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Sara Thompson

Bring back the 40-hour work week - Salon.com - 0 views

www.salon.com/...singleton

productivity history business professional management people

shared by Sara Thompson on 25 Mar 12 - No Cached
  • This is what work looks like now. It’s been this way for so long that most American workers don’t realize that for most of the 20th century, the broad consensus among American business leaders was that working people more than 40 hours a week was stupid, wasteful, dangerous and expensive — and the most telling sign of dangerously incompetent management to boot.
  • By 1914, emboldened by a dozen years of in-house research, Henry Ford famously took the radical step of doubling his workers’ pay, and cut shifts in Ford plants from nine hours to eight. The National Association of Manufacturers criticized him bitterly for this — though many of his competitors climbed on board in the next few years when they saw how Ford’s business boomed as a result.
  • One is that increasing a team’s hours in the office by 50 percent (from 40 to 60 hours) does not result in 50 percent more output (as Henry Ford could have told them). Most modern-day managers assume there will be a direct one-to-one correlation between extra hours and extra output, but they’re almost always wrong about this. In fact, the numbers may typically be something closer to 25-30 percent more work in 50 percent more time.
  • ...16 more annotations...
  • By that point, there were a solid five decades of industrial research that proved, beyond a doubt, that if you wanted to keep your workers bright, healthy, productive, safe and efficient over a sustained stretch of time, you kept them to no more than 40 hours a week and eight hours a day.
  • After WWII, as the GI Bill sent more workers into white-collar jobs, employers at first assumed that the limits that applied to industrial workers probably didn’t apply to knowledge workers. Everybody knew that eight hours a day was pretty much the limit for a guy swinging a hammer or a shovel; but those grey-flannel guys are just sitting at desks. We’re paying them more; shouldn’t we be able to ask more of them? The short answer is: no. In fact, research shows that knowledge workers actually have fewer good hours in a day than manual laborers do — on average, about six hours, as opposed to eight. It sounds strange, but if you’re a knowledge worker, the truth of this may become clear if you think about your own typical work day. Odds are good that you probably turn out five or six good, productive hours of hard mental work; and then spend the other two or three hours on the job in meetings, answering e-mail, making phone calls and so on. You can stay longer if your boss asks; but after six hours, all he’s really got left is a butt in a chair. Your brain has already clocked out and gone home.
  • Another is that overtime is only effective over very short sprints. This is because (as Sidney Chapman showed in 1909) daily productivity starts falling off in the second week, and declines rapidly with every successive week as burnout sets in. Without adequate rest, recreation, nutrition and time off to just be, people get dull and stupid. They can’t focus.
  • The Business Roundtable study found that after just eight 60-hour weeks, the fall-off in productivity is so marked that the average team would have actually gotten just as much done and been better off if they’d just stuck to a 40-hour week all along. And at 70- or 80-hour weeks, the fall-off happens even faster: at 80 hours, the break-even point is reached in just three weeks.
  • Wise managers who understand this will a) avoid requiring overtime crunches, because they’re acutely aware of the serious longer-term productivity hit that inevitably follows; b) keep the crunches as short as possible when they are necessary; and c) give their teams a few days off — one to two comp days per overtime week worked is about right — at the end of a hard sprint. This downtime enables them recuperate more quickly and completely. It’s much more productive to have them gone for the next week — and then back on the job, rested and ready to work — than have them at their workstations but too fried to get anything useful done for the next month.
  • The other thing about knowledge workers is that they’re exquisitely sensitive to even minor sleep loss. Research by the US military has shown that losing just one hour of sleep per night for a week will cause a level of cognitive degradation equivalent to a .10 blood alcohol level. Worse: most people who’ve fallen into this state typically have no idea of just how impaired they are. It’s only when you look at the dramatically lower quality of their output that it shows up. Robinson writes: “If they came to work that drunk, we’d fire them — we’d rightly see them as a manifest risk to our enterprise, our data, our capital equipment, us and themselves. But we don’t think twice about making an equivalent level of sleep deprivation a condition of continued employment.”
  • And it hurts the country, too. For every four Americans working a 50-hour week, every week, there’s one American who should have a full-time job, but doesn’t. Our rampant unemployment problem would vanish overnight if we simply worked the way we’re supposed to by law.
  • For these people, work wasn’t just work; it was their life’s passion, and they devoted every waking hour to it, usually to the exclusion of non-work relationships, exercise, sleep, food and sometimes even personal care. The popular stereotype of the geek was born in some real truths about the specific kinds of people who were drawn to tech in those early years.
  • Companies broadened their working hours, so programmers who came in at noon and worked through till midnight could make their own schedules. Dress codes were loosened; personal eccentricities were celebrated. HP famously brought in breakfast every morning so its engineers would remember to eat.
  • There were two problems with this. The first is that this “passion” ideal didn’t recognize that the vast majority of people have legitimate physical, emotional and psychological needs — things like sleep, exercise, relaxation and the maintenance of strong family and social support bonds — that these engineers didn’t have to nearly the same degree. The second was that most managers, lacking windows into their workers’ souls, decided to cut corners and measure passion with one easy-to-chart metric: “willingness to spend your entire life at the office.”
  • The unions — for 150 years, the guardians of the 40-hour week — were falling under a conservative onslaught; and in their place, the new cult of the entrepreneur was ascendant.
  • “working 90 hours a week and loving it!” (an actual T-shirt worn with pride by the original Macintosh team. (Productivity experts estimate that we’d have probably had the Mac a year sooner if they’d worked half as many hours per week instead.)
  • Within 15 years, everything America’s managers used to know about sustaining worker productivity was forgotten. Now, 30 years and a few economic meltdowns on, the cafeterias and child-care centers and gyms are mostly gone, along with the stock options and bonuses that were once held out as the potential reward for the long hours. All that remains of those heady, optimistic days is the mandatory 60-hour work-week. And, unless you’re an hourly worker — still entitled to time and a half by law — the only inducement employers currently offer in exchange for submitting yourself to this abuse is that you get to keep your job.
  • There are now whole industries and entire branches of medicine devoted to handling workplace stress, but the bottom line is that people who have enough time to eat, sleep, play a little, exercise and maintain their relationships don’t have much need of their help. The original short-work movement in 19th-century Britain demanded “eight for work, eight for sleep and eight for what we will.” It’s still a formula that works.
  • Here’s why. By the eighth hour of the day, people’s best work is usually already behind them (typically turned in between hours 2 and 6). In Hour 9, as fatigue sets in, they’re only going to deliver a fraction of their usual capacity. And with every extra hour beyond that, the workers’ productivity level continues to drop, until at around 10 or 12 hours they hit full exhaustion.
  • But the bottom line is: For the good of our bodies, our families, our communities, the profitability of American companies, and the future of the country, this insanity has to stop. Working long days and weeks has been incontrovertibly proven to be the stupidest, most expensive way there is to get work done.
  • Sara Thompson on 25 Mar 12
     
