Despite the increasing digitalisation of special collections, Australian university libraries continue to house tangible original works contributing to collective state, national and global heritage. The protection of special collections relates to the international aspirations provided by the Sendai Framework for Disaster Risk Reduction 2015�2030 Priority 3. Currently over five hundred separately grouped university library special collections are recorded in Australia. Globally, there is limited research into university librarian comprehension of how to plan for the protection of special collections. A survey targeted the 35 Australian university libraries identified for inclusion in the study, via the Council for Australian University Librarians (CAUL) database. Eleven (31%) responses qualified for analysis. Of the respondents, the findings include 92% hold tangible special collections as part of their university library collection; 90% do not have a specific plan for the protection of special collections and 90% have experienced a disaster event at some point in their library career. The research concludes that special collections held by Australian universities are at risk and that the role of the university librarian is undervalued in the global efforts to protect cultural and historical heritage in the event of a disaster.

https://www.tandfonline.com/doi/pdf/10.1080/24750158.2018.1531678

Do University Libraries in Australia Actively Plan to Protect Special Collections from Disaster

Academic libraries have been subjected to disruptive events throughout history. Academic literature primarily provides case study examples of incidents, guidance on developing an emergency manageme...

Academic Libraries – Changing the Approach: Resilience Building against Disruptive Events and the Contribution to Disaster Risk Reduction Frameworks

Protecting the Library and Its Resources: A Guide to Physical Protection and Insurance.

Crisis preparedness is critical for crisis management in all organizations, including libraries. Libraries must make decisions about crisis situations, which requires planning and preparedness for crises. The purpose of this systematic review was to analyse and identify the main issues that assist libraries in decision-making in times of crisis. A total of 2900 studies from 1985 to 2020 were identified. Following the application of inclusion and exclusion criteria, 44 studies were included in the final review process. The findings of the study indicate that the subjects which were focused on most frequently with regard to crisis management were preparedness instruction, training programmes, preparation assessment and Important factors in crisis management. Moreover, the majority of the studies primarily focused on economic or financial rather than natural, social or health-related crises. Furthermore, between 2008 and 2017, there was a significant increase in the number of published articles mostly considered academic and research libraries. In addition, there has been a recent increase in articles dealing with crisis preparedness and management in these researches.

A systematic review of crisis management in libraries with emphasis on crisis preparedness

/pdf/day-the-university-changed-avyejgkbs3.pdf

Day the university changed

The Morgan Library at Colorado State University in Fort Collins suffered catastrophic flooding as the result of a historic rain storm and flood that swept through the town on July 28, 1997. This study examines this single library's organizational disaster response and identifies the phenomena that the library's employees cited as their motivation for innovation.

Purpose – This study provides an example of a library where a pre-disaster and post-disaster organizational environment was supportive of experimentation. This influenced the employees’ capacity and motivation to create a new tool meant to solve a temporary need. Their invention, a service now called RapidILL, advanced the Morgan Library organization beyond disaster recovery and has become an effective and popular consortium of libraries.

Design/methodology/approach – This is an instrumental case study. This design was chosen to examine the issues in organizational learning that the single case of Morgan Library presents. The researcher interviewed employees who survived the 1997 flood and who worked in the library after the disaster. The interview results and a book written by staff members are the most important data that form the basis for this qualitative research.

The interviews were transcribed, and key phrases and information from both the interviews and the published book were isolated into themes for coding. The coding allowed the use of NVivo 7, a text analysis software, to search in employees’ stories for “feeling” words and themes about change, innovation, motivation, and mental models.

Three research questions for the study sought to learn how employees described their lived experience, how the disaster altered their mental models of change, and what factors in the disaster response experience promoted learning and innovation.

Findings – This study investigates how the disruptive forces of disaster can influence and promote organizational learning and foster innovation. Analysis of the data demonstrates how the library employees’ feelings of trust before and following a workplace disaster shifted their mental models of change. They felt empowered to act and assert their own ideas; they did not simply react to change acting upon them.

Emotions motivate adaptive actions, facilitating change. The library employees’ lived experiences and feelings influenced what they learned, how quickly they learned it, and how that learning contributed to their innovations after the disaster. The library's supervisory and administrative leaders encouraged staff members to try out new ideas. This approach invigorated staff members’ feelings of trust and motivated them to contribute their efforts and ideas. Feeling free to experiment, they tapped their creativity and provided adaptations and innovations.

Practical implications – A disaster imposes immediate and often unanticipated change upon people and organizations. A disaster response urgently demands that employees do things differently; it also may require that employees do different things.

Successful organizations must become adept at creating and implementing changes to remain relevant and effective in the environments in which they operate. They need to ensure that employees generate and test as many ideas as possible in order to maximize the opportunity to uncover the best new thinking. This applies to libraries as well as to any other organizations.

If library leaders understand the conditions under which employees are most motivated to let go of fear and alter the mental models they use to interpret their work world, it should be possible and desirable to re-create those conditions and improve the ability of their organizations to tap into employees’ talent, spur innovation, and generate meaningful change.

Social implications – Trust and opportunities for learning can be central to employees’ ability to embrace change as a positive state in which their creativity flourishes and contributes to the success of the organization. When leaders support experimentation, employees utilize and value their affective connections as much as their professional knowledge. Work environments that promote experimentation and trust are ones in which employees at any rank feel secure enough to propose and experiment with innovative services, products, or workflows.

Originality/value – The first of its kind to examine library organizations, this study offers direct evidence to show that organizational learning and progress flourish through a combination of positive affective experiences and experimentation. The study shows how mental models, organizational learning, and innovation may help employees create significantly effective organizational advances while under duress.

An original formula is presented in Fig. 1.

Innovation and Change: Influences of Pre-Disaster Library Leadership in a Post-Disaster Environment

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Innovation and Change: Influences of Pre-Disaster Library Leadership in a Post-Disaster Environment