- Email: [email protected]
Out of the nest: the cataloger in a public services role
Library Collections, Acquisitions, & Technical Services 24 (2000) 65–71
Out of the nest: the cataloger in a public services role Sandy L. Folsom* Clarke Historical Library and Park Library, Reference Dept., Central Michigan University, Mt. Pleasant, MI 48859, USA
Abstract In today’s libraries, catalogers must often assume other roles. Because of outsourcing, shrinking staffs, expanded services, and shifting priorities, specialization in cataloging is frequently no longer an option. Taking on other types of responsibility can be quite daunting to those who have been in technical services for an entire career. This paper examines the benefits and challenges for a cataloger who is working in public services. It discusses what qualities a cataloger can bring to public services work along with the advantages for the cataloger in working with the public. Some survival strategies will be offered for the cataloger making the transition to public services work or working with multiple departmental assignments. The overall approach is positive, but realistic in the acknowledgment that this role change can be very demanding for catalogers. © 2000 Elsevier Science Ltd. All rights reserved. Keywords: Cataloging; Public services; Librarians’ roles; Reference
1. Introduction In today’s library environment, fewer and fewer librarians can claim to be strictly catalogers. A myriad of changes in society have affected libraries and those who work in them, including catalogers, rendering formerly strict role demarcations unsustainable. The overall shift in roles that catalogers play in libraries is not a recent or sudden trend, although it may sometimes seem to be that way to the individuals involved. Surveys going back to the early 1980s indicate catalogers’ participation in public services activities [1], and Lynne M. Martin [2] has traced catalogers’ participation in bibliographic instruction to the late 19th * Corresponding author. Tel.: ⫹1-517-774-2166; fax: ⫹1-517-774-4499. E-mail address: [email protected] (S.L. Folsom). 1464-9055/00/$ – see front matter © 2000 Elsevier Science Ltd. All rights reserved. PII: S 1 4 6 4 - 9 0 5 5 ( 9 9 ) 0 0 0 9 8 - 6
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century. The fast pace of change in the 1990s seems to have mainly served to accelerate the rate of the breakdown of traditional roles for catalogers. Claudine Arnold Jenda [3] provided a succinct overview of factors affecting library organizational structure, and Terry Allison [4] applied a postmodern paradigm to contemporary librarians’ roles. When Michael Gorman wrote “The Ecumenical Library” in 1983, he concluded that “Economics and automation are forcing drastic reconsiderations of procedures and structures” in libraries [5]. This statement is even truer today than when it was first written. From the economic standpoint, there is unprecedented administrative scrutiny of libraries’ funding, resulting in reduced staffing and alternative forms of service delivery, such as outsourcing. Meanwhile, technology has advanced in ways that were unimaginable in 1983. Improved procedures and tools for cataloging have eliminated much of the previously rote work. The holdings of bibliographic utilities have increased tremendously, so that original cataloging is less frequently required. These technical changes have often resulted in expanding roles for cataloging support staff, while decreasing the cataloging workload for librarians. In addition to the two forces driving change in libraries cited by Gorman, [5] another that is prevalent today can be added: new directions in management styles and philosophies. Management initiatives derived from the business world are influential in library settings. For instance, outsourcing may be adopted not only to save money, but also as the product of a change in management direction that favors it. Roles for support staff may be enhanced not just because technology allows them to do more than ever before, but also because there is a management style in place that favors added responsibilities for them. Other changes in management direction that affect catalogers’ roles include those that advocate priority shifts and expanding services without expanding resources. The latter phenomenon was observed by Schad in 1990 [6], but it is even more prevalent today as libraries wrestle with trying to provide access to a whole universe of Internet resources that did not exist 5 years ago. Gorman noted another management trend: consolidation of professional activities to make the most effective use of librarians’ time. The present economic situation forces us to use our human and technical resources as efficiently as possible. The tremendous impact of automation on our library processes has made it necessary for us to examine those processes in order to distinguish between the professional task and the nonprofessional task and to distinguish between the task best carried out by a human being and that best carried out by a machine. [7]
Of course, what constitutes professional activity and what does not is a very subjective question, but when it has been deemed that catalogers do not have enough professional work to do, other responsibilities, such as those in public services, are often added.