    Just in case we ever need more fodder for hiring...  "But the bottom line is: For the good of our bodies, our families, our communities, the profitability of American companies, and the future of the country, this insanity has to stop. Working long days and weeks has been incontrovertibly proven to be the stupidest, most expensive way there is to get work done."
Sara Thompson

COPE: Create Once, Publish Everywhere - 0 views

blog.programmableweb.com/...create-once-publish-everywhere

webdesign design API CMS workflows interface to-blog

shared by Sara Thompson on 11 Apr 12 - Cached
  • With the growing need and ability to be portable comes tremendous opportunity for content providers. But it also requires substantial changes to their thinking and their systems. It requires distribution platforms, API’s and other ways to get the content to where it needs to be. But having an API is not enough. In order for content providers to take full advantage of these new platforms, they will need to, first and foremost, embrace one simple philosophy: COPE (Create Once, Publish Everywhere).
  • COPE is really a combination of several other closely related sub-philosophies, including: Build content management systems (CMS), not web publishing tools (WPT) Separate content from display Ensure content modularity Ensure content portability
  • But to truly separate content from display, the content repository needs to also avoid storing “dirty” content. Dirty content is content that contains any presentation layer information embedded in it, including HTML, XML, character encodings, microformats, and any other markup or rich formatting information. This separation is achieved by the two other principles, content modularity and content portability
  • ...1 more annotation...
  • In my next post, I will go into more detail about NPR’s approach to content modularity and why our approach is more than just data normalization.
  • Sara Thompson on 11 Apr 12
     
    "This guest post comes from Daniel Jacobson, Director of Application Development for NPR. Daniel leads NPR's content management solutions, is the creator of the NPR API and is a frequent contributor to the Inside NPR.org blog." As I look at this beautiful flowchart (beautiful in function) of the NPR web publishing process, I wonder what libraries could learn from this method of information management.  This NPR process is designed to get the content out in a variety of ways, with options for the end user. How are libraries and library systems making this possible for our end users? 
Sara Thompson

