Role of Librarians in the Development of Computer-Mediated Social Networks: Challenges and Lessons Learned From VIVO Imp...
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Title: Role of Librarians in the Development of Computer-Mediated Social Networks: Challenges and Lessons Learned From VIVO Implementation and Outreach
Abbreviated Title: VIVO Implementation and Outreach: Lessons Learned
Physical Description: Conference Papers
Language: English
Creator: Biomedical and Life Sciences Division Contributed Papers, Special Libraries Association, 2011, Philadelphia, PA ( Conference )
Garcia-Milian, Rolando
Norton, Hannah F.
Auten, Beth
Buhler, Amy
Davis, Valrie I.
Ferree, Nita
Holmes, Kristi L.
Johnson, Margeaux
Tennant, Michele R.
Conlon, Mike
VIVO Collaboration
 Notes
Abstract: VIVO is an open-source semantic web application that allows scientists to visualize their research networks and to find and communicate with potential collaborators across disciplines, both within an institution and at the national level. VIVO is different from other computer-mediated social networks for scientists in that many types of data are ingested from authoritative resources (e.g. bibliographic databases, human resources systems, institutional grants databases) while other data are inputted manually. Biomedical and science librarians at the University of Florida have played a key role in the process of VIVO development, implementation, outreach, and ontology creation based on their specific set of skills and knowledge of the campus research community. The first part of this work addresses new opportunities and benefits for librarians involved in the VIVO project. Among these are the energy and expertise present in a large, diverse working team; the opportunity for new and renewed connections with faculty and graduate students; and a venue for individuals to learn more about the semantic web. The paper’s second part analyzes the challenges and barriers that librarians have faced during this project including uncertainty of patron response, large group dynamics, and the timeline of the project. Finally, the third part outlines strategies and new skills librarians have incorporated into their practice in order to overcome barriers and challenges and accomplish VIVO implementation and outreach. The lessons learned by this project team will be relevant to librarians working on other large-scale projects both in the realms of innovative technology and encouraging collaboration.
Acquisition: Collected for University of Florida's Institutional Repository by the UFIR Self-Submittal tool. Submitted by Rolando Milian.
Publication Status: Unpublished
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Source Institution: University of Florida Institutional Repository
Holding Location: University of Florida
Rights Management: All rights reserved by the submitter.
Resource Identifier: sobekcm - IR00000565_00001
System ID: IR00000565:00001

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1 Role of Librarians in t he Development of Computer Mediated Social Networks: Challenges and Lessons Learned f rom VIVO Implementation and Outreach. Running title: VIVO Implementation and Outreach: Lessons Learned Rolando Garcia Milian* 1 Hannah F. Norton* 1 Beth Auten 1 Valrie I. Davis 2 Nita Ferree 1 Kristi L. Holmes 3 Margeaux Johnson 2 Nancy Schaefer 1 Michele R. Tennant 1,4 Mike Conlon 5 VIVO Collaboration 1 University of Florida Health Science Center Libraries, Gainesville, FL 2 Robert Marston Science Library, University of Florida, Gainesville, FL 3 Bernard Becker Medical Library, Washington University School of Medicine, St. Louis, MO 4 University of Florida Genetics Institute, Gainesville, FL 5 Clinical and Translational Science Institute, Unive rsity of Florida, Gainesville, FL Both authors contributed equally

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2 ABSTRACT VIVO is an open source semantic web application for discovery in the scholarly environment. It allows scientists to discover meaningful information, visualize research networks and locate collaborators across disciplines. L ibrarians have played a key role in VIVO development, implementation, outreach, and ontology mapping based on their skills and knowledge of the campus community. In this study, nine librarians were interviewed and asked to identify challenges, skills gaine d, and lessons learned during VIVO implementation and outreach. M ain ideas were grouped into seven topics: interactio n with technology, teamwork and dynamics, changing nature of the project, workload balance, engaging with the wider community, project mana gement, and communication. Lessons learned are relevant to librarians working on large scale projects, particularly those in the realms of innovative technology and facilitating collaboration. INTRODUCTION Concern s about the future of libraries and libr arians are common topic s in the formal library literature, blogosphere (e.g. SLA Future Ready365) events and presentations. Of particular interest is the adoption of web too ls and library roles i n campus e science and data management initiatives. On the other hand, l ibraries play a n emerging role in the support of clinical and translational research efforts. This particular area of effort requires support of cross disciplinary initiatives and necessitates a tool that can aid in construct ing diverse teams and facilitating the discovery process. VIVO addresses many of these concerns. It is a n open source, semantic web application designed to en able discovery and collaboration among