2. Changing roles for catalogers Change in libraries may be operating in the way that Schad describes as “organizational Darwinism, in which various options are considered and tried out, then discarded, adapted, or evolved toward a more workable structure” [6] or they may more closely represent a move toward a philosophical construct such as Gorman’s “ecumenical library” [5]. In any case,
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changes in the library profession are affecting catalogers’ roles for a variety of reasons, and catalogers are responding in ways that are as numerous as the causes of these changes. It is not unheard of for a veteran cataloger to retire rather than face the prospect of working at the reference desk. Fortunately, this response is not an option or a desired outcome for the majority of catalogers in this situation. Most adjust to the changes and become proficient at public services work, and many find it enjoyable. The public services activity most frequently performed by catalogers is working the reference desk, often during evenings, weekends, or filling in when reference librarians are unavailable. This activity was reported by Lawson and Slattery [8] in their 1987 survey of academic libraries in Missouri, and it continues into the 1990s. Other public services activities that catalogers participate in, although less frequently, were teaching bibliographic instruction sessions or classes, doing collection development, and staffing alternative public services desks such as those providing catalog or serials information. Martin [2] provided a detailed breakdown of catalogers’ involvement in bibliographic instruction. Leverence [9] described the use of both technical services librarians and support staff at a serials/documents information desk.
3. Qualities that catalogers can bring to public services work There are a number of unique qualities that catalogers possess that can be used advantageously in public services work. There is a whole realm of library knowledge and expertise that catalogers possess, which is mostly unknown to those whose careers have been spent in other areas of librarianship. When a cataloging background is combined with a public services position, the result can be a very potent force for bringing high quality assistance to patrons. Obviously, technical knowledge is the chief quality that catalogers can bring to public services work, beginning with knowledge of the catalog itself. As Walbridge notes in a 1991 article, “Who better to answer questions of how to use the OPAC than those who built it, who made decisions on what to include and how to include it? In the area of subject access, who knows Library of Congress subject headings and medical subject headings better than the catalogers who assign the headings?” [10]. Indeed, in-depth knowledge of record structure and an overall understanding of the library’s automation system can be invaluable in locating things in the OPAC. This is particularly true if the cataloger has been involved in data conversion, retroconversion, or converting from one system to another— experiences that tend to impart a detailed knowledge of records and systems operations. Knowledge of record structure and the library’s automation system is also very useful for quality control. The cataloger is easily able to spot problems in a record that a patron is viewing and is then sometimes put in the unusual position of both finding and fixing an error, along with steering the patron in the right direction. Catalogers’ thorough knowledge of subject headings and other access points can by extremely helpful in finding appropriate records. Even in these days of heavy reliance on keyword searching, it is very beneficial to know what terms are most likely to appear in records for materials on a specific topic. Catalogers with subject
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specializations are particularly likely to have extensive knowledge of the search terms that are most useful for material in their areas. Knowing how the catalog works can also be extremely useful when applied to other systems. Principles of knowledge structure and database design can often be discovered in the catalog and transferred to other library information systems, such as FirstSearch and even to World Wide Web search engines. The astute cataloger can improve service to patrons by applying this enhanced understanding to other systems that are used in public services work. There are some less direct ways that the technical knowledge of a cataloger can benefit public services. The cataloger often has a good overall understanding of the library’s entire technical services operation. Knowing workflow and procedures can be very helpful in locating missing items or doing other problem solving for patrons. The cataloger’s technical knowledge can also be indirectly beneficial in that it tends to rub off on public services librarians. If the cataloger shares some relevant technical knowledge with public services colleagues, the public services librarians can then make use of that knowledge when serving patrons. Another set of qualities that catalogers can bring to public services derives from a fresh, holistic approach. With proper training and preparation, doing a different type of work can be a refreshing change of pace that is approached with enthusiasm and high energy. Direct, positive feedback for one’s work is often a novel and rewarding experience for catalogers who normally have very little direct personal interaction with the public. The burnout that so often afflicts full-time public services librarians is unlikely to occur in a cataloger working part-time in public services, unless his or her overall workload is excessive. Moreover, the holistic approach, which combines knowledge from cataloging with what is learned in public services about patron needs and how to address them, can be a powerful force to benefit the library. In a way, it brings together the two “kinds” of librarians for the new dimension of library service that Gorman [5] described in “The Ecumenical Library.” Jenda [3] studied a type of holistic library structure with a client-centered model that had been in place at the University of Botswana Library for 12 years. Although she found some drawbacks in this organizational structure, particularly in increased workload and stress on individuals, her conclusion was that overall the library had benefited from adopting this model. Positive gains that she cites include improved quality of service; better teamwork; a more dynamic, flexible, responsive, and responsible staff; and greater work variety and use of professional skills.
