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

Physical Resource Workstream Document Delivery Journal Archive Book Collection Physical Space

Physical Space Working Group - Context

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

Working Group: Lynn Easton, Lorna Trainer GGCHB, Julia Green Health Scotland, Dianne Mitchell NHS Tayside, Laiq Raihman Golden Jubilee National Hospital and Clare Scanlan NHS 24 (Chair)

Discussions and Dilemmas

No one size fits all

New models of space use vs. desirable dimensions

Core dimensions of knowledge space

Core Dimensions of Knowledge Space

Core Dimensions of Knowledge Space

C Core Dimensions of Knowledge SpaceSpSpaacemensions of Knowledge Spaceore

Core Dimensions of Knowledege Space

Core Dimensions

Core Dimensions of Knowledge Space

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 and innovation are essential.

Image courtesy of samuiblue/FreeDigitalPhotos.net

Image courtesy of samuiblue/FreeDigitalPhotos.net

Enablers and Barriers

• Provision of meeting rooms/pods allows for concentrating on tasks

• Partitioned areas• Provision of headphones or similar

devices• Physical convenience – centrally located

– allows quiet places away from the wards/working area

• Access point to information - a learning environment

• Combination of new technologies with traditional resources makes the library an attractive place

• Emotional attachment – it’s an extension of the classroom for serious, sustained study; a contemplative oasis

• Pro-active support and training – library professionals on hand to assist

• Not always used – concerns about how this may be interpreted by colleagues; inconvenient if no access to files, phones etc

• Noise levels• Uncomfortable; must have compatible

machines/technology• Not physically on site – distance makes it

difficult to take time away from work area

• Electronic resources accessible from anywhere

• Library can be defined as a “storage space”; designed around library operations rather than user needs

• Emotional attachment – opposed to change; unable to see the benefits of utilising the space differently

• No professional on site• Competition for space/organisational priorities

Dimension 2Collaborative Space

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

Artwork by Scott Maxwell www.lumaxart.com/Creative Commons License Attribution-Sharealike Generic 2.0 via Fliker

Enablers/Barriers

Enablers Barriers

Physical space IT Organisational

culture and politics Knowledge brokers

Physical space IT Organisational culture

and politics

Virtual Space

provide immediate access to a range of resources

can be updated more frequently can make life easier for users and can prove a valuable adjunct to physical

libraries

Virtual collections:

Virtual Space

Facilitates virtual gatherings and encourages discussion and sharing of knowledge through information and communication technologies and social networks

Facilitates learning at convenient locations and over a wide geographical area

Virtual Space

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

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

Can provide support where needed when not tied to a physical space

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

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

• 4 dimensions? What are your views?• Have we missed anything?

What do you think?Over to

you!