CIL2010: LibGuides

I really want to try out the user interface for LibGuides - apparently we have access through ZSR? It would be particularly beneficial for first-years. Anatomy, to start?

http://libguides.ashland.edu/CIL2010 for the powerpoint
http://libguides.ashland.edu/ to browse their actual guides the Nursing one is a good example for us.

CIL2010: Organization 2.0

Meredith Farkas, Head, Instructional Initiatives, Norwich University

Most libraries are not currently structured to successfully embrace Web 2.0, which requires rapid user-centered change, experimentation, and radical trust.

Techno-lust is an issue, our colleagues get sick of us :)
A lot of us are going where our users are, without actually being USEFUL - stop trying to be cool, we are not cool, accept your nerdiness.

Why do so many 2.0 initiatives fail? It's not like free beer, but more like free kittens. Requires WORK. And yes, you have to do this on top of all the rest of your duties. This situation is normal these days. Once the excitement dies down, it can seem like drudgery. Sooo many library blogs and twitter feeds die a slow death, and reflects badly on the library.

Can't be one person's pet project, must strategize to motivate other staff and make time for it. Abandon the culture of perfect. Look outside the library world for applications, opportunities, and inspiration.

• Professional development is NOT just for the MLSs. All staff need time and support to learn.
• Use your new people - fresh eyes - ask them what seems wrong.
• Integrate 2.0 into your technology plan to further the mission and goals of the library.
• RSS feeds of new books by subject are particularly useful.
• Link your digital collections in Wikipedia
  
• Flickr, etc with comments OPEN
• Improve internal knowledge sharing (haha like this blog). Much better than post-it notes.
  

Develop a risk-tolerant culture. Failure is OK. Everything these days is in perpetual beta, and constantly under improvement. Be AGILE - don't get attached to outdated services. You have to get rid of old tech to make room for new. Google gives their staff 20% of their time to play - spend the equivalent of one day a week working on things outside of their job description, and this is where MOST of their new ideas come from.

Create new partnerships, the perfect way to stay alive.

See McMaster Univ. wiki for first year students http://libwiki.mcmaster.ca/fye/
Very relevant to first-year med students too!

CIL2010: Digital Commons: Building Digital Communities Using Digital Collections

Jim DelRosso, Web & Digital Projects Manager, Cornell University
http://digitalcommons.ilr.cornell.edu/
Librarians can build online communities around their digital collections in the same way they build physical communities around their physical collections. Makes the Library SUSTAINABLE!

Interest leads to a sense of ownership - it's theirs on some psychological level, helps people have to have an investment in the Library.

Interest: what users want AND what they need. What do we do when these two things differ?

Larger scale reference interview = Assessment. Turn outcome-based assessment into successful marketing.

Use Google Analytics to dig deeper into how user audience interact with collections.
Allow for user-created content - really creates a sense of ownership. Also user-sponsored content, and user-organized content. More than a traditional repository. Faculty pubs is user-created content!

River Campus Libraries - browse new titles (http://www.library.rochester.edu/ scroll down)

Develop a sense of investment - creates superusers that interact directly with the collection. Will also interact more directly with librarians, and with each other. Investment starts to look a lot like community.

CIL2010: Keynote

Keynote Speaker: Lee Rainie, Director of Pew Internet & American Life Project http://www.pewinternet.org/
Produce reports on Americans' online activities. He has a new book coming out: Networked, the New Information Operating System

Pew is not a think tank, but a Fact Tank. They don't advocate a particular agenda, but generate a lot of information. Lee considers himself an Internet Archeologist - he examines the remains, but does not pass judgment. (I have used their data to support many grant proposals and technology project plans.)

NEW WORD: Tweckle: to abuse (heckle) a speaker via Twitter while he is speaking

Internet is the change agent, then and now. Dawn of the project in 2000 compared to today:
In 2000, less than half of adults used internet
5% had broadband at home
50% owned cellphone

Today 75% of adults
62% have broadband at home
80% have cellphones

Life Logging - ~30% share photos, personal creations, ratings and rankings of about purchases, services, etc.
15% have a personal website
15% are content remixers

There's a fine line between blogging and social networks. It's hard to measure how many people READ blogs, now that so many orgs are using blog platforms as their website platform (like ZSR).

Networked Creators democratize the voices in media, has challenged traditional gatekeepers. Inserted themselves in "expert" affairs. Once you start blogging about something, you become a stakeholder and are more involved in the process. About a FIFTH have contributed health content!! They are reshaping the relationship between providers (doctors) and the consumers (patients). Online patient communities are helping people navigate the system in a new way.