4. Benefits of public services work for the cataloger Just as the cataloger can benefit the public services operation in a library, so, too, can public services work benefit the cataloger. Eskoz’s [1] surveys cited a number of positive outcomes for catalogers working in public services. These outcomes included heightened job interest, better use of individual abilities, increased understanding between areas of the library, and more flexibility in staffing. Martin’s [2] survey participants cited a number of similar benefits they had derived from teaching bibliographic instruction. A frank and insightful discussion based on personal experience of the benefits of working in public services can be found in Steve Hardin’s [11] article, “The Servant of Two Masters.”
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The principal benefit for the cataloger in working in public services is that he or she can see the direct results of his or her work, thereby gaining insight into how patrons think about and go about using the catalog. Based on this personal interaction, the cataloger can keep the patron in mind and tailor records accordingly. The cataloger will interact, possibly for the first time, with the different patron constituent groups in the library and become sensitive to their varying needs. In the same way that the public services librarians can gain technical knowledge from working with catalogers, catalogers can learn from increased interactions with other library staff through working in public services. When other viewpoints are acknowledged, credibility and understanding are increased on all sides. Also, knowing how other parts of the library operate breaks down isolation and can lead to more efficient and effective interactions between different functional areas in the library. Working in public services can provide a career boost to the cataloger as well. The resulting enhanced re´sume´ is a boon to the individual who is job hunting in an environment where more flexibility is required in the profession. A varied background is an obvious plus for anyone who is considering going into administration. However, career benefits are there as well for the cataloger who intends to stay in place. New opportunities within the institution are more likely to be available to a person who has demonstrated flexibility than to one who is pegged into one specific role. In the dynamic library world, having a variety of experience can be a kind of insurance policy. A final benefit for the cataloger in performing public services work is an overall broadening of perspective. The cataloger with firsthand knowledge of the role of public services in the library can better see the “big picture” and work to benefit the entire organization, rather than just one part of it. Involvement in public services work and interaction with other library staff helps to displace feelings of departmental partisanship that are prevalent in libraries and that have a negative impact on work. A broader perspective helps both the cataloger and the organization as a whole by improving the sense of the library as a community working toward a common goal.
