The Strategic, Curious & Skeptical Learner : Australian Public Librarians and Professional Learning Experiences

IF 1.4 Q2 INFORMATION SCIENCE & LIBRARY SCIENCE

Public Library Quarterly Pub Date : 2021-02-28 DOI:10.1080/01616846.2021.1893114

Michael Stephens, Helen Partridge, Kate Davis, Margaret Snyder

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引用次数: 0

Abstract

ABSTRACT This study used narrative inquiry to investigate the experiences of Australian public librarians with professional learning and development. Twelve librarians currently working in public libraries in Australia were interviewed. The interviews revealed stories that depicted the real experiences of professional learning for the librarians. These stories are represented in this paper via two components: five critical insights; and three personas. The five critical insights include: (i) there is not enough professional learning experiences (PLE) or learning culture in their library; (ii) PLE must be sought out personally and a major portion of PLE has to happen on their own time; (iii) PLE is primarily found online, and that utilizing social media is a crucial way to find PLE opportunities; and (iv) PLE opportunities are wanted. The three personas were articulated to best typify the different experiences of the Australian public librarians: the Strategic Learner, the Curious Ad Hoc Learner, and the Skeptical Learner. The study’s findings have implications for how public libraries in Australia can support and enable a culture of professional learning and development.

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战略型、好奇型和怀疑型学习者：澳大利亚公共图书馆员与专业学习经验

摘要本研究采用叙述性调查的方法，调查了澳大利亚公共图书馆员在专业学习和发展方面的经历。采访了目前在澳大利亚公共图书馆工作的12名图书馆员。采访揭示了图书馆员职业学习的真实经历。这些故事在本文中通过两个部分来表现：五个关键的见解；以及三个人物角色。五个关键的见解包括：（i）他们的图书馆没有足够的专业学习经验或学习文化；（ii）必须亲自寻求PLE，并且PLE的大部分必须在他们自己的时间内进行；（iii）PLE主要在网上找到，利用社交媒体是找到PLE机会的关键途径；以及（iv）需要PLE机会。这三个人物角色最能代表澳大利亚公共图书馆员的不同经历：战略学习者、好奇的特设学习者和怀疑的学习者。这项研究的发现对澳大利亚公共图书馆如何支持和促进专业学习和发展文化具有启示意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Public Library Quarterly INFORMATION SCIENCE & LIBRARY SCIENCE-

CiteScore

3.50

自引率

21.10%

发文量

期刊介绍： Public Libraries Quarterly is addressed to leaders-directors, managers, staff, trustees, and friends-who believe that change is imperative if public libraries are to fulfill their service missions in the twenty-first century. In PLQ, directors and operating officers tell how they accomplished change. The journal examines: •best practices and models to improve service •management case studies-with results and failures •library mythologies that retard individual and institutional development •studies of how to plan results and accomplish desired outcomes •marketing and fund-raising tools that work •budget and financial analysis tools and tips