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3 researchers; its implementation within an organization often c oincides with campus level efforts to cre ate and enhance cyberinfrastructure Originally developed at Cornell University, VIVO is being expanded for national use through a 2 year, $12.2 million National Institutes of Health (NIH ) grant awarded in 2009 to s even institutions known as the VIVO Collaboration ( Cornell University, University of Florida, Indiana University, Ponce School of Medicine, Washington University in St. Louis School of Medicine the Scripps Research Institute, and Weill C ornell Medical Col lege ). Beyond the current VIVO Collaboration, m any other organizations across academia, government, and the commercial sector have become involved with the project by downloading this open source product for implementation at their own institution or organization by developing additional tools that use VIVO data and by providing rich data for VIVO implementations What distinguishes VIVO from other computer mediated social networks is that the system harvests much of its data from public, authoritati ve sources such as institutional directories, sponsored research (grants) database s publication databases, and faculty reporting systems. This minimizes involvement in po pulating their own profiles and improves consistency across profiles. Re searchers can input additional data elements to complete and personalize their profiles ; such elements include images, link s to personal web sites, and research statements (Krafft, 2010) Moreover, VIVO provides the architecture necessary to incorporate other types of data such as clinical trials data and links to datasets from a variety of disciplines in federal databases and institutional repositories. The result is a fully searchable web based platform that showcases a varie ty of individual, institut ional, and departmental information from across the scholarly ecosystem. All data in VIVO is linked open data, allowing

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4 the data to be used and reused for a variety of purposes, both within and beyond institutional boundaries For example, a t the Universi ty of Florida, the Clinical and Translational Sciences Institute has created a Word P ress site that dynamically loads VIVO data ( http://www.ctsi.ufl.edu/people/ ). Likewise, a t a national level, the Clinical and Translational Sciences Awards have a federated search for experts that searches across multiple institutions ( http://direct2experts.org/ ). inter linked profiles along with other network visualization tools, allow the research community to discover content and find potential collaborators across disciplines. Furthermore students can use VIVO to locate mentors and events and display their own research VIVO also offers administrators, such as deans and vice presidents of research, a way to showcase particular programs and manag e institutional data in one place (Holmes, 2010) The libraries themselves can use VIVO to identify institutional strengths and trends in order to prioritize the allo cation of ser vices and collection budgets Librarians have played a central role in the support, development, and adoption of campus wide VIVO network s from the beginning of the project (Davis, 2009). Par ticipation of biomedical and science librarians in such a project is vital, not only because of their traditional competenc ies and expertise (i.e information organization and management, instruction, usability, subject expertise) but also because of the central and neutral position of libra ries on campuses. S ome of the roles that library staff have played in the project thus far and could play at institutions newly a dopting VIVO include : developing core and local ontologies ; locating and selecting subject vocabularie s; developing user center ed interface design ; engaging potential users through presentations and demonstrations ; performing usability studies and focus

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5 groups ; providing local support and training on the system ; engaging with local and external data providers ; and providing projec t management leadership and assistance with governance (Russell Gonzalez, 2010; Holmes, 2010). Russell Gonzalez et al. (2010) desc r ibe VIVO as a unique opportunity to realign the library with the mission and goals of the institution, and to re position the library as a full partner in scholarly research. Once implemented, librarians will benefit from VIVO by using the tool to monitor individual users and departmental activities, creat ing their own profiles, and showcas ing library resources and services (Russell Gonzalez, 2010). Apart from this, no studies have investigated the impact of VIVO implementation and outreach on individual librarians professional development and skill sets. As the VIVO project nears the end of its grant period, the team is particularly interested in evaluating and learning from our formative experiences. This study analyzes the challenges and barriers librarians have encountered during VIVO implementation and outreach, outlining strategies and new skills they have incorporated into their practice in order to overcome these barriers and challenges, including resulting opportunities and benefits. The lessons learned by this project team could apply to librarians working on other large scale projects particularly those in the realms of innovative technology and encouraging collaboration. METHODS Eight professional librarians from the University of Florida and one bioinformaticist from Washington University in St. Louis School of Medicine [all nine are collectively referred to as librarians throughout the paper] with a variety of roles and degrees of responsibility within the