Reality-based Librarianship for Passionate Librarians at Attempting Elegance - 0 views

www.attemptingelegance.com/?p=1412

management prof-dev presentations advice libraries

shared by Sara Thompson on 09 Dec 11 - No Cached
  • Figure that out. If you can figure that out, you’re advocating for an idea, a goal, and a belief. A passion. If you can’t figure that out, you’re advocating for an outreach technique, a piece of software, this thing, that thing, or the other.
  • professional development is all about challenging legacy processes.
  • Put yourself in the right place at the right time, because you intended to be there, you worked hard to get there, and you made a plan to ensure you stayed there. You can’t just show up in your manager’s office door and say “we should have ebooks” and expect it to happen. You must have a plan. (I would, on behalf of all managers everywhere suggest that if you are the sort of person who shows up and says “we need ebooks” you might consider how that sounds to your audience, and consider how well it’s working for you.) A plan is key. Because I believe that, I’m going to assert that any goal can be project-managed, and I’ll also assert that any goal should be project-managed. Must be.  I’ll say it again: Change doesn’t just happen. Change happens because someone worked hard to put themselves in the right place, at the right time. Work to put yourself in that place, just at that time. Plan for brilliance, agitate for success.
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  • You want to reach the stars.  But you look around, and you know you can get to the moon; that’s a reasonable goal, and you can see the route to get there. And so you plan for it.  But in your planning process, you realize you can’t just get to the moon; to get there with the resources you have available to you, you have to build with a really ugly rocket. And you hate that rocket. But you need that rocket. It’s what will get you to the moon.So love your rocket. Give it a cool name. Ignore how ugly it is. Always remember that it’s what will get you to the moon, and that getting to the moon is important.
  • There’s great strength in seeing a barrier for what it is, knowing when to stop hitting it, knowing when to ask for help, and knowing when to turn left and go around. Fear of failure, and our tolerance for it, are powerful motivators. If someone is strongly rooted in theirs, you may not be strong enough to move them aside. But you can always move yourself. And one way to start is to ask why someone is blocking you. Ask yourself what you can do about it, aif it’s worth doing, and if you can do it.
  • I hope everyone will consider what you’re giving up if you can’t embody your passion. You’re making a choice, and a sacrifice, if you don’t have room to act on your goals and dreams. You are the only one who can know if that’s the right decision for you, but make the decision consciously.
Sara Thompson

28 more libraries join the OCLC WorldShare Management Services community -- [Library Te... - 0 views

www.librarytechnology.org/ltg-displaytext.pl

libraries oclc OPAC

shared by Sara Thompson on 14 Jan 12 - No Cached
  • This brings the number of libraries worldwide committed to using OCLC WorldShare Management Services to 171.
  • Today, 33 libraries are live with WorldShare Management Services.
Deb Robertson

Balancing Act: How College Students Manage Technology While in the Library during Crun... - 0 views

projectinfolit.org/...11_TechStudy_FullReport1.2.pdf

Project Information Literacy PIL information literacy College Students

shared by Deb Robertson on 24 Feb 12 - No Cached
  • Deb Robertson on 24 Feb 12
     
    Our major findings are as follows: 1. During one of the busiest times of the academic year, the students we interviewed were mainly using different IT devices to stay in touch with their friends while they were in the campus library. In the hour before we interviewed them, 81% of the students in our sample had checked for new messages (e.g., email, Facebook, IMs, texts). 2. At the same time, many of the same respondents who said they had checked for messages had also prepared assignments for submission (60%), studied and reviewed materials for class (52%), and satisfied personal curiosity with a computer search (e.g., sports score, news, gossip) (45%). 3. Despite the pressing need to complete assignments at crunch time, few respondents reported having used the full range of library resources and/or services during the previous hour. Many more respondents said they had used library equipment (39%) such as computers and printers than anything else, including scholarly research databases (11%), library books (9%), face-to-face reference (5%), and/or online reference (2%). 4. Overall, we found most respondents (85%) could be classified as "light" technology users. These were students who used "only" one or two IT devices primarily in support of coursework and, to a lesser extent, communication. The most frequent combination (40%) of devices being used was a cell phone (including smart phones) with a personally owned laptop computer while they were in the library. In stark contrast, only 8% of the sample could be classified as "heavy" technology users. 5. For over half the sample, a personally owned laptop (58%) was the primary-most essential-device in use at the time of the interview. A smaller percentage of respondents (35%) were using a library desktop computer. 6. More than any other combination of applications, respondents had both a Web browser and a word processing program open at the same time (47%) while they were in the library. 7. Despi
Sara Thompson

