Article #2

I selected this article after my work with Linda on a Google Group.

Stephens, Michael Casey & Michael. "The Transparent Library: Living out Loud." Library Journal 132.10 (2007): 34.

Casey and Stephens present a look at the "transperant library". The opening line "you're out there whether you want to or not" sets the stage for a contentious piece. The authors are cautious to go to extremes and make a case for ALL information to be made public knowledge. However much effort is given towards making information open and accessible.

This column opens with the example of Diebold's security blunder. The authors illustrate the fact the internet makes information so easy and accessible that corporations and libraries have no choice but to embrace the fluidity and transperancy of the medium. Casey and Stephens argue the point that transperancy creates staff buy-in and public involvement in evaluation. "Sharing big-picture thinking with staff is beneficial because it moves the library forward". Communication such as wikis or blogs fosters a feeling of level field or open field sharing, discussing, and collaboration among faculty and staff. The authors leverage this point going on to say transperancy will create a stronger and more motivated work force, one willing to tackle new ideas and new challenges.

Qualities of management are also discussed in this type of working environment. A democratic policy making approach must be employed. While some would cringe allowing staff to help draft policy and play a role in decision making, Casey and Stephens argue this method will better allow for staff to follow new policies. To lend credibility to their argument Clive Thompson's article "The Naked CEO" from March 2007 Wired Magazine is quoted. Mention of Thompson's piece leads and closes the column.

Interesting in this whole senario is the degree to which management must be transperant. Strong leadership in this type of senario must be without question. In my interning environment director leadership is strong. This solid and dependable situation is a perfect setup for transperant Library 2.0 communication. The degree to which staff rely on open means of communication is directly related to how leadership drives its usage.