Assignment X

by Savannah Polizzi · February 17, 2024

Assignment X

Fostering Trust & Transparency

Gone are the days of hushing our patrons, coveting classics, and scowling at dog-eared pages. Rather, our attention must turn to a new world – “Library 2.0” – which is “inclusive, tolerant, and open-minded” (Casey & Savastinuk, 2007, p. 36). This new library focuses on equitable access to information, both inside and outside of the building – and for all people – both patron and non-patron. The modern library is a piece of the community’s social infrastructure, not just a place for books and records (Mattern, 2014). “Library 2.0” is an ever-changing, innovative place that requires both trust and transparency to evolve.

Trust & Transparency – In the Organization

Before trust can be extended to patrons, trust must first be fostered within the library organization. As libraries have evolved, so too have their staff – but change can be intimidating; thus, libraries must carve out space and energy for change to help their staff adapt (Casey & Savastinuk, 2007). The so-called “old guard” may cling to their archaic ways, and they may struggle to extend trust to newcomers with innovative ideas. We need to break this cycle and upend the egos of veteran leaders to make way for change. As recommended by Casey & Stephens (2008), libraries should grow and foster their own talent “and don’t see it as a threat.” Good leadership requires trust and active listening: “Staffers who question administration and decisions should not be perceived as threats but as reminders that we may need to reexamine how we communicate our strategies and our justifications” (Casey & Stephens, 2008). With trust, library leaders can foster growth amongst their staff and open the door to innovation, creativity, and maybe even some fun.

A fantastic example of library leadership in the modern library is University of Technology Sydney’s library. The UTS Library has worked deliberately to foster trust among its staff: “Freeing our people from micro-management and control helps create a work environment in which our employees feel more deeply empowered and engaged in getting their work done” (Booth, 2013, p. 5). UTS Library focuses on “fun, not toil” (Booth, 2013, p. 7) by facilitating learning through play, creativity, and innovation. Casey & Stephens (2010) agree that libraries “should be fun even in difficult times.” Budget cuts, book challenges, and policy restraints cannot limit a library’s ability to champion trust and transparency.

Transparency within an organization is critical to meet the demands of “Library 2.0.” As our world becomes increasingly interconnected and globalized, so too should our libraries. Within a library staff, communication must be a priority. As reinforced by Casey & Savastinuk (2009), “Effective communication is imperative for the smooth operation of any organization.” There are many ways to nurture communication among library staff: staff may be cross-trained to prevent department “silos,” leadership can provide learning opportunities for their employees to develop skills and foster collaboration, and staff may be welcomed to attend meetings among the community and/or library governance (Casey & Stephens, 2007). Libraries may also develop community partnerships with entities that serve their patrons (i.e. food banks) to further collaboration and transparency outside of the organization (Mattern, 2014). Open avenues of communication help us break down long-held barriers and seek to rebrand the library as a forward-thinking establishment within our communities.

Libraries and librarians are not just changing for the sake of change; they are changing to meet the needs of their patrons and the communities they serve.

Trust & Transparency – For the Patrons

Patrons are equally as deserving of trust and transparency, and they need it now more than ever. Library perception by patrons is critical to gaining (and maintaining) a foothold in the community. A library can be a pillar or it can be a last resort – and it likely boils down to how well that library serves its people. First and foremost, the purpose of libraries is “access to information” (Buckland, 1999), and it is the job of librarians to assist with that access. Fortunately, as technology continues to advance, access to information is abundant. For libraries this phenomenon is a “double edged sword.” Patrons turn more and more to search engines and less to library websites. So, how can we foster trust and transparency to encourage patrons to utilize our libraries? Transparency comes first; trust will follow.

First, the library must be perceived as a part of the community infrastructure; it should even benefit “those who don’t have an immediate need for its space or its services” (Mattern, 2014). While it can be challenging to think of non-patrons as part of our clientele, positive social perception is crucial. Ease of access and self-service opportunities matter, and both improve the likelihood of gaining library members. Patrons appreciate the use of library resources even outside of the building; with the advent of the Web, online services can extend the library into patrons’ homes and increase ease of access (Buckland, 1999). Libraries should also ensure that their web-based resources are well-organized, visually appealing, interactive, and frequently updated. Library websites should also be structured in a manner that cohabitates well with search engines to increase the likelihood of library resources being found by patrons and non-patrons alike (Fons, 2016). Libraries should also implement “participatory, user-driven services” (Casey & Savastinuk, 2007, p. 5) to allow the user a hand in their library’s policies, collection development, and more.

In the interactive, socially-driven Web 2.0, libraries can also benefit from a presence on social media in all its forms – using media to promote transparency and trust. In their 2019 study, Anwar & Zhiwei found that “social media are providing a new and excellent platform to the library professionals to reach out to their potential library customers to fulfill their needs, wants and demands.” Anwar and Zhiwei examined platforms like Facebook, Twitter, and LinkedIn, but more and more libraries (and librarians) are using TikTok to do promotion and book talks. Indeed, libraries have their own audience on “LibraryTok” where librarians are “leveraging the power of social media and pop culture trends to showcase new reads and the amenities their libraries have to offer” (Hudgins, 2023). TikTok posts, which tend to be playful, portray libraries as fun-loving, accessible, and relevant. Moreover, it is a helpful glimpse into the library realm for non-users – who may be more inclined to join a library after seeing what it has to offer.

Lastly, libraries can foster trust and transparency through revised policies on fines. Historically, libraries relied on collecting fines as part of their annual revenue, but many argue that it should be a practice of the past. I personally work at a high school library where over 60% of our student body qualifies for free/reduced lunch, and nearly 100 students are unhoused. We never charge late fines, and very seldom collect fines for lost or damaged items (unless damage is willful). Fines are automatically waived for those with financial hardship, and this helps us build trust with students and families who are already skeptical of public institutions and administration. As Sifton (2009) asserts, “A library is neither a business, nor for that matter, a government” (p. 2). Libraries can find alternatives to simultaneously support their patrons and maintain their collection without needing revenue from fines. Library policies should be reconsidered for the benefit of their community.