Far from being an actual public servant, each of these famous literary figures have played some role in the zeitgeist of the working man. Dostoevsky and Kafka (Russian and Czech respectively) were the sons of upper middle class parents who were able to provide a basic education, which puts them each in a position to be hard-working middle class themselves.
The confused and tortured lives of these proletariat have always intrigued me, in addition to being existentialist fiction writers, they have a penchant to look out for the little guy. The primary contributions and explanations I have are:
1.) Dostoevsky's novella "Notes From the Underground" seems to grasp public servitude and the possible misanthropic feelings or malaise that would accompany retirement. He hit the nail on the head for me when I was 20 years old or so and working only part-time in a public library.
2.) As an insurance worker, Kafka did advocate for workers in some capacity. He is known to be the inventor of the contemporary hard hat, used on construction sites today.
I don't know of any other great authors who have made any impact to the workers of the world, I haven't been able to stomach Ayn Rand, but I get the idea that she has something to say about the political economy... There is a lot of reading left for me to do. Suggestions are appreciated!
Friday, February 18, 2011
Self-Reflection follow-up: feedback results
I chose to execute a feedback form instead of conducting 10 personal interviews or email requests. I sent the question out at 9p.m. last night and by 12noon today I had nine results, which is enough for me! They are quality responses to this very touchy subject.
I am bold enough to post the results here for your perusal, I'm putting it all out there! As if it really makes a difference, these are obviously the 9 nicest people I've worked with.
9 responses
Summary
What is Melanie like at her best?
She exhibits a postive can do attitude that brings up others around her.Energized, creative, fun to be around. Cheerful and energetic. Fresh, original, energetic. Melanie is very outgoing and personable. She is a good person to work with here at the Mary Livermore Library. She is thoughtful and attentive. She takes charge when needed.Melanie is very entusiastic. She always tries to assist patrons in whatever she in finding needed information. Fun. Customer comes first mentality. Always upbeat. She is enthusiastic and fun to work with
What are Melanie's strengths?
She is exceptionally service orientated and a valued team member.Practicality, creative thinking, personability, engaging. Enthusiasm!Her energy, her enthusiasm. Good communication skills Tries to get students to understand content Goes the "extra mile" to assist library patrons (including going with them to the stacks to locate materials)organization and thoughtfulness. Her enthusiasm for her work, her willingness to help people. Fantastic sense of humor. Very driven to help the customer. Open -minded. Willing to learn new things and is willing to ask for help if needed. She doesn't seem afraid to ...
How does Melanie communicate when at her best?
She communicates best when she is excited and motivated which is most of the time.Well, thoroughly Quickly...:)When she had an instructional tool, like I hand out or a brochure to go over She gives instant feedback. Slowly. Melanie has a tendency to talk too fast occasionally.By sending emails, by calling in person and telling you what she is doing.She is very approachable and extends help. Doesn't wait for questions at the reference desk, seeks out students to help - very proactive. She asks questions if she doesn't understand something
How does Melanie seize new opportunities and ideas when at her best?
She is very willing to try new things. In our library her outreach efforts would be the best example. Conciously and deliberately She is always looking for opportunities to connect the Library with the students and the community at large.She jumps at the chance to network and share information I can't answer this question. She begins new endeavors and plans for them. She asks for the opinions and critiques of coworkers.She goes forward, reaching out to be the best she can be.Is open to new ideas but a bit reluctant to dive into new technologies.She tries it out and shares with others how it wen...
When faced with adversity, how can you expect Melanie to react?
She is very calm and focused. She handles stress well.with determination and a smile. Usually calm if she feels confident - sometimes harried, but that happens to us all from time to time.Be quiet at first,Don't know.I think she will rise to the challenge.I expect Melanie to look at her situation and see how she can move forward to make things better in the long run.Will always offer options and new ways to solve problems. Very positive.
Given a problem-solving challenge, will Melanie perform to a level that benefits the organization?
Absolutely.Yes. I believe so. She has only been here since summer, but from what I have seen, she is willing to analyze problems and come up with solutions and is accepting of the solutions of others.Yes I think that Melanie values the importance of libraries and will do what it takes to make sure the organization as a whole succeeds.yes. If needed she will ask for assistance.I think Melanie would perform at a level that benefits the organization.Yes, she is willing to work with others and is very open to new ideas and ways to solve issues.
Can Melanie be relied on?
Consistently Absolutely. Yes.Yes Yes.Yes Melanie is very reliable. Yes. yes
How does Melanie work with and help others when at her best?
She is patient and upbeat She is always willing to help She is a team player. She doesn't feel that she has to be in the limelight. I like that about her.She brings knowledge and energy to projects From what I've observed, Melanie works closely with students to make certain that they succeed. She also works closely with faculty to ensure that they get the bibliographic instruction classes that they request. Melanie works well with others.She offers her opinions and listens to what other have to say.She takes time to assess a situation and will then work through things. She will work with people ...