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6 implementation and outreach arms of the VIVO project were interviewed for this study. Of these, five librarians spend 10% of their time in VIVO outreach, one spends 5% in implementation and 5% in outreach, one spends 80% in implementation, one spends 25% in outreach and one spends 50% on outreach activities Th ey were asked individually to identify perceive d challenges, skills gained, and lessons learned during the VIVO implementation and outreach process. The two lead authors identified main topics and ideas resulting from each interview and grouped them togeth er under R esults RESULTS T here was a great deal of commonality among responses even though each individual librarian tended to draw on themes related to his or her specific role and degree of responsibility o n the VIVO project The s even key areas of discussion that were identified are outlined below. 1. I nterac tion with technology Librarians described learning about the semantic web and other technical aspects of the project both as challenges and as new skil ls gained through the project. Man y of our librarian team members k new little about the semantic web before beg inning work on the project. For some, the project provided an impetus to begin reading on the subject, while others learned by asking questions of other proje ct members. Becoming familiar with these concepts and their associated terminology (linked open data, SPARQL queries etc. ) has been useful to librarians not only by enhancing their own understanding, but by preparing them to explain these concepts to end users and colleagues. Another challenging technical area has been learning

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7 about system arc hitecture and data management. Because librarians carried out different roles not everyone needed to learn about technical aspects of the project to the level of detail required for im plementation However, all found parts of this knowledge useful in presenting to end users of varying degrees of technological savvy We learned that developing our technical knowledge is important, but so is knowing our boundaries. This type of project re quires an aptitude for technology but not comprehensive knowledge about every technical aspect. For some librarians, this has meant beginning to feel comfortable with some level of ignorance and developing the ability to identify what is needed in order to get up to speed. Not all of us can know all of what the semantic web means, but we can get a picture of how it works and its potential impact Team member s saw i nteracting directly with developers as a major benefit of the project, although it involved some communication hurdles. Ours is a diverse team, consisting of librarians and information technology (IT) specialists, and as such has been a good example of librarians and IT staff coordinating on a deeper level than typically happens. Regular meetings between developers and librarians have helped librarians become familiar with the technical terminology related to the project; as this familiarity grew librarians have become less intimidated by technical aspects of the project and more likely to interr upt develop ers to ask for clarification. Differences existed not only in how we discussed the product itse lf but also how we described our work processes. Several librarians mentioned by way of example, an incident in which librarians were invited to a tr aining in how to enter data in to VIVO; while many librarians assumed this meant receiving a finalized set of instructions, the training also served as a venue for trouble shooting and discovering problems with the data entry process.

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8 Although more direct c onversations about expectations early on in the project c ould have helped minimize such misunderstandings, over time librarians and developers learned about the language and work processes used by their colleagues. Librarians are now better able to interpr et the progress of the project and translate for end users. Additionally, one of the largest challenges was navigating the communication and cultural divide between library staff and traditional IT staff. Differences exist in jargon, project management experience and approach, communication lines opened, the project and teams became more successful. We lea rned that e nsuring problem solving and thus strengthens the end product 2. Teamwork and team dynamics The size, diversity and geographic distribution of our team presented a n umber of challenges related to teamwork. Our large team spans seven sites around the country; librarians highlighted challenges in co llaborating with people that they did no t know personally and in the lack of non verbal cues in gauging responses from colleagues. In person and video conferenced meetings have provided a valuable venue through which team members at different institutions have been able to get to know each other, although several librarians suggested that meeting in person more frequently would have been preferable. In addition to collaborating across physical distance, the project has involved collaborating across multidisciplinary sub teams: development, ontology, implementation, and outreach. The communication challenges described betwee n groups of developers and librarians extend to

