Staff development planning in an academic health sciences library.

OBJECTIVE: A staff development committee (SDC) was convened to implement staff development opportunities for an academic health sciences library system comprised of three separate facilities. The charge for the SDC was to: (1) develop programs to enhance workplace skills and personal growth, (2) communicate the availability of existing programs at the university and medical center, and (3) encourage the staff to participate in these opportunities. PROGRAM: The committee created goals and objectives and developed a survey designed to give staff the opportunity to provide input for this initiative. With an 80% response rate, the survey results were used to plan 15 events based on staff needs and preferences. First-year attendance for SDC-sponsored events was 459. Committee members served as liaisons for each event. Two forms were developed to facilitate event planning. A monthly announcement sheet, email reminders, and the library's local area network are used to communicate upcoming SDC events and encourage attendance. CONCLUSION: This approach can serve as a useful model for similar program planning in any organization.     

Managing Uncertainty for Preventive Conservation

ABSTRACT

This paper examines how conservators engage with uncertainty when creating preventive conservation strategies. It argues that by recognising contexts in which uncertainty will be encountered conservators can develop effective management strategies. A typology of uncertainty explores a range of categories of uncertainty, their experience in preventive conservation and identifies distinct approaches to manage them. Managing uncertainty may include acts of defining its parameters, exposing and resolving through communication or protecting from with contingency. Whatever approach is adopted it must be accepted that uncertainty cannot be avoided. It is important therefore to aim to live well with uncertainty and the paper advocates for preventive conservation applications of strategies recommended in health care for patients with life-threatening illnesses. These strategies include working on things that can be controlled, goal setting, acceptance and factoring in emotions. The ability to identify contexts in which uncertainty is inbuilt should trigger those concerned with preventive conservation to activate strategies developed for managing and living well with uncertainty.     

Divergent production in gifted adolescents using timed vs. untimed stimuli with creative prompting

Although creativity and expertise are related, they are nonetheless very different things. Expertise does not usually require creativity, but creativity generally does require a certain level of expertise. There are similarities in the relationships of both expertise and creativity to domains, however. Research has shown that just as expertise in one domain does not predict expertise in other, unrelated domains, creativity in one domain does not predict creativity in other, unrelated domains. People may be expert, and people may be creative, in many domains, or they may be expert, or creative, in few domains or none at all, and one cannot simply transfer expertise, or creativity, from one domain to another, unrelated domain. The domain specificity of creativity matters crucially for creativity training, creativity assessment, creativity research, and creativity theory. The domain specificity of creativity also means that interdisciplinary thinking, interdisciplinary collaboration, and interdisciplinary creativity are even more important than one would assume if creativity were domain general.     

Dialogue in conservation decision-making

An analysis of the impact of stakeholder consultation during the conservation decision-making processes is presented. Defining and finding opportunities for stakeholder communication within conservation work is an ethical necessity when working with cultural heritage, but the limits and practice of this necessity are less clear. Case studies are used to explore which aspects of the conservation process stakeholders are most likely to be consulted about, and reviews the impact of their views. It asks whether conservators have a preference in which decisions they are prepared to share with stakeholders across three aspects of conservation: the initial appraisal, treatment and the display or storage. Where consultation relates to treatment, conservators are more likely to fall back on their own technical authority except when those consulted are regarded as fellow professionals. Other categories of stakeholder such as artists, originating communities, and religious groups were found to be more constructively consulted on the understanding of the object and on care related to display and storage. Conservators should be offered more explicit guidance on the ethics of consultation, the aspects of consultation that they should engage with and on the ethical ways to deal with conflict arising from consultation.     

Effective preservation decision strategies

Decisions about preservation issues are made both deliberatively and unconsciously. Heuristics operate as intuitive processes which are rapid and can be reliable and effective. Deliberative decisions require time to complete and can be described by an analytic-deliberative model. The characteristics of these two processes and their relevance to preventive conservation decision-making are discussed. Each of these two processes has its strengths and weaknesses. People naturally make decisions and utilise a range of strategies without necessarily having insights into the process. This paper provides a frame to help examine, describe, and reflect upon our own and others’ decision-making in order to improve both processes and outcomes.