Successful hybrid library implementation
The following is a short list of the recommendations that stemmed from the UK eLib-
project HyLiFe (The Hybrid Library of the Future) that formally ended at the end of 2000.
Distinctive features of HyLiFe, which have added to the value of the recommendations
given, included: its diverse consortium, its non technological approach and its emphasis
throughout on evaluation.
1. Secure the support of senior institutional managers and heads of departments
(especially the Head of Library and Information Services).
2. Work collaboratively. Bringing different perspectives and experience together
with a common purpose reaps dividends.
3. Establish strong links with academic staff and get them involved.
Students follow the recommendations of their tutors.
4. Consider scalability from the beginning not at the end.This will save much time
5. Secure effective technical support from the start by making detailed agreements as
to who, what, when, where and how often.
6. Concentrate on resolving authentication and copyright issues.
7. Devise policies on the provision of services such as loans, photocopying, document
8. Promotion should be vigorous and ongoing. Face to face promotion is the most
effective.Tell people what is in it for them.
9. Focus on content rather than design, ensuring that what is delivered is useful, not
10. Plan training and support for users and ensure that they have the confidence to
use information technology.
For the complete text see: Wynne, Peter; Edwards, Catherine; Jackson, Maureen (2001):
Hylife:Ten steps to Success. In: Ariadne Issue 27, March 23, 2001.
Museums: From collections to narrative connections and new experiences
"Asked about our core business, it is really easy to answer, it is defined by ICOM-statutes,
and we are dealing with collecting, preserving, researching, documentation, and last but not
east, presentation of cultural heritage. In this way we are affected by IT-technologies in many,
I want to add some aspects from the more practical point of view. I want to stress the interior
workflows where we are confronted by what I call `the finger on the tender spot', that is the use of
new media and IT-technologies often makes very clear how vague traditional terminology and
vocabularies are, and often we are confronted with very inconsistent systematics that have been
produced over the last 150 years. So the use of computerised documentation systems means often to
revise the whole historical documentation.
The other point is growing velocity, that is what McLuhan has called new media, a massage not a
message, a massage, it is very physical, it affects us very physically in the interior workflow of the
museums.The use of e-mail systems, databases and so on makes work very, very quick and that is
where most of our colleagues have problems.The next point on the interior side is new products and
new problems, for example, long-term archiving, or hybrid archives.
VII ORGANISATIONAL CHANGE