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9 communication across each of these sub teams. Having a project manager over the entire project, whose role it wa s to mediate communication among sub teams, could have alleviated some of these challenges. Suc h a large team also makes accountability a challenge. Those with leadership roles noted the necessary balance between getting to the root of why something happened without creating a culture of blame. Working on such a large, diverse team has also been b eneficial to many team members as a learning e xperience. As the team spent time working together, it became more efficient, developing trust and uniting against common challenges. Team members need to feel that what they are doing is important, yet not everyone automatically sees the value in what is being implemented Librarians suggested a variety of ways in which team work could have been improved from the outset of the project. Formal trai ning in creating effective teams may have been useful for all levels of VIVO leadership. Housing disparate teams in the same physical space for a month at the start of the project could have helped in relationship building. Clearly d have helped streamline procedures and workflows. Those in leadership learned that not over reacting to setbacks helps the team move forward; it i s important to help team members see the positive without discount ing what they have to say. Above all, we le arned that it would have been useful to expose the team to what being on such a large project is like; as it was, most of us had no preparation 3. Changing nature of the project

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10 Changing personnel has been a challenge. In the grant proposal, the team underestimated the amount of work the project would take, and thus roles and responsibilities have shifted W e needed to be agile in order to meet changing position requirements and help people gain new skills. The time lim ited nature of the project also contributed to the changes in personnel. Just as an individual wa s getting up to speed on the project, they we re faced with the pressure to look for a permanent job. In response to these changes, those in leadership have lea rned how to hire individuals with the right skills sets for each position as well as individuals who are also adept at handling change in the work environment. Changing goals and expectations through out the course of the project have been a challenge. Tea m members have come to accept that it is reasonable for expectations to change throughout the project, but the communication surrounding these changes is very important. As the project has grown, goals have changed; h owever, individuals have struggled to k eep up with these changing goals, especially when they were not clearly articulated. Librarians in leadership positions learned that changing expectations need to be communicated as clearly and quickly as possible so that the team is not working under prev ious assumptions; this causes stress for people working on the project and prevents team members from working effectively together towards the new goals. Given these project wide changes in focus and goals, many librarians expressed frustration at not know ing what to expect. We have learned to get used to the changes that we have to make to our original plans beca use of how the technology works. Librarians had varying levels of previous e xperience in being flexible to accommodate a changing project. As a group, w e have also increased our comfort level in working closely with a product that is still in development. Several librarians mentioned that talking to our users about

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11 an unfinished product goes against the grain of librarians ; most of us a re used to sharing products with our users that are completely functional Others do feel comfortable presenting an unfinished product as long as it is clearly communicated that the product is still in development; these individuals pointed out that other libraries routinely do beta testing of third party products. Because this understanding of our role in working with a growing product developed over time some librarians indicated that our strategy for presenting the product to our patrons could have been changed Being clearer from the outset that VIVO is still in development could have alleviated concerns by both librarians and patrons. S olicit ing help to impact the course of that development may have precipitated patron buy in 4. Workload balance It has been a challenge to balance work on the project with ongoing work that is part of team regular job duties. Su ch a large, distributed project can be hard on the library supporting it ; it is unusual for a library to put this much person time n o have sometimes been minimized during the project and it has been difficult to provide the seamless support to faculty and students that we typically offer. The amount of t ravel required in some project positions has also pulled team members away from their traditional duties To compensate for this, librarians have tried to be as open as possible with colleagues outside of the project team letting them know what i s going on particularly when team members plan to be out of town I ndividuals working on the project sometimes had to compensate for the increase in workload by working, writing, and reading outside of their typical work hours In some cases, the libraries were a lso

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12 able to hire additional staff Librarians learned how to better delegate work, giving away something finite (e.g. hours at the reference desk) instead of portions of an ongoing project. The pr oject has allowed team members to expand their work into areas of previous interest It has also added to their professional experience particularly by offering opportunities to give posters, presentations, and papers at the regional and national level s One librarian has been able to put into more direct practice her existing interest in information organi zation and database management. Other librarians mentioned that VIVO is a topic that interests people nationally ; being able to present on it has helped career s and likely helped our This has been particularly beneficial to newer librarians who do not yet have other ongoing research ready to present at regional or national levels. Thi s project has involved working on new types of tasks, different from those taught in traditional library education, but more in keeping with new and expanding directions for academic libraries. Learning new skills and technologies better prepares the libra rians on our project team for other new library direc tions such as support for e science and translational science initiatives 5. E ngaging with the wider community One of the most obvious benefits of the project has been the opportunity to engage more what the library can do. Still contacting faculty and leveraging existing relationships has been a challenge at times. outreach efforts for the VIVO project have