Is Melanie a team player?
Absolutely. We miss her!Yes See above, but yes. I really like the look of this survey. I need you to show me how you created the banner. Hope this helps. Michael.Yes I believe so.Yes Yes, Melanie is willing to help others on the team Yes, with good directions given. yes
I am bold enough to post the results here for your perusal, I'm putting it all out there! As if it really makes a difference, these are obviously the 9 nicest people I've worked with.
9 responses
Summary
What is Melanie like at her best?
She exhibits a postive can do attitude that brings up others around her.Energized, creative, fun to be around. Cheerful and energetic. Fresh, original, energetic. Melanie is very outgoing and personable. She is a good person to work with here at the Mary Livermore Library. She is thoughtful and attentive. She takes charge when needed.Melanie is very entusiastic. She always tries to assist patrons in whatever she in finding needed information. Fun. Customer comes first mentality. Always upbeat. She is enthusiastic and fun to work with
What are Melanie's strengths?
She is exceptionally service orientated and a valued team member.Practicality, creative thinking, personability, engaging. Enthusiasm!Her energy, her enthusiasm. Good communication skills Tries to get students to understand content Goes the "extra mile" to assist library patrons (including going with them to the stacks to locate materials)organization and thoughtfulness. Her enthusiasm for her work, her willingness to help people. Fantastic sense of humor. Very driven to help the customer. Open -minded. Willing to learn new things and is willing to ask for help if needed. She doesn't seem afraid to ...
How does Melanie communicate when at her best?
She communicates best when she is excited and motivated which is most of the time.Well, thoroughly Quickly...:)When she had an instructional tool, like I hand out or a brochure to go over She gives instant feedback. Slowly. Melanie has a tendency to talk too fast occasionally.By sending emails, by calling in person and telling you what she is doing.She is very approachable and extends help. Doesn't wait for questions at the reference desk, seeks out students to help - very proactive. She asks questions if she doesn't understand something
How does Melanie seize new opportunities and ideas when at her best?
She is very willing to try new things. In our library her outreach efforts would be the best example. Conciously and deliberately She is always looking for opportunities to connect the Library with the students and the community at large.She jumps at the chance to network and share information I can't answer this question. She begins new endeavors and plans for them. She asks for the opinions and critiques of coworkers.She goes forward, reaching out to be the best she can be.Is open to new ideas but a bit reluctant to dive into new technologies.She tries it out and shares with others how it wen...
When faced with adversity, how can you expect Melanie to react?
She is very calm and focused. She handles stress well.with determination and a smile. Usually calm if she feels confident - sometimes harried, but that happens to us all from time to time.Be quiet at first,Don't know.I think she will rise to the challenge.I expect Melanie to look at her situation and see how she can move forward to make things better in the long run.Will always offer options and new ways to solve problems. Very positive.
Given a problem-solving challenge, will Melanie perform to a level that benefits the organization?
Absolutely.Yes. I believe so. She has only been here since summer, but from what I have seen, she is willing to analyze problems and come up with solutions and is accepting of the solutions of others.Yes I think that Melanie values the importance of libraries and will do what it takes to make sure the organization as a whole succeeds.yes. If needed she will ask for assistance.I think Melanie would perform at a level that benefits the organization.Yes, she is willing to work with others and is very open to new ideas and ways to solve issues.
Can Melanie be relied on?
Consistently Absolutely. Yes.Yes Yes.Yes Melanie is very reliable. Yes. yes
How does Melanie work with and help others when at her best?
She is patient and upbeat She is always willing to help She is a team player. She doesn't feel that she has to be in the limelight. I like that about her.She brings knowledge and energy to projects From what I've observed, Melanie works closely with students to make certain that they succeed. She also works closely with faculty to ensure that they get the bibliographic instruction classes that they request. Melanie works well with others.She offers her opinions and listens to what other have to say.She takes time to assess a situation and will then work through things. She will work with people ...
Is Melanie a team player?
Absolutely. We miss her!Yes See above, but yes. I really like the look of this survey. I need you to show me how you created the banner. Hope this helps. Michael.Yes I believe so.Yes Yes, Melanie is willing to help others on the team Yes, with good directions given. yes
Monday, February 14, 2011
Library Zombie Policy
I had a long, feverish illness last week that allowed me to have a dream that addresses a policy that most libraries have not yet covered. With the Library Bill of Rights under consideration (see ALA: http://www.ala.org/ala/issuesadvocacy/intfreedom/librarybill/index.cfm)Namely, Part I Books and other library resources should be provided for the interest, information, and enlightenment of all people of the community the library serves... And Part III A person’s right to use a library should not be denied or abridged because of origin, age, background, or views.