Student success courses catch on, slowly, at community colleges | Inside Higher Ed - 0 views

www.insidehighered.com/...atch-slowly-community-colleges

education instruction transliteracy teaching

shared by Sara Thompson on 03 Apr 12 - No Cached
  • Sara Thompson on 03 Apr 12
     
    Community colleges can improve graduation rates by offering a course that teaches students how to navigate college with lessons on study skills, time management and how to find the bursar's office. Yet while "student success" courses are increasingly common, resistance remains strong at many community colleges.
Sara Thompson

Course Planning & Teaching Resources :: Iowa State U, Center for Excellence in Learning... - 0 views

www.celt.iastate.edu/teaching

teaching learning edtech prof-dev education resources to-read instruction

shared by Sara Thompson on 03 Apr 12 - No Cached
  • Sara Thompson on 03 Apr 12
     
    Incredible list of resources about teaching -- course planning, classroom management, learning activities, assessment and more. Wealth of information here. 
Sara Thompson

Amazon.com: A Project Guide to UX Design: For user experience designers in the field or... - 2 views

www.amazon.com/...0321607376

webdesign usability userstudies books to-read wishlist

shared by Sara Thompson on 01 Oct 11 - No Cached
  • Sara Thompson on 01 Oct 11
     
    Recommended by a librarian / programmer friend as a good project management and site redesign handbook.
Deb Robertson

Analyzing Your Instructional Environment: A Workbook (ACRL) - 1 views

www.ala.org/...aie

information literacy ACRL workbook

shared by Deb Robertson on 29 Oct 12 - No Cached
  • This publication was created to serve as a practical guide for instruction coordinators and managers to use in the environmental analysis of their own unique situations. Information provided here includes nationally-established guidelines, suggestions of possible local resources to consult, questions to ask, and sources for additional reading.
    • Deb Robertson
      Deb Robertson on 29 Oct 12
       
      Instruction Librarians wanting to understand how to effectively engage in their institution's instructional environment would benefit from using this workbook. The workbook guides practitioners through an environmental scan and provides information such as nationally established guidelines, possible local resources to consult, questions to ask, and sources for additional reading.
Sara Thompson

Think Like a Start-Up: a White Paper - The Ubiquitous Librarian - The Chronicle of High... - 0 views

chronicle.com/...k-like-a-startup-a-white-paper

libraries innovation management professional planning ideasfile resources

shared by Sara Thompson on 09 Apr 12 - No Cached
  • I’ve been fascinated with startup culture for a long time and as I considered all the changes happening in academic libraries (and higher ed) the parallels were quite stunning.
  • we are being required to rethink/rebuild/repurpose what a library is and what it does. The next twenty years are going to be an interestingly chaotic time for the history of our institutions.
  • In concise terms: startups are organizations dedicated to creating something new under conditions of extreme uncertainty. This sounds exactly like an academic library to me. Not only are we trying to survive, but we’re also trying to transform our organizations into a viable service for 21st century scholars and learners.
  • ...2 more annotations...
  • I’ve found that entrepreneurs tend to love talking about the future of higher education, largely because it didn’t work well for them and they want to see something different.
  • Let me know if something resonates with you or your workplace. I’d love to hear from libraries practicing a similar R&D methodology.
  • Sara Thompson on 09 Apr 12
     
    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
Sara Thompson

Surveys of Provosts and Presidents - their concerns, the Value report, and po... - 0 views

www.acrl.ala.org/value

surveys edtech education management libraries assessment

shared by Sara Thompson on 18 Apr 12 - No Cached
  • The two reports of interest are: The 2011-12 Inside Higher Ed Survey of College and University Chief Academic Officers http://www.insidehighered.com/download?file=finalCAOsurveyreport.pdf Presidential Perspectives, the 2011 Inside Higher Ed Survey of College and University Presidents http://www.insidehighered.com/sites/default/archive/storage/files/SurveyBooklet.pdf
  • The CAO survey had 1081 participants, while the survey of Presidents had 956 participants.  There is no information that can confirm that both the CAO and President from the same institution were in the majority for the respondents. So, the respondents for each report could be from different institutions.
  • nly one category — library resources and services — did a majority of all presidents (and a bare majority at that: 51 percent) rate the technology investment as “’very effective.’”  You can read the entire article here:  http://www.insidehighered.com/news/survey/president2011
  • ...1 more annotation...
  • One of the contributing factors as expressed in the Value report in terms of  why students choose to leave an institution is the issue that they don’t develop a personal connection with their institution. 
  • Sara Thompson on 18 Apr 12
     