MacArthur Foundation has a new site: macfound.org - digital literacy program
13 elements of new literacy enumerated
New Community-Building activities

Crowdsourcing wisdom, especially among "strangers" who share a common purpose.
Particularly being seen in healthcare - example of Karen Parles librarian with lung cancer who founded lungcanceronline.org. An online support group gave her SO much support that she created a space and it's still going strong after her death. It's still having an impact on others being diagnosed. Just-in-time information provided by someone in their same situation, ad hoc and on-the-fly. Communities of "rare species".

Libraries can be nodes in their social networks, as people seek information to help them solve their problems and meet their needs. They need friends like us!!

We can teach new literacies: screen (graphics and symbols), navigation, connections, context, skepticism, creating content, ethical behavior.

Hearts

Employees of Carpenter Library found themselves exercising during the Thursday, Oct. 22, 2009 tour of the Heart Center at Wake Forest University Baptist Medical Center.

Starting in the Cardiac Catheterization Lab on the fourth floor of Ardmore (Brenner's) Tower, tourists learned that these are the "plumbers" for heart patients. Heart Center physicians and staff are assessing the heart by inserting catheters into the heart and injecting dye to acquire images of the coronary arteries as well as the chambers of the heart. Depending upon the findings, the physicians may then insert a stent to open up the coronary artery blockage. Many of these stents are coated with special medications designed to help keep the blockage open.

Rich Lundy, Director of the Heart Center, said since they started using medicated stents, the percentage of patients coming back to WFUBMC for revision of their stent within the first year has decreased from nearly 25% to less than 5%. A stent is a mesh-like scaffolding mounted over a tiny balloon that expands once inserted into the coronary artery. The stent is expanded into place, the balloon is withdrawn allowing for improved blood flow to the heart and better pump function. There are four adult catheterization labs and one pediatric catheterization lab. The pediatric lab is a bi-plane lab which means the equipment has two cameras on it, allowing for more angles/photos of the heart and less radiation exposure for the patient. WFUBMC was the first in the country to purchase this particular bi-plane equipment from Siemens, a German company.

Still walking but now from Ardmore to the Ground floor of Reynolds Tower where the Cardiac Ultrasound/Stress Testing lab is located. This lab houses the echocardiogram equipment which uses sound waves to produce images of the heart, including 3-D images. Clinical staff and physicians look for heart abnormalities and determine the effectiveness of the beating heart. Some patients are put under cardiac stress via exercising on a treadmill, stationary bicycle, or with drugs. Images of the heart are acquired at rest and at peak exercise and analyzed for abnormalities.

The next stop is at the Electrophysiology (EP) Lab and Heart Station. EP physicians are often referred to as the “electricians” focusing on diagnosis and correction of abnormal heart rhythms. The Implantable pacemakers, defibrillators, and cardiac rhythm devices of all sizes are located here as well as portable EKG machines. Patients of this area return often during the long-term treatment to have EKG or pacemakers checked or for therapy, including advice about their different medicines. Mr. Lundy helped partner with Pharmacy and Cardiology to set up an anticoagulation clinic for patients who need frequent monitoring and adjustment of their anticoagulation medications. Pharmacists provide point of care lab testing and can give patients immediate feedback and adjust medications as needed.

Making way through various hallways and up to the first floor of Reynolds Tower to the Cardiovascular Imaging Center where MRI's are taken of the heart. Of the several areas of the entire Heart Center, this is probably the least busiest with six to eight patients per day, compared to the 110 patients per day in the Cardiac Ultrasound/ECHO lab. Physicians though are able to read multiple types of tests (ECHO, Cardiac MRI, Cardiac CT) in two separate areas, one in each lab. There is also a live-feed into the stress echo testing rooms allowing quick physician consultation with the echo staff during procedures. Like in the ECHO lab, patients are put under stress via a treadmill or drugs and then the MRI is performed.

The final trek is to the Sticht Center where Mr. Lundy showed the tourists the Cardiac/Pulmonary Rehabilitation department. Once again, treadmills and stationary bicycles lined the long, rectangular room with oxygen tanks and accessories along the walls. The rehabilitation of hearts was started over 30 years ago as a joint project between the Bowman Gray campus and Reynolda campus. It was the first in the country. Cardiac and pulmonary rehabilitation patients participate in a 12-week program that teaches them about lifestyle changes after experiencing heart or lung problems.

Not seen by the tourists were the several nursing units for heart patients, the outpatient clinics and the cardiothoracic surgery area. As administrative/business director for the Heart Center, Mr. Lundy works closely with all the nursing units, clinics and surgical departments. He serves on the Heart Transplant evaluation team which meets every Tuesday to determine if someone meets the criteria for a heart transplant. WFUBMC does about 10 heart transplants per year and there are 16 people waiting for a transplant.

