Message-Id: <9604040842.AA27154@mail.uni-muenster.de>
From: "Oliver Obst" <obsto@uni-muenster.de>
To: medibib-l
Date: Thu, 4 Apr 1996 09:39:41 +0100
Subject: (Fwd) Fusion von LIS und Library - aus Medlib-L
Hallo!
Eine interessante Diskussion aus Medlib-l ueber Vor- und Nachteile
einer Fusion von Bibliothek und LIS (Library Information System).
LIS haben wir zwar nicht (?), aber dafuer die - aehnliche -
Diskussion einer Bibliotheksfusion mit Rechenzentren. [Kompiliert von
T.A.King]
O.Obst
------- Forwarded Message Follows -------
[This thread ran over several days, and is presented here with repetitions
deleted, T.A.K]
aaaaaaaaaaaaaaa
Date: Mon, 18 Mar 1996 17:10:08 -0500
From: diane stone <mercy@IAC.NET>
Subject: Justify merger between IS and Library Services
I need to write justification as to why it would be advantageous for
Library Services to be merged with the Information Services Dept. What
are the benefits for both departments. If anyone has the time to respond,
I need to submit by Friday. A close working relationship would certainly
assist me in delivering the power of computing to my customers. What do
you think?
//////////////////////////////////////////////////////////////////////////////
Diane Stone
Mercy Network Library
//////////////////////////////////////////////////////////////////////////////
Date: Tue, 19 Mar 1996 14:00:29 GMT
From: Bill Braun <medprac@HLTHSYS.COM>
Subject: Re: Justify merger between IS and Library Services
Diane,
My response comes from general experience - I am not a
librarian.
I see one major advantage and one potential disadvantage. On
the advantage side, as you noted, you would gain access to some
resources that otherwise might not be available to you. This
could have a significant impact on your ability to serve your
customer base and improve their performance concurrent with an
improvement in your own performance (I mean that in technical,
efficiency terms).
On the disadvantage side, you run the risk of being in with
people who do not actually understand your role and purpose,
and may have a tendency to try to fit you into a structure and
programs they already have. This could be frustrating at best
and could lead to declining performance in the eyes of your
customers.
Given that you have a short time period to work in, I would try
to have an informal conversation with the people that would
work with you in a "report-to" relationship and try to get a
feel of how they see the union of the departments. If you
sense that they see it only in technical terms, I would
cautiously predict that you would be less than satisfied.
If they respond with a sense of understanding of your purpose
and role, you might have found a support system and some
advocates with whom you will have a very fruitful and
beneficial relationship.
Hope this helps.
Regards,
Bill Braun
------------------------------
Date: Thu, 21 Mar 1996 06:43:50 -0800
From: Harbor Hospital Center <spwanlay@CLASS.ORG>
Subject: Re: Justify merger between IS and Library Services
I agree with Bill Braun's comments. IS Department is normally a big staff
Depatment and Library is a small Department. If these two are merging,
eventually your librarian's role will be replaced or diminished by non
librarian. It is a sad situation and environment. I don't see any
advantegeous from this merging business.
------------------------------
Date: Thu, 21 Mar 1996 11:44:57 -0500
From: Millard Johnson <zendog@INCOLSA.PALNI.EDU>
Subject: Re: Justify merger between IS and Library Services
I would not necessarily agree with the comment copied below. There are risks
but a merger, defined carefully can be beneficial. The risk of competition
for $, staff, and space can be fatal. If you decide, going in, that the librari
an is
responsible for content. (That is what the user sees/reads) while the IS person
is responsible for hardware, software and telecommunications, it could work
well for all. Who administers the group is the sticky bit. There is not much
evidence to believe that IS folks are better administrators than Librarians.
Millard Johnson
------------------------------
Date: Thu, 21 Mar 1996 14:13:51 EST
From: "Jeinnes @Bix.Com" <jeinnes@BIX.COM>
Subject: Re: Justify merger between IS and Library Services
At this company, the library is part of the Information
Services Department (actually, here it's called Information
Technology). When the company was reorganized, I had the
option of moving to IT or to the Public Affairs Group. It was
acknowledged that neither was a "perfect" fit but it was left
up to me to make the decision. I chose the IT group because of
my own computer background, and I believe there is more
long-term stability in the IT group. That was almost 2 years
ago. The biggest issue that evolved after the move was that
the Library lost it's identity within the larger group. I
suggested that the larger IT group be separated into smaller
branches and now there are three different and distinct areas
of IT: Library and Information Services, Technical Services,
and Application Development.
I am in a group with people who don't share the same interests
or perform the same work as I do, but on the positive side, all
of us have the opportunity to expand our knowledge in unknown
areas. I see issues very differently than most of my IT
colleagues. At staff meetings, I only understand about half of
what goes on, but that's more than I understood a year ago and
I believe they understand more about the library than before
the merger. One big positive is that I have no problem
receiving state-of-the-art hardware and software and if I have
any technical problems, a team member is always quick to
respond.
I don't think the issue of where in the corporate structure the
library is placed is as important as having the support of the
department head/team leader. Too often the Library doesn't fit
smoothly anywhere. In my case, the decision to align with IT
was a good one.
