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1.
《The Reference Librarian》2013,54(75-76):11-22
Summary Library staff and other patrons encounter patrons who are one or a combination of the following: mentally ill/disturbed, homeless, street persons, angry, aggressive, unreasonable, rude. Commonly referred to as “problem patrons,” they appear in any type of library: public, academic, institutional, corporate and special. Most of them behave poorly because of their own troubles. The history of “problem patrons,” various types of problem patrons and their identifying behaviors are discussed in this paper. In attempting to define “problem patrons” the information provides a framework for understanding the problems of challenging patrons and for learning to discriminate between problem patrons and patrons who have problems. 相似文献
2.
《Legal Reference Services Quarterly》2013,32(1-2):19-40
Summary Front-line library staff members often encounter “problem patrons” —those patrons who put others in fear for their own physical security, whether or not that fear is ultimately justified. This article identifies the risks and suggests some precautions, including: defusing anger at the service points through improved interpersonal communication techniques and staff training, drafting policies and procedures to help guide staff as they deal with incidents, and improving the security of library buildings. Legal issues surrounding library security also are examined. 相似文献
3.
One third of prime‐time television programs involved information about mental illness. Negative stereotyping of mentally ill persons was found to be prevalent in these programs. 相似文献
4.
《The Reference Librarian》2013,54(75-76):105-113
Summary The issue of the difficult library patron has been of growing concern to the library community in the last decade. A number of monographs and journal articles have been published on this topic in recent years. This article surveys the literature concerning the problem library user including the homeless, the de-institutionalized, the mentally ill, and angry/frustrated patrons. It includes literature which discusses techniques for empowering front-line employees in handling various user behaviors and responding to patron problems. 相似文献
5.
《The Reference Librarian》2013,54(75-76):265-278
Summary Problem/difficult patron incidents that occur in libraries are on the rise. Library administrators and library employees have attempted to decrease the number of incidents by providing staff training and formulating policies and rules to control the situation. The purpose of this article is to share the proactive steps that the Education and Behavioral Sciences Library, Penn State University Libraries, took to prevent or decrease the incidences of difficult patrons as the library prepares to relocate. The focus was on assisting the frontline staff members, who work on the reference desk, to acquire the competencies they need to provide consistent quality reference services to patrons, and to reduce incidences of unsatisfied, difficult, and problem patrons. 相似文献
6.
ABSTRACTStrategic communication is not solely the remit of library managers and directors, but is the product of internal culture and engagement with the organization's brand. Libraries need to communicate strategically, in order to demonstrate to individuals across the organization that their message is on point, and that they understand, are committed to, and actively support the university's goals. Much of this work happens via the myriad of interactions library staff at all levels have with students and staff (and indeed community members) of all kinds. When the attitude and behavior of library staff does not truly reflect the library's and the university's branding or goals, this undermines more explicit measures of value. It is important for the leadership of academic libraries to understand and influence how every library staff member views his or her role in the organization, so that their communication is reflective of a confidence in themselves and their profession, and a solid understanding of their institution and the higher education landscape. In large-scale organizational change, both intellectual and emotional buy-in to the organization can wane. We seek to show how a people-centered change process, rather than adversely affecting staff buy-in, could instead increase buy-in to the organizational change. 相似文献
7.
《The Reference Librarian》2013,54(75-76):245-252
Summary This paper proposes that encounters with problem patrons and reader rage will continue to increase. In order for the library and its staff to survive they must adhere to some basic ideas including acknowledging that a problem exists, creating a code of conduct, hiring and training staff for the task, and providing them ways to deal with the problems and the stress. 相似文献
8.
Zheng Ye Yang Susan G. Goodwin Doug Hahn 《Journal of Interlibrary Loan, Document Delivery & Electronic Reserve》2019,28(5):151-173
AbstractThe object of this study is to assess Texas A&M University (TAMU) students/faculty/staff members’ use and awareness of the Libraries’ free document delivery and interlibrary loan service, branded as “Get It For Me.” Since 2010, we have continued to see a decline in new user registrations each year. Previous Get It For Me user surveys conducted in 2003 and 2011 indicated that the overall satisfaction of registered users was high and customer feedback gleaned from these surveys was used to initiate a number of service improvements. But what about the large percentage of the campus community who do not use the Get It For Me service? Are they aware of what this service has to offer? If so, why might they choose not to use it? If they are not aware of the service, might they use it if they knew more about how it can assist them in their scholarly endeavors? Instead of only surveying those customers who have used this service, we invited everyone on TAMU College Station campus to participate in the survey. Promoting the service is a vital component of service delivery. 相似文献
9.