    In March, Inside Higher Ed released an "inaugural" Survey of College & University Chief Academic Officers.  This report was the fourth in a series of surveys of senior academic leaders with the three other reports conducted in 2011 focusing on admissions officers, chief business officers, and presidents.
Sara Thompson

Embedded Librarianship in the LMS Survey Results - 1 views

Some interesting comments from a listserv message... ---------- Forwarded message ---------- From: Burke, John J. <burkejj@muohio.edu> Date: Thu, Mar 15, 2012 at 9:03 AM Subject: [...

instruction LMS libraries info-literacy

started by Sara Thompson on 19 Mar 12 no follow-up yet
Sara Thompson

The Future of Personal Information Management, Part 1; William Jones - 0 views

www.morganclaypool.com/...S00411ED1V01Y201203ICR021

wishlist books PIM workflows productivity organization

shared by Sara Thompson on 04 Apr 12 - No Cached
  • Sara Thompson on 04 Apr 12
     
    I would love to get this but cannot find any information about the difference between PDF and PDF Plus, and really don't want a whole new account just for this ebook. Why you so difficult, publishers?
Sara Thompson

Reflections on year one at PSU | Information Wants To Be Free - 0 views

meredith.wolfwater.com/...reflections-on-year-one-at-psu

info-literacy instruction assessment people libraries professional management

shared by Sara Thompson on 21 May 12 - No Cached
  • I worked with a task force to develop learning outcomes that describe the breadth of our library instruction program
  • I talk about this, and our model, in the most recent Adventures in Library Instruction podcast.
  • I’m now working with our distance learning librarian and our newly-hired instructional designer to develop a two-tiered model for deploying learning objects (one for students to drill down to just the content that meets their information need and the other for faculty to easily embed learning objects — with suggested assessments and lesson plans — in their courses).
  • ...3 more annotations...
  • I’ve really worked with my direct reports to support them and help them find projects and foci that make them feel effective and give their job coherence
  • creating a guide on assessment techniques.
  • But some of the things I was asked to accomplish in my first year (like building a culture of assessment!) really required someone with significant political capital.
  • Sara Thompson on 21 May 12
     
    Summary of her first year as head of library instruction, creating a new program, assessment, lessons learned. 
Sara Thompson

2009 - Lack of Annual Reports Make it Difficult to Analyze Library Strategic Credibility - 0 views

www.doaj.org/doaj

libraries assessment management articles research ideasfile

shared by Sara Thompson on 24 May 12 - No Cached
  • Sara Thompson on 24 May 12
     
    This study gives a snapshot ofthe trends in strategic plans of ARL members. It shows that many ARL members do not produce an annual report, and that it istherefore difficult to assess if their strategic plans are implemented successfully.
fleschnerj

Scholastica and DIY Open Access Journals - ProfHacker - The Chronicle of Higher Education - 1 views

chronicle.com/...41141

shared by fleschnerj on 05 Jul 12 - No Cached
  • fleschnerj on 05 Jul 12
     
    With traditional journals suffering from rising costs and increased disinterest in print subscriptions, online open access is looking more appealing than ever. The team behind recently launched Scholastica is offering a new platform for those interested in joining the movement. Scholastica is designed to make setting up and managing an academic journal about as easy as configuring a Facebook group.
Sara Thompson

Redefining the Academic Library - 3 views

www.slideshare.net/...edefining-the-academic-library

management libraries future workflows

shared by Sara Thompson on 11 Dec 11 - No Cached
  • Sara Thompson on 11 Dec 11
     
    An excellent presentation slide deck about the direction libraries could go. Slides I found most interesting / useful: the comparison of metrics on slide 6, the distribution models on slide 11, the library building example on slide 15, the "eras" of slide 17, the PDA rules on slide 28 - fascinating!, and the distribution of library space on slide 36 - raises good questions for us. The last slide ties it all together really well. This would be a great conversation starter!
Sara Thompson

Zotero Citation Management Tool - LibGuides at Purchase College, SUNY - 0 views

purchase.libguides.com/content.php

citations howto tutorial examples webtools research bcuedtech

shared by Sara Thompson on 14 Dec 11 - No Cached
  • Sara Thompson on 14 Dec 11
     
    "This guide will walk you through setting up and using Zotero to collect and organize resources, cite works, and create bibliographies."
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