Much has been made within the profession of the need to adopt a positive narrative approach. In this, libraries are no different from other organisations, and the story we tell about ourselves drives the collective identity of the service. It also shapes the perception of how those outside libraries view us.
So adopting a positive approach to tell the story of an organisation, or in this context the library sector, is a widely acknowledged and effective strategy for influencing others.
This is the driving force behind calls to move beyond the negative aspects of austerity in which the defining theme had been one of cuts and decline in the sector. The inclination for a different narrative has gained particular urgency as continuing public sector cuts challenge not only library budgets but also the very identity and value of public libraries.
In February 2015 internationally respected librarian R. David Lankes called upon the profession to ‘control the narrative’ and demonstrate how public investment in libraries could have a huge impact on the economic and social well-being of the communities they serve. He stated:
The narrative of crisis is useful, but fleeting in its impact and exhausting and demoralising for those within the profession. A cry of alert had to be matched with a call to action, and, important in times of economic hardship, a compelling value proposition.
We learned that value goes far beyond economics and business development (though we had ample data to make that case). Value can include contributions to economic development, but it must include clear contributions to how librarians and libraries make life better.
Equally, in the same year Kathy Settle of the Libraries Taskforce argued of the need to “break the negative narrative” around libraries. She said:
“I think we need to break that negative narrative. I recognise that’s difficult because there really are cuts and closures happening. We certainly don’t want to make it look as if everything is sweetness and light because we know that it’s not. But equally, if we don’t turn that narrative round and collectively start talking more positively about libraries, no one else is going to. And why would anyone want to invest in a service that sounds as if it’s failing?”
To a certain extend these arguments are right. Libraries certainly should accentuate what they do well and promote the positive benefits libraries bring. This is particularly true as we begin another Summer Reading Challenge, one of the most important national literacy programmes.
In simple terms there are two aspects of the positive narrative approach . The first is to move away from only the discourse of crisis and focus on the very real and tangible benefits that libraries bring. The second is the return on investment of the improved narrative and the influence gained with decision makers e.g. national government and local authorities.
However, this is where the positive narrative model flounders somewhat as unfortunately there is no clearly defined outcome of what the approach should achieve.
David Lankes argued for a ‘compelling value proposition.’ In practical terms this means showing how libraries are valued, proving both social and economic worth, demonstrating how effective they are in delivering national and local government priorities etc.
But after that, then what? What exactly is the outcome hoped for once this has been achieved? The arguments so far have focused on the establishment of a narrative without addressing what the cause and effect will be.
The positive narrative in practice
Recently, there has been two strong examples of the positive narrative argument. Firstly, the Shining A Light report from the Carnegie Trust. I’ve already discussed the report in a previous post and argued:
“…the research finally qualifies the ‘narrative’ argument. It demonstrates once and for all that both users and non-users value the library service and that libraries, contrary to some, are not in terminal decline, but remain a well used and valued service.”
Secondly, is the work done by the Libraries Taskforce at the Local Government Association conference this year with the aim to encourage:
“…decision makers to ‘think libraries first’ and events like this are a good opportunity to reach a wide range of different people – many of whom are not immediately involved in the library sector.”
“…an invitation to a morning fringe session on libraries from the New Local Government Network (NLGN), entitled ‘More than Book-keeping? A New Approach to Library Services’. Featuring presentations from Cllr John Hart, Leader of Devon County Council, Ciara Eastell of Libraries Unlimited, and Brian Ashley of Arts Council England, this was an excellent way to start our conference. It was a small session, but the quality of discussion was high, with half a dozen library services all looking to share ideas and thoughts about achieving successful service transformation.”
There were also further presentations during the event from Stella Duffy on Fun Palaces, Paul Blantern (Chair of the Libraries Taskforce) describing the Library Plus approach in Northamptonshire, Jan Holden from Norfolk Library Service on their work with public health, and Tabitha Witherick of Somerset Libraries on the Glassbox project.
All of which adds-up to some powerful advocacy to those with considerable influence over the running of libraries.
Continuing the story
Add to this the direct representation from the Libraries Taskforce to the libraries minister and the years of ongoing advocacy by the SCL and Cilip to DDCMS and various other governmental departments.
The point being, that while there has been a natural and understandable tendency to focus on the negative side of the reductions in libraries, there has also been an ongoing counter-balance of positive advocacy, particularly at a higher level.
Previous work on demonstrating value to policy makers, while not perfect by any means, should not be disregarded. In fact there is a danger of promoting the view that leaders within the profession have been consistently poor at showing the value of the service and thus libraries have suffered a negative perception and decline in funding as a consequence. In other words ‘it’s our own fault’.