《Journal of Interlibrary Loan, Document Delivery & Electronic Reserve》2013,23(2):247-254
Abstract The Library has a dual role on campus, providing access to materials in compliance with fair use guidelines and informing teaching faculty about these guidelines and how they impact classroom teaching and beyond. Library staff members have an extensive knowledge of copyright pertaining to reserve materials. The Library must maintain a delicate balance, upholding interpretation as it relates to procedures and service, while acting as a copyright information resource for faculty. The Library is involved in campus-wide efforts to inform faculty about copyright through online tools, conferences and ongoing conversations. 相似文献
10.
《The Reference Librarian》2013,54(75-76):45-54
Summary Difficult patrons have been considered primarily from the perspective of the problem behaviours they present in libraries. Many have attempted to define the problem patron and to provide advice and develop guidelines for frontline public service staff. To understand the difficult patron in academic libraries we need to answer three questions-How well do we know our patrons? Do we unwittingly create difficult patrons through our failure to appreciate their needs? Do we regard patrons as difficult because the way they use libraries and conduct their information research does not match our idea of how it should be done? The answers to these questions suggest that we need to reconceptualize both our patrons and the services we provide. Library staff need to see difficult patrons not as problems but as challenges to the service ideas and standards we hold. A paradigm shift is necessary if we are to reconstruct our beliefs about our patrons, their information seeking behaviours, and the services we provide to meet their needs. Some strategies for developing the skills of library staff to work effectively with difficult patrons are presented. 相似文献
11.
《The Reference Librarian》2013,54(72):179-194
Abstract The breadth and depth of subjects and the size of user population of a major university library demand a well-organized reference service. To manage such diverse disciplines and clientele, librarians rely on each other for shortcuts recorded and saved in a staff-access vertical file. A team approach of sharing useful reference sources helps all reference librarians improve their service to library users. If reference staff can efficiently store and organize fugitive material that can be shared by all staff members, they can use that material to meet immediate ready reference needs, and later develop sophisticated information-access tools such as pathfinders and knowledge bases. 相似文献
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13.
《College & Undergraduate Libraries》2013,20(3):103-106
ABSTRACT Active Information Literacy (IL) programs require scheduling management to ensure that librarians have adequate time to prepare, and that computers and classrooms are available. Collecting this information from busy faculty members can be time consuming. Internet survey sites can be used to collect the required information. These sites allow a library's IL staff to structure a questionnaire that elicits all of the information (instructor contact information, discipline, desired dates, times, number of students, and session topics) required to design instruction and schedule busy classrooms. doi:10.1300/J106v14n03_07 相似文献
14.
Courses: Introduction to Communication; small group; interpersonal
Objectives: This single activity demonstrates: (1) how interdependence can lead to better group outcomes than individual outcomes can; (2) how diversity of knowledge from multiple contributors helps group functioning; and (3) how students can be introduced to members of the department in a creative way. Successful completion of this activity familiarizes students with both administration, staff, and faculty members, as well as undiscovered resources. 相似文献
15.
《Journal of Interlibrary Loan, Document Delivery & Electronic Reserve》2013,23(4):123-133
Abstract Virginia Commonwealth University has interlibrary loan staff members who work in a variety of locations. A review of library and business management literature and an informal survey of interlibrary loan managers was conducted to assess the extent and practices for managing interlibrary loan and document delivery staff members who work in separate locations. Data was collected to highlight common problems and challenges faced by managers who deal with this situation, and to consider the best practices used by the managers. The practices of interlibrary loan managers were very similar to those of managers found in management literature, indicating that library managers, particularly in interlibrary loan, can benefit from reading business management sources regularly. 相似文献
16.