5. Survival tips for coming out of the nest The transition from working primarily in cataloging to working part-time in public services is not easy for everyone. There are benefits for the cataloger, but there are drawbacks as well, including possible conflicts in demands between different departments, time management issues (especially time fragmentation), and hesitancy to interact with the public and to take on a new and very different role in the library. All of the these factors can cause significant stress. Below are some survival tips for working in public services and for working part-time in more than one department in the library, and, if followed, these tips may help to reduce stress and ease the transition. There are a number of strategies that can be very helpful when initially assuming public services responsibilities. First and foremost is getting appropriate training. Anyone going into a new area of the library deserves adequate, ongoing training delivered in a systematic fashion. Having a public services librarian as a mentor may be helpful, as also may be a gradual rather than abrupt assumption of new duties. If training is to be effective, the trainee
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must provide feedback to the trainer. Managers in public services may not be familiar enough with a cataloger’s background to accurately gauge his or her training needs. Adjusting communication styles is another important strategy. When interacting with patrons and public services staff, it is vital to resist the urge to be overly technical. The cataloger has considerable technical knowledge to impart, but it is useless if it is not meaningful to library patrons. Use of jargon and acronyms is sometimes a force of habit for the cataloger, but in the public services setting it needs to be curbed. The cataloger should also try to keep the library user’s viewpoint in mind. Users are just looking for information and are not often interested in all the details that catalogers find so fascinating. Finally, maintaining a positive attitude, at least outwardly, is crucial when dealing with patrons. Maintaining a positive attitude can be difficult if things are not going well or if one is feeling pressure from trying to do too much at once. It is important to avoid the temptation to spend public services time thinking about how one could make a more significant contribution to the library by cataloging. Patrons sense this kind of negativity and often react in kind, exacerbating the situation. Things go more smoothly and effectively for everyone if the librarian displays a positive attitude when with patrons. Working part-time in more than one library department can be a tricky situation. Sometimes departments make incompatible demands, and managers in one department may not understand or even be aware of the requirements of another department. If this is the case, it helps to keep the manager informed about how things are managed in the other department. It is very important that an understanding of the expectations of a split position be established. This understanding must be accepted by all parties concerned, but cannot be so rigid as to inhibit flexibility. A very good way to begin establishing such an understanding is to have a well-defined, formal job description. Along with this job description, there should be an understanding between departments of what is reasonable when setting goals for and evaluating a librarian working part-time in more than one area. Time management is often a major issue in a split position. Abrupt switching of gears can be difficult, especially between the hectic pace of public services and the quiet concentration required for cataloging. If scheduling is negotiable, large blocks of time in each area can reduce time fragmentation and transitional stress. Also, certain activities may be best for an individual at certain times of the day, and schedules may be adjusted accordingly. Prioritizing and having a plan for each day is invaluable. Undoubtedly, the plan will be disrupted but it still is helpful for keeping things in focus. Without a plan, it is very easy for someone in a split position to become overwhelmed and to feel like nothing is being accomplished. Lastly, it is very important for an individual working part-time in different departments to create realistic expectations for himself or herself and to learn to let go. Nobody can be an expert in all areas of librarianship. A cataloger working a few hours a week in public services cannot be expected to be as proficient in that area as a full-time public services librarian, nor will the cataloger be able to keep up with developments in cataloging as well as in the past. If the cataloging workload is not reduced to accommodate public services responsibilities, painful issues about standards and quality will arise as well. These issues can be extremely difficult, but in many cases concessions must be made for sanity’s sake. One way to ease the situation is to develop a few narrow areas of expertise, while maintaining a broad level of proficiency in all aspects of one’s responsibilities.
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6. Conclusion In today’s rapidly changing library environment, traditional boundaries are being broken down by a variety of forces that are economic, technological, or managerial in nature. As a result, an increasing number of catalogers are taking on responsibilities outside of cataloging, particularly in public services. Catalogers have some valuable qualities to bring to public services work, both in the area of technical knowledge and in a fresh, holistic approach. Many benefits can be derived by the cataloger from public services work, but there are inherent drawbacks as well. The cataloger involved must adopt strategies to enhance his or her effectiveness in public services, to adjust to working part-time in more than one library department, and to develop a tolerance for a “fuzziness” of roles that does not exist in traditional library structures. If accomplished appropriately, catalogers’ involvement in public services work can result in more effective library service and more complete and satisfying careers for catalogers.
References [1] Eskoz, PA. Catalog librarians and public services—a changing role? Libr Resources Tech Serv 1991;35: 76 – 86. [2] Martin, LM. Breaking out of the basement: a survey of catalogers who teach in State University of New York (SUNY) libraries. Ref Librar 1995;51/52:211–12, 217–19, 221–23. [3] Jenda, CA. Management of professional time and multiple responsibilities in a subject-centered academic library. Libr Admin Manage 1994;8:97–108. [4] Allison, T. I love me, I love me not: schizophrenic behavior among acquisitions/collection development librarians. Libr Acq Pract Theory 1996;20:103–16. [5] Gorman, M. The ecumenical library. Ref Librar 1983;9:55– 64. [6] Schad, JG. Managing collection development in libraries that utilize librarians with dual-responsibility assignments. Libr Acq Pract Theory 1990;14:165– 6. [7] Gorman, M. On doing away with technical services departments. Am Libr 1979;10:435. [8] Lawson VL, Slattery CE. Involvement in bibliographic instruction among technical services librarians in Missouri academic libraries. Libr Resources Tech Serv 1990;34:246 –7. [9] Leverance MEQ. Utilizing technical services staff on a public services desk. Tech Serv Q 1996;13:1–13. [10] Walbridge S. New partnerships within the library. J Libr Admin 1991;15:67. [11] Hardin S. The servant of two masters: an account of one librarian’s adventures in holistic librarianship. Technicalities 1993;13:11–12.
