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The Physical Space

The Physical Space. An Evolving Knowledge Landscape. “ Transform the use of the physical library space to support collaboration, innovation and reflection ” Knowledge into Action Review recommendation. Physical Space Working Group – Context. Knowledge into Action Knowledge Services Audit 2011

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The Physical Space

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  1. The Physical Space An Evolving Knowledge Landscape “Transformthe use of the physical library space to support collaboration, innovation and reflection” Knowledge into Action Review recommendation

  2. Physical Space Working Group – Context Knowledge into Action Knowledge Services Audit 2011 Physical Resource Workstream Document Delivery Journal Archive Book Collection Physical Space

  3. Physical Resource Report – Knowledge Space Feb 2012 Explore the Knowledge Landscape Physical library space  knowledge space Storage to action  knowledge translation Scope for innovation  collaboration/ new ways of working Physical Space Working Group – Context Working Group: Lynn Easton NHSGGC, Lorna Trainer NHSGGC, Julia Green NHS Health Scotland, Dianne Mitchell NHS Tayside, Laiq Rahman Golden Jubilee National Hospital and Clare Scanlan NHS 24 (Chair)

  4. Discussions and Dilemmas No one size fits all New models of space use vs. desirable dimensions Core dimensions of knowledge space

  5. Core Dimensions of Knowledge Space

  6. Image courtesy of samuiblue/FreeDigitalPhotos.net Reflection and Private Study • Users are multi-generational with an array of perceptions and attitudes to work and study which need to be acknowledged. • Much of the emphasis on space design is the promotion of collaboration and knowledge flow among users - still a demand for an environment that supports quiet concentrated work and reflection • Open plan work areas receive low ratings in terms of their suitability for creative working - “distraction-free” areas that foster creativity are essential. Image courtesy of samuiblue/FreeDigitalPhotos.net

  7. Provision of meeting rooms/pods Partitioned areas Provision of headphones or similar devices Physical convenience Access point to information - a learning environment Pro-active support and training Emotional attachment Combination of new technologies with traditional resources makes the library an attractive place – a contemplative oasis Not always used Noise levels Uncomfortable; must have compatible machines/technology Physical inconvenience Electronic resources accessible from anywhere No professional on site Emotional attachment Library can be defined as a “storage space”; designed around library operations rather than user needs Competition for space/organisational priorities Enablers and Barriers

  8. Collaborative Space • High specification technologies • Learning • Social networks and virtual gatherings • Knowledge broker role • Flexible • Location

  9. Enablers and Barriers Enablers Barriers • Physical space • IT • Organisational culture and politics • Knowledge brokers • Physical space • IT • Organisational culture and politics

  10. Virtual Space provide immediate access to a range of resources can be updated more frequently can make life easier for usersand can prove a valuable adjunct to physical libraries Facilitates virtual gatherings and knowledge sharing on social networks Eliminates geographical barriers to knowledge access Virtual collections:

  11. Enablers Technological Capacity Drive for greater efficiency and economy Drive to improve access and strive towards equity of access Easier to update electronic resources Barriers Limitations of IT infrastructure –accessing computers Software limitations - multiple logins, differing supplier platforms etc User and staff reluctance to changing landscape Finance, staff shortages Virtual Space

  12. Knowledge Professional expertise • Identifies appropriate knowledge resources according to need • Organises knowledge resources • Packages knowledge resources into easy-to-use formats • Supports sharing of knowledge and skills • Provides guidance and training in the identification and use of knowledge resources, and in doing so build organisational capacity and culture for use of knowledge • Promotes and fosters connections between research and practice

  13. Enablers • Focus on evidence-based/informed policy and practice • Quality Strategy – ‘effective’ i.e. based on the best evidence available • Drive for quality improvement • KIA review – high level champions in the form of executive and clinical leads • Flexibility to provide knowledge support at point of need

  14. Barriers • Lack of understanding of the work and skills of knowledge professionals • A focus on the library as physical space rather than the skills required to support the space and make it work effectively • Staffing and financial resources in the current climate • Insufficient buy-in from senior management • Belief that you can find all the information you need through Google • Being tied to the physical space

  15. Four dimensions? • Reflective • Collaborative • Virtual • Knowledge Expertise Over to you!

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