While the Heart Center is physically scattered, the employees of all the areas are definitely the opposite - always working as a team, which was a heart-warming sight to fellow coworkers here at WFUBMC.

Laundry and Linens

Five Carpenter Library employees were seeing blue, green, yellow, white and hearing lots of numbers on 2SB (sub-basement) of Reynolds Tower during their tour of the Laundry and Linen Distribution departments on Wednesday, September 30, 2009.

Associate Director Dennis Robinson shared his vast knowledge and time during the hour-long tour. He rattled off lots of numbers, like:

• 1,200 flat white bed sheets are ironed in one hour
• 9,000 barrier gowns are used per day
• 400 carts of linens and laundry is picked up/delivered per day
• 6,000 washcloths are used per day
• 1,800 - 1,900 thermal blankets are used per day
• 4,000 underpads are used per day
• 165 pounds of towels can be held in one sling hanging from the ceiling
• 205 pounds of flat sheets can be held in one sling
• 35-40,000 pounds of soiled linen are handled per day
  

There are 60 people who work in the Laundry section and 20 people who distribute linens to more than 185 departments/patient areas on the WFUBMC campus. The Department also handles the laundry for Stokes-Reynolds Memorial Hospital, Stokes Family Health and J.R. Jones Medical Center. Amazingly, all this work is done with a schedule of seven days a week for first shift and five days a week for second shift.

Laundry and Linen started in a space of 9,000 square feet in 1923 when the hospital opened. Employees handled five million pounds per year. Now, still in its 9,000 square feet, employees have handled up to 14 million pounds of laundry per year.

The department is responsible for 13 scrub dispensers and 11 scrub receivers. The 4,000 users of the scrub machines have encoded cards for acquiring a set of scrubs and for returning a set of scrubs. Before the machines were installed in 1996, laundry employees were taking 1,900 sets of scrubs per day just to the operating rooms.

Between the many numbers, colors and different odors, Library employees left 2SB feeling appreciative for the work of their coworkers here at WFUBMC.

TRP - Totally Responsible Person

All-day workshop given by Organizational Development at Piedmont Plaza. Presenters were Susan Hathcock, who is a Nurse Educator, and Jennifer Evans, who works for Org Dev. My expectations were fairly low, but I left the day feeling energized and empowered.

The gist of TRP is to stay positive, productive, and effective - no matter what the circumstances! Many, many elements of our day are not under our control, but our reactions are. Taking personal responsibility for our emotions and attitudes can make a huge difference.

#1 is eliminating the victim mentality - they gave us 200+ statements like

• That's not fair
• I'm sick and tired of . . .
• He/she/they should . . .
• If you can't do your part, I'm not going to do mine
• It's the system
• That makes me so mad
  
• I'm overwhelmed

that contribute to a victim mentality. The Totally Responsible Person accepts everything that is happening as providing opportunities for learning and growth (OFLAG) - and no one else can be blamed for emotions that arise in you.

Instead of Stimulus -> Reaction
try
Stimulus -> Choice -> Response

With practice, we can become aware of those times and situations when we enter into the victim mentality. Awareness empowers us to turn a reaction into a response.

Victim mentality thinks the other person is the problem - and the solution. Any thought, statement, or action that indicates an abdication of responsibility for one's emotional state and behavior reveals "victim".

Elements of TRP:

1. Everything that happens to me provides me with opportunities for learning and growth.
2. No one else can be blamed for any negativity my emotional nature experiences.
3. I shall seek no exceptions to this belief, even when I'm not at fault.

This is true for home AND work, and we charted our tendencies in regard to partner, child, friends, in-laws, parents, boss, co-worker, customer, health, weight, traffic, etc.

One aspect that surprised me was associating a "victim mentality" to actions like gathering around the water cooler to complain, criticize, and commiserate. Spreading negativity and discontent incites others to feel victimized! Criticism and gossip are separative, lower morale, wastes time, and usually comes back to you. How to handle another's criticism of an absent third person? Perhaps say, "How can we help that person?"

They recommended conducting a nightly review, noting critical conversations and thoughts. Note whether our approach to people is generally kindly or critical. Do we attempt to see the good in others, or do we focus on their weaknesses and failings? Also note how we criticize ourselves - that internal dialogue can infect our relationships with others as well.

This is boiling down seven hours of workshop to a few key points, but they're especially helpful with the new medctr administration.