Out of the nest: the cataloger in a public services role Sandy L. Folsom* Clarke Historical Library and Park Library, Reference Dept., Central Michigan University, Mt. Pleasant, MI 48859, USA
Abstract In today’s libraries, catalogers must often assume other roles. Because of outsourcing, shrinking staffs, expanded services, and shifting priorities, specialization in cataloging is frequently no longer an option. Taking on other types of responsibility can be quite daunting to those who have been in technical services for an entire career. This paper examines the benefits and challenges for a cataloger who is working in public services. It discusses what qualities a cataloger can bring to public services work along with the advantages for the cataloger in working with the public. Some survival strategies will be offered for the cataloger making the transition to public services work or working with multiple departmental assignments. The overall approach is positive, but realistic in the acknowledgment that this role change can be very demanding for catalogers. © 2000 Elsevier Science Ltd. All rights reserved. Keywords: Cataloging; Public services; Librarians’ roles; Reference
1. Introduction In today’s library environment, fewer and fewer librarians can claim to be strictly catalogers. A myriad of changes in society have affected libraries and those who work in them, including catalogers, rendering formerly strict role demarcations unsustainable. The overall shift in roles that catalogers play in libraries is not a recent or sudden trend, although it may sometimes seem to be that way to the individuals involved. Surveys going back to the early 1980s indicate catalogers’ participation in public services activities [1], and Lynne M. Martin [2] has traced catalogers’ participation in bibliographic instruction to the late 19th * Corresponding author. Tel.: ⫹1-517-774-2166; fax: ⫹1-517-774-4499. E-mail address: [email protected] (S.L. Folsom). 1464-9055/00/$ – see front matter © 2000 Elsevier Science Ltd. All rights reserved. PII: S 1 4 6 4 - 9 0 5 5 ( 9 9 ) 0 0 0 9 8 - 6
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century. The fast pace of change in the 1990s seems to have mainly served to accelerate the rate of the breakdown of traditional roles for catalogers. Claudine Arnold Jenda [3] provided a succinct overview of factors affecting library organizational structure, and Terry Allison [4] applied a postmodern paradigm to contemporary librarians’ roles. When Michael Gorman wrote “The Ecumenical Library” in 1983, he concluded that “Economics and automation are forcing drastic reconsiderations of procedures and structures” in libraries [5]. This statement is even truer today than when it was first written. From the economic standpoint, there is unprecedented administrative scrutiny of libraries’ funding, resulting in reduced staffing and alternative forms of service delivery, such as outsourcing. Meanwhile, technology has advanced in ways that were unimaginable in 1983. Improved procedures and tools for cataloging have eliminated much of the previously rote work. The holdings of bibliographic utilities have increased tremendously, so that original cataloging is less frequently required. These technical changes have often resulted in expanding roles for cataloging support staff, while decreasing the cataloging workload for librarians. In addition to the two forces driving change in libraries cited by Gorman, [5] another that is prevalent today can be added: new directions in management styles and philosophies. Management initiatives derived from the business world are influential in library settings. For instance, outsourcing may be adopted not only to save money, but also as the product of a change in management direction that favors it. Roles for support staff may be enhanced not just because technology allows them to do more than ever before, but also because there is a management style in place that favors added responsibilities for them. Other changes in management direction that affect catalogers’ roles include those that advocate priority shifts and expanding services without expanding resources. The latter phenomenon was observed by Schad in 1990 [6], but it is even more prevalent today as libraries wrestle with trying to provide access to a whole universe of Internet resources that did not exist 5 years ago. Gorman noted another management trend: consolidation of professional activities to make the most effective use of librarians’ time. The present economic situation forces us to use our human and technical resources as efficiently as possible. The tremendous impact of automation on our library processes has made it necessary for us to examine those processes in order to distinguish between the professional task and the nonprofessional task and to distinguish between the task best carried out by a human being and that best carried out by a machine. [7]
Of course, what constitutes professional activity and what does not is a very subjective question, but when it has been deemed that catalogers do not have enough professional work to do, other responsibilities, such as those in public services, are often added.
