share: shared access research ecosystem – jisc and cni conference 10 july 2014
DESCRIPTION
Elliot Shore, executive director, Association of Research LibrariesTRANSCRIPT
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SHARE:Shared Access Research Ecosystem
Elliott Shore
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A talk in five parts
1. Quick introduction to SHARE2. A surfeit of individual projects3. An historical interlude4. Searching for Coherence5. Back to SHARE
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1. Introducing SHARE
SHARE is a higher education and research community initiative to advance the preservation of, access to, and reuse of research
outputs.
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SHARE will develop solutions that address the compelling
interest shared by researchers, libraries, universities, funding agencies, and other key stakeholders to maximize research
impact, today and in the future.
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SHARE aims to make the inventory of research assets more discoverable and more accessible and to enable the research
community to build upon these assets in creative and productive ways.
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SHARE Partnership
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Center for Open Science
SHARE Development Partner
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Building open scholarship infrastructure
• Open Science Framework• Reproducibility Projects• Badges for Open Practices
centerforopenscience.org
Center for Open Science
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What Is The Goal of SHARE?
– Creating robust ecosystem of repositories– Leveraging existing research environment– Capturing and exposing research outputs– Enabling and enhancing discovery, access,
reuse, preservation
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Current Situation
• Difficulty in keeping abreast of release of publications, datasets, other research outputs
• No single, structured way to report research output releases in timely and ubiquitous manner
• Emphasis on publications = data silos, data version control morass, incomplete contextualization
2. A surfeit of individual projects
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Here is a subset of another space
That also cries out for coherence
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3. An historical interlude
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Continuities: Legacy Thinking
• The library is the institution that bears the deepest marks of the thinking of the last century and a half.
• It was a time when many thought that the increasingly complex world that was emerging in the mid-to-late 19th century could be managed through reducing each problem to discrete parts and tasks.
• The legacy of 19th century thinking can perhaps be seen most clearly our organizational structures.
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Change: Digital Disruption• The penetration of the dynamic, changeable nature
of digital, Web-based, linked information technologies to universities and to research libraries has shown the fissures and exposed the assumptions in some of the fixed structures into which we have organized ourselves and how we think about our work.
• Then: Discrete Now: Fluid• Then: Contained Now: Ubiquitous• Then: One profession Now: Many professions• Then: Hierarchal and rigid Now: Collaborative
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Finding a Middle Ground• Old ways of thinking effect how we tackle
new problems.• Can we weigh our older ideas of order
against the new realities we face?
• Can we get beyond binary oppositions:– centralization versus decentralization– control versus openness– fixed versus shifting categories
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4. Searching for Coherence
“The inherited norms, customs, traditions, and institutions that have structured research and teaching now need to be constructively challenged, redefined, and subsequently reassembled. The next two decades could witness an extraordinary fluorescence of activity among universities and colleges focused on repositioning, consolidation, and convergence.” - Charles Henry, “Higher Ground.”
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The Opportunities
• We are a long way down the path of experimentation.
• We have many of the parts of the puzzle in our hands.
• We have sympathetic funders.• We have a need to reduce the cost of higher
education.• We have a tradition of cooperation and
collaboration.
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How Coherence at Scale could work
Discovery Curation Access and Reuse Preservation
Instead of every institution recreating the cycle alone…
… can we connect existing large-scale digital initiatives into a coherent system?
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The Concerns• We take pride in our own projects and want to see them grow
and prosper, tend them, and protect them.• We compete with one another for funding these projects – in
the US its called the $20,000 person – securing each individual project rather than the whole field.
• We are subject to our own local issues which usually trump the larger good.
• We are both goaded on by commercial interests and often take cheaper immediate measures rather than looking towards long-term solutions.
• Crisis moments often lead to institutional rather than collective decision-making processes.
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5. Back to SHARE
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Notification Service
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Research Release Events (Source)
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Research Release Events (Consumer)
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Registry
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Registry and Discovery
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Who Benefits?ResearchersUniversities
Funding AgenciesIndustry
General Public
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SHARE and Other Researcher Initiatives
CHORUSORCID
CrossRef/FundRefInternational
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What about …
Data?Author rights?
Institutional rights?Text- and data-mining?
Sharing? Reuse?Interoperability?
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Final Thoughts
• “The purpose of art is to lay bare the questions that have been hidden by the answers.” James Baldwin
• “…collaboration, diversity, the exchange of ideas, and building on other people's achievements are at the heart of the creative process. An education that focuses only on the individual in isolation is bound to frustrate some of those possibilities.” Sir Ken Robinson
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Web: www.arl.org/shareE-mail: [email protected]: @SHARE_researchKnowledge Base: bit.ly/TTE6jt
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Questions?