Community engagement: The new social media mantra for academic libraries

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Information about Community engagement: The new social media mantra for academic libraries

Published on February 17, 2014

Author: LouiseSpiteri


Community Engagement: The New Social Media Mantra for Academic Libraries?

Social media and you How many of you use social media for business purposes within your organization? What types of social media do you use? What are your reasons for, and expectations of, using social media? CLA_2012




Tacit knowledge If HP knew what HP knows, we would be three times as profitable Lew Platt, Hewlett Packard, cited in Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Boston, Harvard Business School Press. CLA_2012

Defining tacit knowledge CLA_2012

Tacit knowledge and communities Relationships and trust are key to the discovery and evolution of tacit knowledge. Communities enable individuals within organizations to form trust-based relationships with people within and outside the organization. Tacit knowledge can be discussed, refined, and combined in ways that allow an organization to rapidly take advantage of the new opportunities this knowledge creates. Those organizations that can effectively build communities stand to benefit the most in today’s economy. What is your community strategy to harness this knowledge? CLA_2012

Social media and tacit knowledge Tacit knowledge is a continuous process of trying things out, sensing what happens and developing emergent practices. Social networking supports emergent work practices. The true value of social networking is in sharing tacit knowledge Knowledge workers today need to connect with others to co-solve problems. Sharing tacit knowledge through conversations is an essential component of knowledge work. Social media enable adaptation through conversations. CLA_2012

Corporate intelligence and you What does corporate intelligence mean to you? How many of you have a corporate intelligence strategy? How do others view your organization? What is the competitive landscape? How are you including social media in this strategy? CLA_2012

Corporate intelligence process CLA_2012

How: Competitive intelligence and social media CLA_2012

Social Technologies Extend CI More informal ways to monitor and understand competitive landscape Respond rapidly More effectively combat misinformation Product/relationship improvement Big Data & Analytics Finding new ideas CLA_2012

Social media strategies What kind of social media? Do you need to utilize social networking sites, blogs, real-time updates (e.g., Twitter), social news sites, media-sharing sites, review/directory sites, virtual worlds, or display ads on social media sites  Examine the characteristics of the type of social media you want to have a presence on and how those characteristics fit what you're trying to accomplish to help choose the ones that will work best for you. Letting go  Once you engage in a conversation with customers, you have to give up control. Is your institution willing to do that? CLA_2012

Social media strategies Participation. How do you plan to drive people to your social media presence? Maintenance. Who will maintain your social media presence? • You must have something to say and someone to say it on a regular basis. Measurement. How do you measure success or failure? • What happens if you don't get there? CLA_2012

Are Academic Libraries Using Social Media Effectively?



This presentation section will: provide an overview of academic libraries in the context of current SM landscape show a useful tool for achieving success from startup to formal SM campaigns outline best practices define key challenges CLA_2012

SLOW ADOPTERS, DISRUPTIVE TECHNOLOGIES Conservative institutional cultures (library, university) Lack of administrative support Lack of resources Understanding how SM fits into academy Fear of disruption CLA_2012

ACADEMIC LIBRARY 2.0 “Academic inquiry is grounded in a culture of experimentation and collaboration and SM provides unparalleled opportunities to engage with other scholars and researchers worldwide.” “User interaction and participation should be a core value of social media for academic librarians.” CLA_2012

A GLOBAL FACULTY LOUNGE “Scholars are flocking to scholarly blogs to post ideas, collaborate with colleagues, and discuss literature ... There’s been terrific interest in scholars using Twitter to discuss and cite literature, for teaching, to enrich conferences, or less formally as a ‘global faculty lounge.’ ” metrics-twitter/ CLA_2012

WHY SM FOR ACADEMIC LIBRARIES? Engage with students & scholars as they increasingly integrate SM into their academic work Demonstrate relevance, keep in touch Build interactive community (users and non-users) Raise and maintain awareness of your library Put human face on your organization (Dal Libraries!) CLA_2012

USING SOCIAL MEDIA EFFECTIVELY “It's time to start approaching social networking and the “It's time to start approaching social networking and the use of social media more strategically to connect its use to use of social media more strategically to connect its use to specific outcomes….Stay focused on the culture of the specific outcomes….Stay focused on the culture of the community, and remember that people want more than community, and remember that people want more than messages—they want engagement and interaction.” messages—they want engagement and interaction.” CLA_2012

HOW DO WE GET THERE? Develop a strategy Prioritize SM program at executive level Dedicate staff CLA_2012

LOOK TO THE CORPORATIONS “Companies that do not belong to a community of discourse will die.” The Starbucks vision CLA_2012 CLA_2012 CLA_2012

WHERE ARE YOU ON THIS SPECTRUM? Dal Libraries have Communications Officer and dedicated staff posting regularly, full admin support Missing policy, coherent system of assessment Dalhousie taskforce currently working on SM policy CLA_2012


BEST PRACTICES Create targeted plan identifying specific audiences Establish and maintain “voice,” make it personal Build trust Respond promptly, be honest and consistent in messaging Be willing to relinquish control, share process Promote promote promote! Keep content relevant to your community Continually monitor effectiveness and make changes as needed CLA_2012






THE CHALLENGES Posting as an organization is different than as an individual —how? Differentiating yourself to stand out Crisis management—don’t get slizzered! Knowing your audiences Assessing effectiveness Creating a policy and strategies that work for your organization CLA_2012

General Strategies for Managing Social Media

Managing social media,1 Integration: Becoming a "social business" can impact nearly every function of an institution, e.g., marketing, PR, and communications. Who is responsible for taking an integrated approach? Is it a department? Do organizations hire a "Chief Social Officer" much like they would a Chief Technology Officer? Governance: Institutions need to listen to what is said about them, both by employees and clients or the general public. Policies need to be in place to deal with multiple types of scenarios, e.g., responding to a compliment or dealing with an employee who just posted something inappropriate or sensitive. CLA_2012

Managing social media, 2 Privacy & Security: How do you maintain and protect the privacy and security of information pertaining to your employees and your institution? Measurement & ROI: New social constructs will be needed to measure social initiatives such as attention (the size or number of participants actively engaged) or authority (the amount of influence a participant has in the ecosystem). Because social business is enabled by technology, it is by definition measurable. However, tying it to realized revenue or savings becomes more of a challenge. CLA_2012

Guidelines for social media policies, 1 Remind employees to familiarize themselves with the employment agreement and policies included in the employee handbook. State that the policy applies to multi-media, social networking websites, blogs and wikis for both professional and personal use. Internet postings should not disclose any information that is confidential or proprietary to the institution or to any third party that has disclosed information to the company. CLA_2012

Guidelines for social media policies, 2 If an employee comments on any aspect of the institutions 's business they must clearly identify themselves as an employee and include a disclaimer. The disclaimer should be something like "the views expressed are mine alone and do not necessarily reflect the views of (your institution’s name)." Internet postings should not include institution logos or trademarks unless permission is asked for and granted. Internet postings must respect copyright, privacy, fair use, financial disclosure, and other applicable laws. CLA_2012

Guidelines for social media policies, 3 Employees should neither claim nor imply that they are speaking on the institution’s behalf (for private accounts).. Corporate blogs, Facebook pages, Twitter accounts, etc., could require approval when the employee is posting about the institution. The institution reserves the right to request the certain subjects are avoided, withdraw certain posts, and remove inappropriate comments CLA_2012

Sources of images Measuring the business impact of social media. (2012). Social media and your business communication strategy. (2011). CLA_2012

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