2. Changing roles for catalogers Change in libraries may be operating in the way that Schad describes as “organizational Darwinism, in which various options are considered and tried out, then discarded, adapted, or evolved toward a more workable structure” [6] or they may more closely represent a move toward a philosophical construct such as Gorman’s “ecumenical library” [5]. In any case,
S.L. Folsom / Libr. Coll. Acq. & Tech. Serv. 24 (2000) 65–71
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changes in the library profession are affecting catalogers’ roles for a variety of reasons, and catalogers are responding in ways that are as numerous as the causes of these changes. It is not unheard of for a veteran cataloger to retire rather than face the prospect of working at the reference desk. Fortunately, this response is not an option or a desired outcome for the majority of catalogers in this situation. Most adjust to the changes and become proficient at public services work, and many find it enjoyable. The public services activity most frequently performed by catalogers is working the reference desk, often during evenings, weekends, or filling in when reference librarians are unavailable. This activity was reported by Lawson and Slattery [8] in their 1987 survey of academic libraries in Missouri, and it continues into the 1990s. Other public services activities that catalogers participate in, although less frequently, were teaching bibliographic instruction sessions or classes, doing collection development, and staffing alternative public services desks such as those providing catalog or serials information. Martin [2] provided a detailed breakdown of catalogers’ involvement in bibliographic instruction. Leverence [9] described the use of both technical services librarians and support staff at a serials/documents information desk.
3. Qualities that catalogers can bring to public services work There are a number of unique qualities that catalogers possess that can be used advantageously in public services work. There is a whole realm of library knowledge and expertise that catalogers possess, which is mostly unknown to those whose careers have been spent in other areas of librarianship. When a cataloging background is combined with a public services position, the result can be a very potent force for bringing high quality assistance to patrons. Obviously, technical knowledge is the chief quality that catalogers can bring to public services work, beginning with knowledge of the catalog itself. As Walbridge notes in a 1991 article, “Who better to answer questions of how to use the OPAC than those who built it, who made decisions on what to include and how to include it? In the area of subject access, who knows Library of Congress subject headings and medical subject headings better than the catalogers who assign the headings?” [10]. Indeed, in-depth knowledge of record structure and an overall understanding of the library’s automation system can be invaluable in locating things in the OPAC. This is particularly true if the cataloger has been involved in data conversion, retroconversion, or converting from one system to another— experiences that tend to impart a detailed knowledge of records and systems operations. Knowledge of record structure and the library’s automation system is also very useful for quality control. The cataloger is easily able to spot problems in a record that a patron is viewing and is then sometimes put in the unusual position of both finding and fixing an error, along with steering the patron in the right direction. Catalogers’ thorough knowledge of subject headings and other access points can by extremely helpful in finding appropriate records. Even in these days of heavy reliance on keyword searching, it is very beneficial to know what terms are most likely to appear in records for materials on a specific topic. Catalogers with subject
68
S.L. Folsom / Libr. Coll. Acq. & Tech. Serv. 24 (2000) 65–71
specializations are particularly likely to have extensive knowledge of the search terms that are most useful for material in their areas. Knowing how the catalog works can also be extremely useful when applied to other systems. Principles of knowledge structure and database design can often be discovered in the catalog and transferred to other library information systems, such as FirstSearch and even to World Wide Web search engines. The astute cataloger can improve service to patrons by applying this enhanced understanding to other systems that are used in public services work. There are some less direct ways that the technical knowledge of a cataloger can benefit public services. The cataloger often has a good overall understanding of the library’s entire technical services operation. Knowing workflow and procedures can be very helpful in locating missing items or doing other problem solving for patrons. The cataloger’s technical knowledge can also be indirectly beneficial