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13 involved team members making brief presentations about VIVO at the department meetings of each faculty group to which they liaise. This has given librarians the opportunity to get out of their offices and talk to people, even groups with which they have not worked closely in the past. Presenting about VIVO also gave us an opportunity to present on other library initiatives including our open access fund, institutional repository, and free interlibrary loan service. to serve our patrons. Making presentations on VIVO directly to faculty has given librarians more visibility within their departments, and several librari ans reported receiving more contacts and consultations from faculty following these presentations, both about VIVO and about other library initiatives Just as these presentations have offered faculty more information about the libraries, some librarians h ave used the occasion to learn more about faculty interests by looking at their VIVO profiles. Another valuable venue for discussing VIVO with faculty and graduate students ha s been local poster sessions. When librarians presented C elebration of R esearch event, faculty and students responded to them as peers. W ider publicity on campus surrounding the project has meant that the libraries are seen more as researc h partners. This is a project that is truly important skills in information organization Nonetheless not all faculty have had positive responses to VIVO. Some are excited that the library is involved in such a big grant project and interested in t he project itself while others see VIVO as competing with their potential grant awards. Still others are simply It is yet to be seen what long term impact the project will have on relationships with our patrons. For

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14 newer librarians, talking about VIVO has undeniably offered a means of getting ent re into their departments. T hose who have worked longer at the instit ution, however, have carefully built relationships with faculty for years; if the final outcome of the project does not meet their expectations, it has the possibility of souring these relationships. Team members come from various parts of campus the pro ject has given them the opportunity to work together. At the University of Florida, the proj ect has given librarians at the science library and health science library the opportunity to work more closely with one another and with developers at the At Washington University in St. Louis, the bioinformaticist, who is situated within the library, developed a stronger relationship with the Center for Biomedical Informatics on her campus, which is a partner on the grant. Building these relationships has led to additional collaborations outside of the VIVO project. various culture s and about working with administrators. Particularly for those in VIVO leadership positions, challenges arose in learning to navigate the political environment, both within the libraries and across the university. Team members acquired a better understanding of the different needs, concerns, and driving forces that affe ct campus administrators, departments, data stewards, and faculty Administrators are often concerned with better reporting of their departmental output, better evaluation metrics, and streamlining processes. The concept of linked open data appeals to both the administrator and the department. On the other hand, faculty researchers are interested in limiting the time they spend on reporting. Data s tewards and faculty researchers are less entranced by linked open data, but understand the value of a profile t hat has data

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15 populated without hand curation, particularly if administrator imposed reporting requirements are simplified through data repurposing Those working in implementation gained a better understanding of the available institutional data across the university and the importance put on collaboration within various parts of the broader institution. Team members established connections to local service providers, such as the IT help desk, and local data providers, such as the D ivision of Sponsored Research; t hese connections did no t previously exist and have enhanced the librarian s understanding of the institution. Of course these new relationships are not without challenge, and in some cases it takes finesse to acquire the necessary data. Other li brarians mentioned learning about security and privacy issues on campus and different types of degrees that our faculty have. Interacting with partners across the institution allowed librarians to immerse them sel ves in a different culture, different from t hat experienced in any other library projects. The project has also offered the opportunity to develop connections on the national level, with team members at pa r tner institutions and with others who have a strong interest in the project. Those who attend ed the First Annual VIVO Conference noted its value in generating interest and excitement about the project at the national level. This conference and the coinciding one year team meeting allowed librarians to mak e strong connections with others on the nat ional VIVO team which has, in some cases, led to other presentations and working further together. Because of the national scope and interest in the project, the project has provided opportunities for team members to present at conferences. Interest from colleagues in the project has offered a good way to network with others in the library world and bro ader research communities. In many cases, team members travel ed to conferences that they had