Jane Ellen Innes
Corporate Librarian
Michigan Peer Review Organization
Plymouth, MI 48170
jeinnes@bix.com
------------------------------
Date: Thu, 21 Mar 1996 15:09:52 -0500
From: Nancy G Washburne <ngwash@ASTRO.OCIS.TEMPLE.EDU>
Subject: Re: Justify merger between IS and Library Services
The advantage is survival . In the increasingly lean & mean healthcare
delivery market the integration of information systems to centrally
manage & efficiently access all patient care records & information is a
must...everything from QA through utilization data through patient
satisfaction needs to be easily accessible electronically. Since in the
end all medical informatics in healthcare delivery institutions serve the
bottom line--patient care--the information librarians retrieve for our
primary users (physicians/medical researchers) belongs in the information
chain too. Who is better equipped to deal with information that
librarians, trained to use objective analytical skills & to be
imaginative & fast in getting information to all users? I feel that if
we are not part of all medical informatics networking we are missing an
opportunity to increase our professional reputation & perceived value.
Also that we are faced with being either part of the steamroller or part
of the road...to survive we have to seize opportunity in any form &
change to be valuable no matter what.
Nancy from Temple
ngwash@astro.ocis.temple.edu
------------------------------
Date: Fri, 22 Mar 1996 19:40:00 -0500
From: Dodd M <DODD.M@GAIN.MERCER.EDU>
Subject: Reply to: RE: JUSTIFY MERGER BETWEEN IS AND LIBRARY SERVICES
Merger between IS and the Library and/or Medical Records and the Library
would probably have the same effects mentioned by Bill Braun.Instead of me
er, you may want to concentrate on the roles of the library/librarian in
assisting and enhancing IS's and/or Medical Record's and/or Patient Educa-
tion Committee's roles overall in stressing "patient focused care" and an
informed, satisfied customer/patient-IS staffer-MR staff, etc.That way the
library's/librarian's position is enhanced, given more respectability in
the overall process of "Customer Service" working side-by-side with JCAHO's
recommendations for library services. We need to show how the library will
always be needed. Yes the INTERNET is great, Yes CD-ROM is great, but
no one
source has it all. That's why we have to step forward and show our value as
a major component in the total network for provision of information
services.
Be open to suggestions; weigh the pros and cons; and make your decisions
with informed knowledge of your institution's goals, policies and procedur
es
Working in harmony can be difficult when everyone is vying for their piece
of the pie. Make it easier to compete by showing the real value of the
library and librarian.
Good Luck! Margarette
------------------------------
Date: Thu, 21 Mar 1996 19:03:02 GMT
From: Bill Braun <medprac@HLTHSYS.COM>
Subject: Re: Justify merger between IS and Library Services
This thread is a good example of how multiple views of the same issue can all
have merit and to some
extent all be true. Millard raises a good point on the question of steadily
declining resources and
the specter of competition. My original comments, at least as I reread them,
seem to be in line
with Millard's in the sense that access to resources is vital.
The conflict between who is responsible for the storage of the information and
who is the
guardian/custodian of the information and who determines how the information is
used for the benefit
of the end user (customer) has been played out in many arenas. Hopefully the
lessons learned in
those arenas (by the IS folks) will allow both parties to see their respective
contributory roles to
the reason WHY the library exists in addition to what tasks and activities take
place within its
walls (bricks and mortar or otherwise).
Regards,
Bill Braun
Date: Sat, 23 Mar 1996 08:16:49 -0500
From: "John R. Clark" <jrclark@SATURN.CAPS.MAINE.EDU>
Subject: Re: Justify merger between IS and Library Services
Hi all,
I feel I should share a slightly different perspective. I'm happy as
all get out to be part of MIS here at AMHI. For the first 8 years I was
the librarian, I was under rehab services (activities and OT), my
supervisor's concept of the library was that she could walk through about
once a month to see what new magazines we had on the giveaway table in
the Col. Black Library (patient library). I was essentially working in
an inappropriate department for someone who went beyond the working
definition of clueless. This was particularly frustrating in terms of
trying to innovate, get new technology, expand programs, get reference
materials updated, etc.
When I was suddenly moved under MIS, and began working for someone who
was a disciple of Deming as well as someone who understood that creative
thinkers are best when turned loose-the scope and quality of both my
services and my work life increased 500%. While this hasn't by any
stretch of the imagination addressed the 'fry' factor of being an OPL, I
have a real budget for the first time, can run with brainstorms, am part
of the Expert Knowledge Committee and the EKC subcommittee that is
overseeing training in a migration from MS products to Lotus SmartSuite
for all institute employees. I'm more overworked than ever, but at least
when I come up for air, I gulp in pure stuff-no pollution.
Besides...I've been able to add 6 new journals this year because I worked
for someone who REALLY understood what I was showing him in terms of
borrowing patterns and changes in the information flow in mental health.
I guess one big factor in how this migration shakes out is where you
are now and what the "clue" factor of your current supervisor is.JC
John R. Clark, Librarian 207-287-7266(V)/7127(F)
Augusta Mental Health Institute jrclark@saturn.caps.maine.edu
P.O. Box 724 Hunter, fisherman, woodcutter,
Augusta Me 04332-0724 Orcbasher, sweepstaker, JATMON