Aleksandra Pikić 《Public Library Quarterly》2020,39(2):115-139
ABSTRACTThe achievement of social justice, which implies the development of collections and the design of services for different user groups, is an objective present in the mission of public libraries. Since the 1950s, Croatian public libraries have been continuously developing collections and services for different user communities. However, one user community has remained largely unrecognized – LGBTIQ people. Therefore, the aim of the research presented in this paper is to examine the importance of the role of public libraries in the life of the LGBTIQ community in the Republic of Croatia. With a sample of 259 respondents, information behaviors, attitudes and experiences of LGBTIQ people in relation to public libraries have been examined via an online survey. In particular, this study explored the extent to which members of public libraries differ from non-members. The obtained results should contribute to a better understanding of the information needs and behavior of members of sexual minorities and help bring this group of users closer to (Croatian) public libraries by ensuring that libraries more adequately respond to their needs. 相似文献
17.
《Public Services Quarterly》2013,9(2-3):33-46
Abstract During the 2001-2002 academic year, Augustana College Library (Rock Island, IL) and St. Ambrose University Library (Davenport, IA) began a unique joint venture of peer observation between the reference staff members of the two libraries. Librarians from each college took turns visiting the other library and conducting peer observations of reference desk service. Although the reasons each library had for initiating this venture differed, both libraries benefited from this project. This article discusses the development of the program, the results, and plans for the future. 相似文献
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19.
Elizabeth Kiscaden Michele Spatz Susan M. Wolfe Molly Knapp Erica Lake 《Journal of the Medical Library Association》2021,109(2):267
Objective:In 2018, the Network of the National Libraries of Medicine (NNLM) launched a sponsorship program to support public library staff in completing the Medical Library Association''s Consumer Health Information Specialization (CHIS). The objectives of our study were to: (1) determine whether completion of the sponsored specialization improved ability to provide consumer health information; (2) identify new health information services, programming, and outreach activities at public libraries; (3) investigate benefits of the specialization; and (4) determine the impact of sponsorship on obtaining and continuing the specialization.Methods:We used REDCap to administer a 16-question survey in August 2019 to 224 public library staff who were sponsored during the first year of the program. We measured competence in providing consumer health information aligned with the eight Core Competencies for Providing Consumer Health Information Services [1] as well as new activities at public libraries, benefits of the specialization to public library staff, career gains, and the likelihood of continuing the specialization based on funding.Results:More than 80% of 136 participants reported an increase in core consumer health competencies, with a statistically significant improvement in mean competency scores after completing the specialization. Ninety percent of participants have continued their engagement with NNLM, and more than half offered new health information programs and services. While more than half planned to renew the specialization or obtain the Level II specialization, 72% indicated they would not continue without NNLM sponsorship.Conclusions:Findings indicate that NNLM sponsorship of the CHIS specialization was successful in increasing the capacity of public library staff to provide health information to their communities. 相似文献
20.
Background:Despite a strong research presence in Lancashire Teaching Hospitals National Health Service (NHS) Foundation Trust (LTHTR), allied health professionals from the organization are underrepresented in developing and publicizing research that is inspired by day-to-day clinical practice and staff experiences. Two LTHTR departments, Library and Knowledge Services (LKS) and Research and Innovation (R&I), came together to enable a group of staff to develop the knowledge and skills that they needed to access information and create new “home grown” research.Case Presentation:A clinical librarian and an academic research nurse created a research engagement program in the diagnostic radiography department at LTHTR, which included the development, delivery, and evaluation of 6 workshops. Sixteen individuals took part in these workshops, and data were collected on library usage, self-efficacy in information literacy, and research output before and after their delivery. Library membership increased by 50% among diagnostic radiography staff, literature search requests from this department increased by 133%, and all participants who attended at least 1 workshop reported an increased Information Literacy Self Efficacy Scale (ILSES) score. An increase in research activity and outputs was also attributed to the program.Conclusions:This project has resulted in a set of freely available workshop plans and support resources that can be customized for other health care professionals and has won several awards for its innovative use of departmental collaboration. Through the evaluation of the program from workshop attendees and non-attenders, we have identified impacts, outputs, and barriers to engagement in order to continue to deliver this content to other departments and embed a home grown research culture at LTHTR. 相似文献