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16 not previously attended This has allowed team members to expand their networks, meet new colleagues, and attend continuing education session s that th ey normally w ould no t have scholarly spectrum from publishers to institutions to high level administrators. 6. Project management Like the team work aspects of the projec t, the management aspects of the project have been challenging due to the large a nd diverse nature of the group. T hose in l eadership have faced the challenge of i mplement ing an enterprise system without initially knowing what that means. Although our libraries offered enthusiasm and interest, we had little previous experience in this kind of work. Overall, it was very difficult to know what to expect and how to prepare. It was also difficult to build the skills necessary for project manage ment while managing the project. A project of this size and scope needs strategic departmental support from the beginning. While we had ample staff working on the project, our efforts would have benefited from having the project better integrated into the library system or a particular department within the libraries. Local sustainability is important for an ongoing project that has time limited grant funding. In our case, we waited too long to have conversations at the institutional and library system leve l; these conversations need to begin as the grant is being written and continue throughout the life of the grant. We also recognize that in the future, it would be valuable to do more research and strategizing at the library level about how to approach dif ferent academic units in a way that is responsive to their unique workflows. We recommend anyone taking on such a project include team members with experience in analysis as well as multiple team members with

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17 experience or at least training in project ma nagement. Several librarians noted that our project operations could have gone smoother if we had a single person responsible for project management and timeline development for the entire project. Those in leadership roles in particular, have learned a lot about project management and gained valuable skills for the future. Some improved skills librarians mentioned were a better ability to prioritize, a more efficient decision making process, a more task driven work style ce ntered around an action plan, and a n understanding of the importance of taking good meeting minutes that can easily be refer red to later Team lead er s demonstrated different approaches to the project and taught other team members the importance of having p eople with different func tions and personalities on a large project; for example big picture people feed the enthusiasm and interest of the outside community and detail oriented people see the smaller tasks that need to happen throughout the course of the project. 7. Communication Communication was one of the most frequently mentioned challenges. It intersects with many of the other themes (e.g. communicating within a multi disciplinary team) and also includes the ability to engage in written and oral commu nication through presentations and papers Communication is a challenge in such a multidisciplinary project that involves different units across campus and different institutions across the country Librarians noted that people in different fields can ten d to talk past each other to a certain extent. In order to overcome this challenge, librarians emphasized the need to talk openly as a team, using every possible communication channel, from scheduled phone calls to personal emails, distribution lists, and

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18 teleconferencing. Empathy is important in navigating multi disciplinary conversations as is actively try ing to figure out th e source of communication based misunderstandings. The organic and changing nature of the VIVO project made communication from the outreach team to our patrons difficult as well. Under these circumstances, librarians suggested having a consistent and realisti c understanding across the team of what the message is so that it is then consistently communicated to various stakeholders. Lib rarians learned how to emphasize the possibilities of the product without over selling what currently exists. In general, librarians perceived that their communication skills have improved throughout the course of the project. These include e nhanced skills in summarizing and organizing both oral and poster presentations, and in identifying the appropriate information for specific and diverse audiences. DISCUSSION ho w librarians have expanded their traditional roles and acquired new skills throughout the process of VIVO implementation and outreach Librarians are traditionally accustomed to working with commercial, fully developed products (e.g. databases or software tools). Presenting VIVO to their clients has been challenging considering that this is a product still in development. It also forced librarians to have a better understanding o f the semantic web behind the VIVO network and the ways data is structured. In some ways, this project represents the changing nature of librarianship. The Semantic Web and other technologies are a new approach to information design and retrieval. By embracing the change these technologies

