梁董的吧台後

書目資料：The Google Opportunity , By: Abram, Stephen, Library Journal, 03630277, 2/1/2005, Vol. 130, Issue 2

有人說，Google最近的動作是衝著圖書館來的，看起來真的蠻像的，這篇文章的作者其實覺得不只，Google 做得多很多，從Blog公司，到全球定位，到中文的"百度"搜尋網，這些都是它在二年內做到的事，當Goolge rock的時候，作者反思我們圖書館要如何反擊Rock back，他提出了十點。


原文摘譯：

Google has accomplished a lot in five yearsand now has the infusion of capital to accomplish more. Can librariescompete, complement, or cooperate? Or will we lose out? It's still ourchoice, but not for long. Here are ten key things your institution,your library, and you can do in a Google world.

Google 在五年內完成了很多的事，現在又要注入資本來做更多。圖書館能與其對抗、互補，或是合作嗎? 還是我們將會一敗塗地? 這仍可以看我們自已的選擇，但是，也許可能不會太久了。這裡有十個關鍵事情是您的機構、圖書館、或您可以在 這個Goolge世界裡做的。


1. Reposition the librarian Vastly more information is used outside the library than inlibraries-and most of it is now virtual. Recognize that librarians' andlibrary workers' key contributions aren't merely collecting,organizing, and delivering the information-it's improving the qualityof the question.

1.館員的重新定位：極多的資料在圖書館外比在圖書館內使用得多-並且大多是虛擬資料。要了解館員和圖書館工作者的核心貢獻不僅是蒐集、組織和傳送資訊，是提供改進問題的品質。


We must find the path that places thelibrary's programs and people at the center of the question space.That's different from the "search" space. Here, more time is spent onfinding and understanding than searching. We see tools to support thiseffort in technology and services from Tutor.com, Docutek, OCLC'sQuestionPoint, or simple instant messenger applications. We must rampup information literacy training to levels we have not imagined

我們必需去找通往問題中心的圖書館課程和人員的道路。這和所謂的"蒐尋"空間是不同的。這兒，大多的時間是花在尋找和了解上，而非蒐尋上。我們從Tutor.com, Docutek, OCLC'sQuestionPoint或是簡單即時的傳訊軟體上尋求可以支援的科技與服務。我們必需大大提升資訊能力的訓練來達到我們所沒想過的境界。

2. Know your market Ourcommunities are changing. It's not just understanding standard censusdata on ethnicity, incomes, and homes with children. It's aboutchanging consumer values, and libraries are a consumer service at theircore. Unfortunately, our neighborhoods and kids are evolving morequickly than we are. Society is more diverse on almost any measure,whether it is language, values, lifestyles, information skills, andmore.

2.了解您的市場：我們的社群正在改變。它不在再只是了解種族、收入和有小孩的人口資料標準而已了。它是種不斷變動的顧客值，圖書館在他們之中是一項使用者服務。不幸地，我們的鄰居和小孩卻進步的比我們快得多。社會幾乎在任何事上變動得快得多，不論是在語言、價值觀、生活方式、資訊技能和其它等等上。

We must become familiar with the huge newrange of market and business analysis tools, including GIS Mappingtools and OLAP (On-Line Analytical Processing). OLAP is a software toolthat allows managers to gain insight into data (like all library usestatistics, from internal measures to the OPAC to web use) in real timeand through multiple points of view. Then we must derive insights, liketrend analysis, from this information mining and act on it.

我們必需去熟悉許多在市場和商業分析工具上的新知，包括了GIS地圖工貝，和OLAP (On-Line Analytical Processing線上分析處理)，OLAP是一種可以讓經理人即時的去得到洞視資料內容的軟體(像所有圖書館從OPAC從網路上計算出的統計資料)，而且從各種不同角度去看。後然我們必需從資訊探戡上得到洞察能力，像是趨勢分析。

3. Rethink the repository Libraries are making great progress on this front. Using tools andpilots, such as OCLC's CONTENTdm, DSpace, Sirsi's Hyperion, JSTOR,Project MUSE, just to name a few, we have created amazing vaults ofcontent. Let's do more. We must keep our eyes on open standards andopen archives projects like OAIster.

3.再思考這個寶庫：圖書館做了很了不起的領先地位，使用 如OCLC's CONTENTdm, DSpace, Sirsi's Hyperion, JSTOR,Project MUSE,這些工具和試驗，這只是列舉少數，我們已創造出很了不起的內容的寶庫。讓我們做更多吧，我們必需將注意力集中在開放標準和open archives計劃如OAIster上。

We should closely watch the Internet Archiveproject and its potential to create an open archive outside of privateownership. We should maintain a sharp focus on building therepositories that meet our core missions and not just converting the"popular." We must make sure that we are not creating content islandsand are respecting users' access skills.

我們可以更近地觀察Interne Archive計劃和它在創造的從私有領域而出來的open archive的潛力。我們可以保持銳利的焦點於建立這個符合我們核心使命的寶庫上，而不只是使其"普遍"，我們必需確認我們不是創造內容孤島，而是關注我們使用者的檢索技能上。

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