"Create an 'organizational culture' in our workplace and home where victim mentality is simply an inappropriate way of behaving - the kind of environment where it is simply seen as unproductive or even old-fashioned. This environment will be supportive of those people who are in the process of becoming more responsible. This environment first has to 'start with me'. We need to set the example for others."

We also talked about "Group Victims", like School vs Hospital, admin vs worker bees, clinical vs non-clinical, techie vs non-techie, men vs women, Christians vs non-, white vs. non-, rural vs city, smoker vs non-, professional vs blue-collar.

The "Ten Commitments for Effective Group Work" can relate to dept, section, workgroup, team, and even family. They are posted outside my cube if you're interested.

The family aspect is especially interesting to me; because often family members (as well as co-workers) will unintentionally encourage victim behaviors by Rescuing and Enabling.

Rescuing: Taking care of others so that they do not have to be responsible for their behavior or emotional state.

Enabling: Encouraging the victim mentality by letting others know their victim behavior and negative emotional state are justified and acceptable.

"It may seem harsh, inflexible, or unloving to be TRP, especially with loved ones. But we must ask ourselves, 'Will my actions further the growth and development of the other person? Will they help build character?' . . . Not rescuing or enabling may be the best, and most compassionate gift we can ever give another person."

Quite a few parents in the group had trouble with this part. Jen and Susan both have kids, and were able to speak from many years of experience!

We started running out of time toward the end, but I particularly learned from the part called
The Gift of Feedback
Feedback is information that we use to make corrections in our thoughts and behavior to become more responsible, effective, productive, creative, and successful - at work, at home, and in life generally. Feedback is essential for learning and growing, and teaches us how we affect the world around us.

When we are being a victim, feedback appears to be criticism. When we are TRP, the same feedback is seen as useful, welcome information. Thus our rejection of - or openness to - feedback reveals our state of mind. Even if the other person has a personal agenda, or is unskilled in giving feedback, we can always search for the "kernel of truth" that exists in the feedback.

Be aware of LANGUAGE - it is a powerful indicator of our emotional state. Particularly the phrase, "makes me" - as in,

• that makes me angry
• s/he makes me happy
• naughty jokes make me feel embarrassed
• icy roads make me nervous
• sunshine makes me happy
  

Ever time you use that phrase ("makes me"), you are saying that you are not responsible for your reactions to the people and events in your life. This diminishes your sense of personal power. No one can make you feel anything. Your emotions are in your power to control.

In working with OTHER people who exhibit the victim mentality, we can help them move toward a "higher" and more reasoned way of thinking. Once we start noticing these behaviors, don't feed them! For example, some people are so accustomed to complaining that it seems like the natural thing to do, but it reinforces the victimhood. When we are in these situations, we can be silent, change the subject, or propose solutions rather than jump into the wallowing.

Know the difference between sympathy and empathy - saying something like, "you poor thing" does not help the person. Don't take on their pain as your pain, that just continues their suffering. Misery loves company. Don't provide it. Changing the subject does wonders. Optimism is contagious! Move to the future, and focus on solutions. Use the word "think" rather than the word "feel" - that can help them move from an emotional state (feeling) to a problem-solving state.

Adversity, or feeling like a victim, is a test of our character - and a way to develop key character traits. Our success in every area of life is directly related to our ability to handle adversity. We cannot always control our circumstances, but we can choose our response. Everything is an opportunity for learning and growth.

Maya Angelou Center for Health Equity

Six Carpenter Library employees enjoyed learning about the Maya Angelou Center for Health Equity on Tuesday, August 25, 2009.

Dr. Ronny Bell serves as the director of the seven-year-old Center. The Center, one of 11 at WFUSM, promotes research, faculty and student development and outreach. A dream of Dr. Richard Dean, the Center was awarded start-up grants from The Winston-Salem Foundation and Duke Endowment in late 2001-2002 to begin operation.

The Center moved to Watlington Hall in September 2008 where it shares space and some employees with the Graduate School of Arts and Sciences.

While the Center has 14 employees, Dr. Bell explained the relationship that the Center has with WFUBMC committees and departments. The 36 faculty affiliates that participate in Center activities have a main appointment in another department. For example, Dr. Bell was hired to work for the Division of Public Health Sciences/Epidemiology & Prevention. He splits his time between there and the Center. Other faculty of the Center, such as Dr. David Mount who serves as director of community outreach, has an appointment in General Internal Medicine. There is also a Diversity Council at the Medical Center which works closely with the Maya Angelou Center.