in that it tends to rub off on public services librarians. If the cataloger shares some relevant technical knowledge with public services colleagues, the public services librarians can then make use of that knowledge when serving patrons. Another set of qualities that catalogers can bring to public services derives from a fresh, holistic approach. With proper training and preparation, doing a different type of work can be a refreshing change of pace that is approached with enthusiasm and high energy. Direct, positive feedback for one’s work is often a novel and rewarding experience for catalogers who normally have very little direct personal interaction with the public. The burnout that so often afflicts full-time public services librarians is unlikely to occur in a cataloger working part-time in public services, unless his or her overall workload is excessive. Moreover, the holistic approach, which combines knowledge from cataloging with what is learned in public services about patron needs and how to address them, can be a powerful force to benefit the library. In a way, it brings together the two “kinds” of librarians for the new dimension of library service that Gorman [5] described in “The Ecumenical Library.” Jenda [3] studied a type of holistic library structure with a client-centered model that had been in place at the University of Botswana Library for 12 years. Although she found some drawbacks in this organizational structure, particularly in increased workload and stress on individuals, her conclusion was that overall the library had benefited from adopting this model. Positive gains that she cites include improved quality of service; better teamwork; a more dynamic, flexible, responsive, and responsible staff; and greater work variety and use of professional skills.
4. Benefits of public services work for the cataloger Just as the cataloger can benefit the public services operation in a library, so, too, can public services work benefit the cataloger. Eskoz’s [1] surveys cited a number of positive outcomes for catalogers working in public services. These outcomes included heightened job interest, better use of individual abilities, increased understanding between areas of the library, and more flexibility in staffing. Martin’s [2] survey participants cited a number of similar benefits they had derived from teaching bibliographic instruction. A frank and insightful discussion based on personal experience of the benefits of working in public services can be found in Steve Hardin’s [11] article, “The Servant of Two Masters.”
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The principal benefit for the cataloger in working in public services is that he or she can see the direct results of his or her work, thereby gaining insight into how patrons think about and go about using the catalog. Based on this personal interaction, the cataloger can keep the patron in mind and tailor records accordingly. The cataloger will interact, possibly for the first time, with the different patron constituent groups in the library and become sensitive to their varying needs. In the same way that the public services librarians can gain technical knowledge from working with catalogers, catalogers can learn from increased interactions with other library staff through working in public services. When other viewpoints are acknowledged, credibility and understanding are increased on all sides. Also, knowing how other parts of the library operate breaks down isolation and can lead to more efficient and effective interactions between different functional areas in the library. Working in public services can provide a career boost to the cataloger as well. The resulting enhanced re´sume´ is a boon to the individual who is job hunting in an environment where more flexibility is required in the profession. A varied background is an obvious plus for anyone who is considering going into administration. However, career benefits are there as well for the cataloger who intends to stay in place. New opportunities within the institution are more likely to be available to a person who has demonstrated flexibility than to one who is pegged into one specific role. In the dynamic library world, having a variety of experience can be a kind of insurance policy. A final benefit for the cataloger in performing public services work is an overall broadening of perspective. The cataloger with firsthand knowledge of the role of public services in the library can better see the “big picture” and work to benefit the entire organization, rather than just one part of it. Involvement in public services work and interaction with other library staff helps to displace feelings of departmental partisanship that are prevalent in libraries and that have a negative impact on work. A broader perspective helps both the cataloger and the organization as a whole by improving the sense of the library as a community working toward a common goal.
