Update on possible academic client experiences of IL cluster & resulting thoughts about lib management cluster or subfactor/s

Well, I’ve started my lit review & am not terribly far in but it’s clear that academic experiences & understandings of info lit definitely needs to be a cluster.  It doesn’t look like there’s a bucket load of stuff since my last lit review, but there is definitely nice work out there & so far it’s looking like it does justify a cluster rather than a subfactor. As we’d expect, it’s phenomenographic work that’s providing the insights.

As I look at the findings related to academic clients’ experiences & understandings of info lit, I’m sometimes finding how these do & don’t coincide with standard librarians’ conceptions of info lit. This is interesting to me as it’s something that I have almost always tried to do – come to a shared understanding of info lit (in fact the library service as a whole) with my (student & academic) clients. Also, my approach has not always been seen as legitimate by the “info lit powers”. It has even been cited as a form of “disloyalty” to the library.

I have never understood how truly understanding clients & engaging with them could be a measure of incompetence or disloyalty but I’m starting to wonder a little differently about this now. If, when they were less powerful practitioners, these librarians didn’t produce strong info lit liaison outcomes, did they (subconsciously) learn to blame clients for the limited outcomes rather than look for ways to empower all parties in the “info lit game”? And, with this mindset of disempowerment, could they have become managers &/or leaders who can’t/don’t find ways to influence their organisations?

I wonder this because I have experienced some (not all) work environments where liaison librarians seem to be expected to turn around organisational culture as it relates to info lit without any or with very limited simultaneous & ongoing work from managerial roles higher up the organisational food chain. Is it just left to liaison librarians because these managers see no other option? Has their earlier blame mindset continued during their rise up the ladder & continued to disempower them in this area?

Does this suggest that there may be a library management cluster (perhaps of its own) or library management subfactor in some kind of organisational culture cluster that considers whether/how the ground for info lit liaison is appropriately prepared & nourished by the appropriate higher level library people? My early & very limited thoughts are in favour of a subfactor in an organisational culture cluster (should such a cluster be relevant). But this is just a note to self for future work. My priority is still the lit review on academic clients’ understandings & experiences of info lit & I’VE GOT TO STAY ON THAT TOPIC!!!!!!!!!!!!!!!!!!

 

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