The Maya Angelou Center isn't the only type of Center in the state - there are five more. Dr. Bell hopes to eventually create a health equity consortium for these centers to work together. Meanwhile, WFUBMC employees continue to work together to provide health care for all types of populations and cultures.

WFU Eye Center

Several Coy C. Carpenter Library employees were mock patients late in the afternoon on Thursday, July 2, 2009 when Kirk Huske of the WFU Eye Center walked the tourists through the Department of Ophthalmology. While waiting, patients can view antique eyeglasses, an old eye exam machine, other antique objects and a historical poster in the lobby area.

The Eye Center moved to the sixth floor of the Richard Janeway Clinical Sciences Tower in September 1990. It has five main patient areas for its seven sub-specialities of: retina (including tumors of), cornea, glaucoma, uveitis (infection), neuro-ophthalmology, ocu-plastics and pediatrics. Other features of the Center include an optical shop and the NC Lions Clinical Research Center that includes two examination rooms for the current 14 clinical trials in session. Academic offices, including space for residents, and a small library/conference room are located within the department.

There is also a separate pediatric patient area where Dr. R. Grey Weaver would speak to the parents in the small waiting area, all the while observing the patient. He then would take the patient to the examination room where special lights and sounds would attract the child's attention so Dr. Weaver could examine the eyes.

Ms. Huske shared several of her experiences as an employee of the Eye Center for 39 years. She started as a technician in glaucoma. Her current and official title is Residency Coordinator but she does many other things, including tours. She also shared knowledge about ophthalmology in general, such as the inside back part of an eye is called the fundus. And that ophthalmology is the only speciality in which a doctor can look inside (via the eye) and see the pathology of the body.

While the CCCL employees did not see inside the body, they did see what some Wake Forest University Baptist Medical Center coworkers do every day.

Center for Biomolecular Imaging

On Thursday, June 11, 2009, five Carpenter Library staff members experienced via computers the Center for Biomolecular Imaging. Computer Programmer Josh Tan shared movies, fly-throughs and his knowledge about imaging computers and scanners for research and patient care.

First, tourists learned about the differences between a CT scan, MRI scan and a PET scan. A CT scan can see the anatomy of a body and the actual scan is fast. A MRI sees soft tissue and takes longer to scan while a PET scan uses radioactivity to see tumors.

Since the Center for Biomolecular Imaging is for research purposes, it has seven scanners for different animals. For example, there is a Micro MRI and PET scanner. The newest technology now allows researchers and clinicians to see 3-D and 4-D images, almost in real time. Picture a loaf of bread as a whole body with each slice of bread representing a cross-sectional/scanned image of the body part/area. The thinner the slice of bread, the easier it is to see a 3-D image.

The neat part of all this is that surgeons can log in to the network and with special computers located in the real operating room, the surgeon can pull up and manipulate the images of the patient on the table to make sure everything is correct. There is no popcorn involved with these movies but there is the ability to see a heart, for example, beating outside of the body on a computer screen. There are many different ways to manipulate the images, as Mr. Tan shared. He electronically flew the tourists through a colon, also known as a virtual colonoscopy which was invented here at WFUBMC.

Mr. Tan also shared how to convert a virtual model into a 3-D real model, known as 3-D printing. Basically the images from a CT scan move through several programs to an elaborate ink jet printer that uses potato starch to print a 3-D model. He said it took six hours for a skull to print because it is "built" on the printer, layer after layer being printed until it is done. When done, the model is dipped in super glue to seal it and then anyone can touch it, feel it, hold it.

Next up is Holographic Medical Imaging which is still being mastered. This involves surgeons pulling up a holographic image within the real operating room and being able to rotate the image with a laser finger pointer.

And if that wasn't too interesting, the CBI has its own version of those famous crash test dummies through a grant from the Department of Transportation for Finite Element Modeling. The CBI staff studies a lot of car crashes with its imaging computers. Virtual car crashes and models, created by scanning humans, are less expensive to create and study than the crash test dummies with sensors and real cars.

And last up, besides seeing a real CT scanner, is a rat movie. Mr. Tan showed how a movie or 3-D model can be used in a PDF including rotating it and changing it from a skin view to bones-only view. Being able to place movies and 3D images into a PDF is helpful to researchers as well as medical students.

And while Wake Forest medical students still practice dissections, they were the first ones in the country starting about four years ago to receive images on a CD of the cadavers they were going to dissect. Mr. Tan said CBI staff scans the cadavers and creates a movie of the images for the students to study and learn the anatomy before going into the anatomy lab.

Wake Forest medical students should feel blessed to have custom-made movies just as some WFUBMC employees were honored to be able to experience the fascinating tasks and equipment used by fellow coworkers.