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19 represent, we bring challenges to our indivi dual work but also a new and challenging future for librarianship as a whole (Davis 2011). In their outreach efforts, librarians have presented on the VIVO network at a variety of campus research venues in a number of subject disciplines. This has allowed liaison librarians to gain social capital by strengthening relationships with their clients. By presenting in these scientific expertise i n information organization and the research process are on display and their clie nts regard them as peers. As a result, the library has gained momentum that can be used to introduce our clients to other library driven initiatives in the future including those in e science Through work on the VIVO project, librarians were introduced t o the unique challenges and rewards of a massive, multi team, multi institution project In addition to expanding our skills in learning new technologies and reaching out to our community, this experience required extensive team skills. Both interpersonal processes and technologic al resources have been identified as determinants of long terms success in team projects (Stokols, 2008). A variety of skills are key to the efforts of the diverse, collaborative teams that are increasingly required in scientific r esearch (Stagel and Salas, 2008): leadership, communication, clear articulation of and building communication by leadership of expectations (particularly when those expectations change) a high tolerance for change. Clearly, the VIVO project required a diverse team with these same skills and attributes, paralleling the skills needed by our patrons in their collaborative endeavors. Those working in the Science of Team Science (SciTS) fie ld also note that scientists participating in these types of team projects are not always well prepared for such non science

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20 related activities and attributes. Similarly, the VIVO team was probably not prepared in all of these areas, but was able to learn many of these skills in the process of carrying out the work of the grant. The experience by team members on the VIVO project ensures that they will be able to engage in new multidisciplinary team projects in the future in an effective and efficient manner There are a number of exciting areas for librarians to be valued member s of a team, including e science and translational science initiatives, both of which have strong collaborative components often requiring diverse teams. As members of these teams, V IVO librarians can apply what they have learned about working on multidisciplinary, collaborative teams and share this new found expertise with their science colleagues. ACKNOWLEDGEMENTS This study was funded by the National Insti tutes of Health, U24 VIVO: Enabling REFERENCES Davis, V 2011 Retrieved from http://futureready365.sla.org/03/11/become the future%E2%80%A6librarian 3 0/ Davis, V. Devare, M., Russe ll Gonzalez, S., Tennant, M.R. 2009. Implementation of a new research discovery tool by the university libraries at Cornell University and the University of Florida. Contributed paper, Biomedical and Life Sciences Division contributed papers session, Special Libraries Association Annual Conf erence, Washington DC. June 2009. Retrieved from http://units.sla.org/division/dbio/events/conf_past/WashingtonDC/Davispaper.pdf

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21 Holmes, K.L., Tennant, M.R., H ack, G., Davis V., Devare M.H., Russell Gonzalez, S., Conlon, M., VIVO Collaboration .2010. VIVO: a national resource discovery tool for the biomedical community. Contributed paper, Biomedical and Life Sciences Division contributed papers session, Special Libraries Association Annual Conference, New Orleans, LA. June 2010. Retrieved from http://units.sla.org/division/dbio/events/conf_current/papers/VIVO_SLA_Hol mes.pdf Krafft, D. B., Cappadona, N. A., Caruso, B. Corson Rikert, J., Devare, M. and Lowe B. J., and VIVO Collaboration .2010. VIVO: Enabling National Networking of Scientists. In: Proceedings of the WebSci10: Extending the Frontiers of Society On Line, April 26 27th, 2010, Raleigh, NC. Retrieved from http://journal.webscience.org/316/2/websci10_submission_82.pdf Russell Gonzalez, S., Davis, V., Tennant, M.R., Holmes, K.L., Conlo n, M., VIVO Collaboration. 2010. Letting the good times roll through alignment: meeting institutional missions and goals wit h VIVO, a web based research discovery tool. Contributed paper, Biomedical and Life Sciences Division contributed papers session, Special Libraries Association Annual Conference, New Orleans, LA. June 2010. Retrieved from http://www.sla.org/PDFs/Conf/SLA_VIVO_Contributed_Paper.pdf Stokols D Hall K L Taylor B D ., Moser, R P 2008 The science of team science overview of the field and introduction to the supplement American Journal of Preventive Medicine 35 (2S): S77 S89. Retrieved from https://webfiles.uci.edu/dstokols/Pubs/AJPM Science%20of%20Team%20Science%20Intr o.pdf Stagel, C., and Salas, E. 2008 Best practices in building more effective teams. In Burke, R.J. & Cooper, C.L. (Eds.), Buildin g more effective organizations: HR management and performance in

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22 practice ( pp.160 182 ) Cambridge: Cambridge University Press. Retrieved from: http://tinyurl.com/3tuptm4


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