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The core explanation is this: the academy lacks a serious culture of teaching and learning. When students do not learn enough, we must question whether institutions of higher education deliver enough value to justify their costs. Resolving the learning crisis will therefore require fundamental, thoroughgoing changes in our colleges and universities.

Libraries are changing, despite their facades. And they're changing to high-tech service companies with embedded librarians, according to some library professionals. Of course, that assumes they aren't defunded out of existence. For ladies and gentlemen of a certain age, the library is changing too fast. For kids, it's changing too slow.

nstitute of Museum and Library Services announce the publication of "Libraries and Museums in an Era of Participatory Culture." The report details the events of the October, 2011 convening of fifty-eight library, museum, and cultural heritage leaders from thirty-one countries. Together, the participants developed a set of recommendations to help libraries and museums embrace new possibilities for public engagement that are made possible by societal and technological change. The deliberations identified "imperatives for the future" including accepting the notion of democratic access, placing a major emphasis on public value and impact, and embracing lifelong learning.

The institution negotiates a deep discount off the list price of the textbook in order to have access to an e-text edition. In return for the discount, the university guarantees that every single student in the course will buy the e-text, which is charged like a lab fee. This is a definite change from the current textbook model, in which each student is personally responsible for showing up to class armed with the textbook, either in printed or digital form. As schools are discovering, as the prices of printed textbooks rise, so does the number of students who avoid buying the textbook. When we made this arrangement, we were considering, what does the publisher need to have, what does the author need to have, and what does the student need to have? You have to create a model, I think, that works out for all three of those pieces.

"North Carolina State University (NCSU) Libraries and its Distance Education and Learning Technology Applications (DELTA) are partnering with strategic consultants brightspot strategy and DEGW to design, share, and promote an updated model for institutions to plan and support technology-rich informal learning spaces. This Learning Space Toolkit will include a roadmap to guide the process along with tools and techniques for assessing needs, understanding technology, describing spaces, planning and delivering support services, and assembling space, technology, and services to meet needs, even as they change."

A few months ago the Winnetka-Northfield Library launched their mobile application for the iPod, iPad and iPhone, along with an Android device app available at winnetka.boopsie.com.

"This discussion document, Libraries at Webscale, explores the impact of the Web on our rapidly changing information landscape, and presents an overview of the opportunities and challenges that operating in a Web-connected world provides for libraries and library users. The document presents a case for the opportunities that Webscale can afford libraries and the OCLC cooperative, and provides context for OCLC's strategies to support libraries at Webscale."

This amazing workshop document was shared in this discussion: http://friendfeed.com/lsw/76c9d2b8/if-this-workshop-results-in-changes-people-are?source%3De-best  It looks at how information literacy is involved with students taking comprehensive exams.  The workshop is for faculty development, to train faculty on scaffolding students up to the skills they will need for the exams.  

book from d.school at Stanford University "Appropriate for designers charged with creating new spaces or anyone interested in revamping an existing space, this guide offers novel and non-obvious strategies for changing surroundings specifically to enhance the ways in which teams and individuals communicate, work, play-and innovate. This work is based on years of classes and programs at the d.school including countless prototypes and iterations with d.school students and spaces."

In this article I would like to make the case that a change in the delivery of sci- entific content and in the business models for delivering scholarly communication was inevitable from the moment journals moved online, even if much of this change is yet to come. By applying a thesis put forth by Chris Anderson in his 2009 book Free,1 I will argue that given that scholarly journals are now digital products, they are subject to very dif- ferent economic principles and social forces than their print ancestors.

"UC Berkeley - Search, Google, and Life - Guest Lecturers Sergey Brin, Bradley Horowitz, Jason Schultz, and more - This free course from the University of California at Berkeley gives you an opportunity to sit in on some of the greatest minds in modern technology as they discuss how their products, services, and companies play a major role in shaping the way we obtain information, process it, and view the world. They also discuss how they came to be involved in those technologies, and how search and search engines work and have changed the internet as we know it."

Survey results shared from interviews with chief academic officers and an online survey taken by over 130 leaders in academic affairs yield surprising results. Perhaps the final lesson we can take from hearing from administrators is that they look to us not just to make the case for libraries but to ride the wave of change. We must ensure that libraries and librarians step into new roles and take up different challenges, reimagining the ways we and our libraries can be essential consultants in all the ways that students and faculty learn, discover, and share their work.

