Health sciences librarians off the radar.

Sue Espe

doi:10.3163/1536-5050.104.3.012

Abstract

The library environment has undergone tremendous change through the years and with that change, the profession has had to adapt. These seemingly simple phrases written more than forty years ago continue to be as meaningful and applicable today as they were when written: “like everything else, libraries and library methods are changing at an increasing rate,” and “‘new things' have been and are happening in your field, and, indeed, some of these new trends seem to have come upon us quickly and, in some instances, have become drastic enough to threaten the very existence of the relatively small, professionally-supported medical library” [1]. Many health sciences libraries have adapted to accelerated technological advancements, fragmented collection acquisition models, altered space allocations, and modified user viewpoints. Particularly, health sciences libraries in hospitals have been profoundly impacted with library closures, bringing forth new thoughts related to value, adaptation, and change. In essence, this seemingly new trend of closures experienced today may not be so new after all, and the question that must be asked is, how has the health sciences hospital library continued to survive through the years?

Highlights

Perhaps unconscious, survival tactic for many health sciences libraries involves working off the radar to avoid detection by administrators, who have the power to enforce decisions such as to forever close a library
There may be one ideal time to be off the radar and that occurs during the phase of bringing a new product to market
Marketing through a realistic analysis or strategic plan provides crucial promotion of exemplary library products and services, and comforts staff who will know that steps are being considered to initiate long-term library survival

Summary

Introduction

Perhaps unconscious, survival tactic for many health sciences libraries involves working off the radar to avoid detection by administrators, who have the power to enforce decisions such as to forever close a library. There may be one ideal time to be off the radar and that occurs during the phase of bringing a new product to market. Having a strategic marketing plan is a practical tactic, helping to create a low-anxiety work environment that helps to assuage staff’s debilitating fear of library closure or an underlying desire for the library to become invisible.

Results

Conclusion