5. Survival tips for coming out of the nest The transition from working primarily in cataloging to working part-time in public services is not easy for everyone. There are benefits for the cataloger, but there are drawbacks as well, including possible conflicts in demands between different departments, time management issues (especially time fragmentation), and hesitancy to interact with the public and to take on a new and very different role in the library. All of the these factors can cause significant stress. Below are some survival tips for working in public services and for working part-time in more than one department in the library, and, if followed, these tips may help to reduce stress and ease the transition. There are a number of strategies that can be very helpful when initially assuming public services responsibilities. First and foremost is getting appropriate training. Anyone going into a new area of the library deserves adequate, ongoing training delivered in a systematic fashion. Having a public services librarian as a mentor may be helpful, as also may be a gradual rather than abrupt assumption of new duties. If training is to be effective, the trainee
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must provide feedback to the trainer. Managers in public services may not be familiar enough with a cataloger’s background to accurately gauge his or her training needs. Adjusting communication styles is another important strategy. When interacting with patrons and public services staff, it is vital to resist the urge to be overly technical. The cataloger has considerable technical knowledge to impart, but it is useless if it is not meaningful to library patrons. Use of jargon and acronyms is sometimes a force of habit for the cataloger, but in the public services setting it needs to be curbed. The cataloger should also try to keep the library user’s viewpoint in mind. Users are just looking for information and are not often interested in all the details that catalogers find so fascinating. Finally, maintaining a positive attitude, at least outwardly, is crucial when dealing with patrons. Maintaining a positive attitude can be difficult if things are not going well or if one is feeling pressure from trying to do too much at once. It is important to avoid the temptation to spend public services time thinking about how one could make a more significant contribution to the library by cataloging. Patrons sense this kind of negativity and often react in kind, exacerbating the situation. Things go more smoothly and effectively for everyone if the librarian displays a positive attitude when with patrons. Working part-time in more than one library department can be a tricky situation. Sometimes departments make incompatible demands, and managers in one department may not understand or even be aware of the requirements of another department. If this is the case, it helps to keep the manager informed about how things are managed in the other department. It is very important that an understanding of the expectations of a split position be established. This understanding must be accepted by all parties concerned, but cannot be so rigid as to inhibit flexibility. A very good way to begin establishing such an understanding is to have a well-defined, formal job description. Along with this job description, there should be an understanding between departments of what is reasonable when setting goals for and evaluating a librarian working part-time in more than one area. Time management is often a major issue in a split position. Abrupt switching of gears can be difficult, especially between the hectic pace of public services and the quiet concentration required for cataloging. If scheduling is negotiable, large blocks of time in each area can reduce time fragmentation and transitional stress. Also, certain activities may be best for an individual at certain times of the day, and schedules may be adjusted accordingly. Prioritizing and having a plan for each day is invaluable. Undoubtedly, the plan will be disrupted but it still is helpful for keeping things in focus. Without a plan, it is very easy for someone in a split position to become overwhelmed and to feel like nothing is being accomplished. Lastly, it is very important for an individual working part-time in different departments to create realistic expectations for himself or herself and to learn to let go. Nobody can be an expert in all areas of librarianship. A cataloger working a few hours a week in public services cannot be expected to be as proficient in that area as a full-time public services librarian, nor will the cataloger be able to keep up with developments in cataloging as well as in the past. If the cataloging workload is not reduced to accommodate public services responsibilities, painful issues about standards and quality will arise as well. These issues can be extremely difficult, but in many cases concessions must be made for sanity’s sake. One way to ease the situation is to develop a few narrow areas of expertise, while maintaining a broad level of proficiency in all aspects of one’s responsibilities.
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6. Conclusion In today’s rapidly changing library environment, traditional boundaries are being broken down by a variety of forces that are economic, technological, or managerial in nature. As a result, an increasing number of catalogers are taking on responsibilities outside of cataloging, particularly in public services. Catalogers have some valuable qualities to bring to public services work, both in the area of technical knowledge and in a fresh, holistic approach. Many benefits can be derived by the cataloger from public services work, but there are inherent drawbacks as well. The cataloger involved must adopt strategies to enhance his or her effectiveness in public services, to adjust to working part-time in more than one library department, and to develop a tolerance for a “fuzziness” of roles that does not exist in traditional library structures. If accomplished appropriately, catalogers’ involvement in public services work can result in more effective library service and more complete and satisfying careers for catalogers.
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