"Academic libraries that choose to emphasize services that are relevant in a digital world strike the authors as the most likely to find fertile ground." Academic libraries that choose to emphasize services that are relevant in a digital world strike the authors as the most likely to find fertile ground. They would be entering a realm of many opportunities; a realm characterized by rapid and discontinuous shifts. These institutions would be well advised to begin the process now. The trend-line is clear and the shift to a digital environment has tremendous momentum. Libraries cannot afford to wait until the smoke has cleared and the digital revolution is complete to take action. First the risk of being subordinated to more nimble entities within (and perhaps outside of) the academy is significant. Libraries will be hard pressed to reclaim lost territory once others fulfill these roles successfully. Second, the shift to a predominantly digital environment began more than a decade ago, shows no sign of slowing, and is creating a cascade of associated changes.

This paper investigates the similarities and differences between two important ideas in information processing and knowledge utilisation. Those ideas are [critical thinking] and [information literacy]. This suggests that [information literacy] and its associated procedures could significantly augment current instruction in [critical thinking] and indeed, the possibility has been explored by some authors in the current literature. A merging of the two ideas would involve [information literacy] providing tools and techniques in the processing and utilisation of knowledge and [critical thinking] supplying the particulars and interpretations associated with a specific discipline. This type of integration could lead to instructional programs similar in concept and application to those in research methodology where methods from statistics are integrated with the techniques and skills associated with a specific discipline. The development of a curriculum of this type would change functions and perceptions from private, individualised mentation, now associated with [critical thinking], to a more easily learned and practiced process suitable across the breadth of disciplines.

  "Old models of library operation may disappear, but that does not mean they can't be replaced.  Academic libraries' central book model is temporarily insulated by high prices, but change will come just the same.  The time provided by this insulation should be used to explore sources of content like local special collections with clear ownership and distribution rights.  Without restrictions like those imposed by many third party vendors, special collections can provide a proving ground for next generation interfaces and services. This home-grown expertise within libraries can then be applied on a wider basis in the future.                 The examples and efforts discussed in this column share one thing at their core, and that is that they are services made by libraries, for libraries.  As a collective institution, libraries have great expertise in building sustainable preservation systems capable of lasting many years.  Third party vendors do not have a proven track record on building long term preservation systems for electronic resources at this point in time.  By placing our trust, funds, and collections in the hands of those third parties we turn libraries into middlemen.  For the short term gain of providing easy access to next generation library services, we risk disintermediation by those vendors and removal from the service equation entirely.  Libraries of all types and sizes can look inward and grow from our strengths.  Major publishers and content providers aren't likely to allow new services with the same scope libraries enjoyed in the past.  Fortunately, special collections and collaborative efforts are accessible to even the smallest library as perfect opportunities for gaining relevant experience and expertise.  By basing that experience and expertise on homegrown services built by and for libraries, they can ensure a sustainable future of next generation services."

Find out who is changing the game and what we can learn from their different approaches in Game Changers. Download the entire book or individual chapters and case studies below.

In keeping with that spirit, The U.S. Geological Survey (USGS) has publicly released more than 161,000 digitally scanned historical maps spanning in excess of 130 years and covering the conterminous lower 48 states. This Historical Topographic Map Collection provides a comprehensive repository of the landscape of our Nation and tracks changes through time, providing essential clues critical in the understanding of our Nation's topography, geography and development.  

In the hurly-burly of digital content innovation and monetization, it's hard to figure out what things are, so we try to find apt comparisons. With the new Next Issue digital newsstand, let's think Netflix or Pandora or Spotify as the closest cousins. Next Issue, the offspring of five prosperous parents (Time Inc., Conde Nast, Hearst, Meredith, and News Corp.), launched last night what I think will be a model-changing product for publishers.

One way to read: Sign up once - and the new site is offering relatively generous 30-day trials - and you have but one navigation to learn. While the full content from each of the magazines is present, with added video, Next Issue says customers need only learn one way of getting around. If it's an intuitive design, that's a huge plus, as news- and feature-hungry readers find ourselves forced to learn the navigation nuances of each of our favorite apps.

Deb, I think this would be right up your alley. He's asking a lot of the same questions you ask, with some interesting links on the last page to other resources. Sections: 1. Is higher ed too big to fail? 2. Innovators wanted 3. Think like a startup 4. Lean startups 5. Build, Measure, Learn 6. Three Essential Qualities 7. Too much assessment, not enough innovation 8. A strategic culture (not plan) 9. Microscopes and telescopes 10. Real artists ship