resource center, and the increased responsibility of librarians to advise faculty on matters, such as copyright and various publication processes. Understanding these developments will allow librarians and faculty to communicate more effectively with each other and collectively achieve their institution’s mission.

Join us for a stimulating and perhaps challenging, but necessary discussion."