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Browsing Library by Author "Bunnett, Brian"
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Item Analyzing a Library's Organization: A Two-Year Perspective on Flexibility and Change(2005-10) Thompson, Laurie; Bunnett, Brian; Higa, Mori LouItem Citation Analysis in Ute Deichmann's Biologists under Hitler(2006-10) Bunnett, BrianPURPOSE: To examine Deichmann's use of citation analysis as a tool to conduct historical research. BRIEF DESCRIPTION: In her Biologists under Hitler (Harvard University Press, 1996) Ute Deichmann uses the Science Citation Index (SCI) in an attempt to prove that biologists who emigrated from Nazi Germany were cited more frequently - and therefore produced more influential research - than those who remained in Germany. This approach, in which citation analysis is treated as historical evidence, is thought to offer historians of science a new and intriguing tool to use in their research. The possibilities offered by this approach will be explored. The drawbacks to Deichmann's method will also be discussed. DISCUSSION: Deichmann's thesis, that the SCI can be used to determine the quality of published scientific research produced under repressive political conditions, deserves a careful study. Her use of citation analysis as a form of historical research is exceedingly problematic. But that should not prevent us from a further investigation of this method.Item Designing a Powerful Library: A Case Study on Reorganization(2004-05) Thompson, Laurie; Bunnett, BrianOBJECTIVE: To revitalize an organization too focused on supporting print resources and to align it with a primarily digital environment; to have the right employees doing the right jobs, increasing the library's efficiency and effectiveness. METHODS: Case study: Setting: an academic health sciences library with 22 professionals and 30 paraprofessionals serving a core clientele of nearly 20,000. The library had a flattened organizational structure. Departments were primarily responsible for the print collection, while interdisciplinary teams maintained and enhanced the digital collection and services. A more flexible organization with a clearer focus on the digital library, doing the right things (effectiveness) in the right way (efficiency) was needed. A task force of professionals and paraprofessionals developed a methodology and timeline to address the need. The task force used several methods, including group idea generation, individual job and team analyses, managers' departmental analyses, statistics, an environmental scan, and a literature review to refine the library's mission statement and create a new organization more clearly focused on the digital environment. The process was data-driven, flexible, and inclusive. RESULTS: A new organizational structure was implemented in September 2003. Minimal modifications have been made since its inception. New assignments were well-received; however, some initial confusion with unit charges needed clarification. All but three teams were retired as their responsibilities migrated to departments. A feature of the new organization is the Organizational Efficacy Council (OEC), which continuously evaluates the library's effectiveness and efficiency. The council's oversight is expected to ensure a library better aligned to meet the needs of the digital environment. The OEC experienced growth pains while defining its mission but offers an opportunity to mentor new members, and gives them broader perspective on library-wide issues. It is developing an evaluation methodology using a new strategic plan with goals directed to maximizing digital resources. CONCLUSION: Preparation, research, and communication efforts resulted in a more efficient and effective organization better aligned with the library's mission, positioning it to better accomplish the shift to a digital environment.Item Recruitment of New Medical Librarians(2001-10) Bunnett, BrianItem Redesigning a Library's Organizational Structure 1(Association of College and Research Libraries, 2005-01) Higa, Mori Lou; Bunnett, Brian; Maina, Bill; Perkins, Jeff; Ramos, Therona; Thompson, Laurie; Wayne, RichardThe evolution from print to electronic resources and services continues to pose significant challenges for academic libraries.This article presents a systematic, evidence-based approach to guide this transition, which resulted in an exhaustive reorganization of library staffing and services. The approach begins with the necessity of accumulating and then evaluating data on staff workloads and responsibilities. At the University of Texas Southwestern Medical Center at Dallas Library, this evaluation revealed that a preponderant amount of time was still spent on print-related activities that were no longer considered to be library priorities.The corrective actions taken to remedy this misalignment are then discussed.Item Transformational Skills in a Perpetually Changing Information Landscape(2006-05) Bunnett, Brian; Crossno, Jon; Lee, ReginaQUESTION/SITUATION: Librarians, at some point in their careers, are certain to take on responsibilities that are of an altogether different character from any of their previous work experiences. This paper will report on the need for information professionals to utilize transformational skills in a perpetually changing information landscape. SETTING/PARTICIPANTS/RESOURCES: Each of the authors has experienced change within an individual library setting, between types of libraries, and in geographical locations. By examining their personal experiences when they changed job titles, task requirements, and/or career paths, they determined skills and competencies not acquired in graduate school or subsequent professional development were often needed to effectively manage the change. METHODS: Several library associations have produced "core competencies" that are transferable from position to position, but many of these are transactional (i.e., task-oriented) in nature and are typically learned in library school or on the job. However, transformational skills (i.e., change-oriented) are also needed and should be emphasized, especially in a library environment that is evolving so rapidly. Examples of transformational skills include lifelong learning, adaptability, flexibility, openness, creativity, and initiative, which often are either learned haphazardly or ignored altogether. MAIN RESULTS: Future discussions of core competencies should address both transactional and transformational skills, especially those not learned in library school. To identify a starting list of such skills, a brief survey was distributed to targeted groups of local librarians, and the results will be reported. CONCLUSION: The authors hypothesize that core competencies for medical librarianship, including both transactional and transformational skills, should be developed. More detailed research is warranted to generate a complete list of skills. This could also have implications for broader areas of librarianship.Item Use of focus groups in a library's strategic plannng process(Medical Library Association, 2002-01) Higa-Moore, Mori Lou; Bunnett, Brian; Mayo, Helen G.; Olney, Cynthia A.