Therefore, there needs to be a greater acknowledgement of the more nuanced complexity between the robustness of the advocacy and the willingness of decision makers to fully engage, listen, and take remedial action.
One observation in the Shining Light report was the:
“Lack of understanding and buy-in among decision makers and the public regarding the broader aims and purpose of libraries.”
Partly, the problem is the profession defining the aims and purpose of libraries for decision maker to understand as the strategic direction nationally is incredibly vague. Equally, libraries now offer a smörgåsbord of activities and partnerships from service to service that, even allowing for the Universal Offers, it’s no longer clear what the library brand and identity actually is.
Nevertheless, I would argue that while the broader aims might still be unclear, it’s difficult for even the most hardened supporters of the ‘positive narrative’ approach to argue that libraries are not valued and appreciated by the public and decision makers alike. The vital ingredient in this mix is the willingness, or even ability, of decision makers to intervene particularly where the lack of buy-in is due to political dogma.
This is one of the fundamental flashpoints between campaigners and the ‘official’ representatives of the library sector.
The inherent dichotomy between the positive and crisis aspects of the library narrative is exacerbated by a profession that places great value on objectivity, especially concerning information, as the ‘facts matter’ campaign illustrates. Conversely politicians prefer messaging that promotes government and local initiatives, even around reductions, in a positive light. Facts versus ‘messaging’ creates a toxic mix, quickly leading to distrust and suspicion.
This was perfectly captured in a claim by Kathy Settle:
“Libraries Taskforce chief executive Kathy Settle made the mind-boggling claim at a recent local government conference that public libraries are currently flourishing. “While people focus on libraries that have closed, there aren’t that many of those — and there are hundreds that have been opened or renovated,” she insisted. “That message doesn’t always get out.”
Minutes of the last taskforce meeting, just 16 days earlier, record that Settle was present while the taskforce discussed complaints about the lost libraries in Lancashire, Swindon, Southampton, Barnet, Bedfordshire and Darlington. Maybe she was confused by the fact that in the minutes of a three-hour meeting, covered by more than 4,500 words, “closures” were not mentioned once, instead referred to obliquely as “ongoing changes by library authorities”.” Library News- Private Eye – Issue No. 1448
Unfortunately, a narrative based mostly on facts appears too didactic, lacking emotional appeal, and unpalatable to the general public. Equally, a narrative devoid of facts is simply hot air and spin, leading to deluded over-optimism. Therefore, there needs to be a balance between the ‘fact’ and the ‘fiction’. No easy task when both sides have become so mired in their conflicting views and stuck on opposing ends of the narrative spectrum.
In contrast the opposing view is one of complicity in the devaluation not just of service quality but in the fundamental principles underlying public libraries.
What would be useful for both the profession and the public is engagement. And by this I mean genuine engagement with a willingness by both sides to consider each others narrative with an open mind.
There has been some attempts at engagement in the past but this has mostly been on an ad-hoc basis. What is needed is a neutral space with the opportunity for both sides to meet and debate openly.
Sadly, the chances of this happening is slim. Both sides appear to prefer silo approaches and the safety of insular meetings or conferences with little or no opportunity to dispute opposing views.
That said, I would argue that the onus should be with the official representatives towards more transparency, openness, and a willingness to justify their work to the public. Closed workshops and conferences that only include parts of the profession and vested interests is not the way to build bridges.
All credit should go to the individual library services and staff that, despite financial challenges, still drive forward creative initiatives. The demonstrable value of such projects in their local community are not just obvious but measurable as well. Most importantly, they are, in the main, promoted extremely well and libraries have become accomplished at marketing their achievements to local decision makes.
So, what next? We have, and continue, to do our part as a profession; we demonstrate more than ably the value of libraries and the work they carry out; we have a direct conduit to government via the Taskforce, SCL and Cilip. We have won the hearts and minds of the public; we have informed the decision makers many times over, we have collected evidence and highlighted the data where it exists. And now..?
According to the positive narrative approach we should be rewarded; with recognition, influence and appropriate funding. But perhaps it’s too soon. Perhaps not enough decision makers have been informed and influenced. Perhaps the whole approach should be viewed as long term…very long term.
And perhaps after a few more years, with the eventual change in the economic climate, or administration, we will realise that it was ideology and funding to blame after all. And that the ‘positive narrative’ was in fact just another ‘tale’. A tale, to misquote Shakespeare, full of fact and fiction…signifying nothing.