I'm talking about zombies here, but you get the idea. Probably because I felt terrible myself and was too ill to go to work for 3 days I felt some compassion for a person who has fallen victim to the flu or even a brain altering craving for human flesh, either way, the librarian must serve the community and the information needs therein.
Probably because I loved Zombieland, I created some rules and policies of my own, in my dream. Any patron will need to stand 3 feet away from the librarian during the reference interview. If the person, zombie or not steps toward the librarian, the librarian stops, raises her hand and announces that the boundary is being crossed. If the patron persists in the invasion of space, then a warning dart is administered. If the patron is clearly out of control, AKA a Zombie, then there is a gruesome procedure required. I will leave this to the policy manual writers for detailing, but let's just say that Game-Over Graham probably addresses this in his book "The Black-belt Librarian."
Feel free to use this policy, or a version of it in your next revision of a library policy manual. I hope you don't need it, but you never know.
I'm talking about zombies here, but you get the idea. Probably because I felt terrible myself and was too ill to go to work for 3 days I felt some compassion for a person who has fallen victim to the flu or even a brain altering craving for human flesh, either way, the librarian must serve the community and the information needs therein.
Probably because I loved Zombieland, I created some rules and policies of my own, in my dream. Any patron will need to stand 3 feet away from the librarian during the reference interview. If the person, zombie or not steps toward the librarian, the librarian stops, raises her hand and announces that the boundary is being crossed. If the patron persists in the invasion of space, then a warning dart is administered. If the patron is clearly out of control, AKA a Zombie, then there is a gruesome procedure required. I will leave this to the policy manual writers for detailing, but let's just say that Game-Over Graham probably addresses this in his book "The Black-belt Librarian."
Feel free to use this policy, or a version of it in your next revision of a library policy manual. I hope you don't need it, but you never know.
Reflecting on Self-Assessment
In the Organizational Behavior class I am taking right now, we are talking a lot about "reflection." Using reflection to gauge the success or shortcomings of an event, performance or other job related activity is very helpful to coming to the best possible outcome. We have studied this in a case study of a woman who was dealing with some really large problems in the NYC juvenile justice system. I have also experienced this in real life. Of course, when you have a problem, mulling it over is a great way to work out the kinks. Even if the work issue isn't a "problem" per se, reflecting is a great way to ensure the best outcome in a scenario, to minimize risks and to avoid "decision debacles" as it is phrased in our textbook.
I have been using reflection or journaling for a long time now, I don't know that I would have made it out of my teens without it. Using self-reflection to monitor growth and changes in behavior or environment is a great way to get ideas out and to come back to look at them later. Professional reflection is kind of new to me, but I realize that we all practice it everyday, when you consult with a colleague, when you ask for the advice of a mentor-figure, when you call your mom on the phone and run a work-scenario by her for an outside opinion.
Of course all of these are biased in their own way and it is really difficult to push away the bias that we have in ourselves and that held by the others around us. What we have read about in our text book, "Managing Human Behavior in Non-Profit Organizations by Denhardt, Denhardt and Aristigueta is that to be a productive civil servant, especially a leader, one needs to be self-reflective everyday and know ourselves well enough to be a good judge of how our reactions effect others, how we are perceived and we perceive ourselves.
To begin on this self-reflective journey, in the second chapter of our book, we completed several personal assessments, the results of which can be interpreted and used in various ways to figure out what we need to know about ourselves, so we better understand our roles in our organizations. Here is a list of the 5 different assessments we took:
* Reddin's Personal Values Inventory
* Fundamental Interpersonal Relations Orientation (FIRO)- Behavior
* Locus of Control
* Career Orientation Inventory
* Emotional Intelligence
These are all related to our wants and needs in our careers and personal lives. I always knew that I was more of a nurturer, but these quizzes have really revealed to me that I am not a hard-nosed manager type, which is just fine with me, that is not why I'm enrolled in the MPA program. In fact, it always amazes me that power-hungry people want to run a library, there doesn't seem to be very much gratification in that, but perhaps it is satisfying to push around book worms? I digress.
A lot of these outcomes are open to some interpretation, but they are based in scientific psychological methods, so they should be a fairly useful guide. Many people do rely on this self-reflective information for decision-making.
Here is my one-line summary for each test:
* I am human oriented, rather than power, achievement, industry or financially oriented.
* For FIRO, I scored a 14 for wanting to be included, I scored a 2 for wanting control, I scored an 11 for wanting affection. There you have it!
* I have an internal locus of control, meaning if I did not do well on an exam I do not say "the poor grade on the exam was the result of the teacher not explaining the material." I would fully take responsibility for my grade.
* Career Orientation: Highest score in SV and EC.
* I stay in control when under attack.
This is great stuff, but it is a little biased because it is my own self-reflection. The really neat thing about this class is that our first big assignment is to send a survey to our current and former colleagues to ask them what they think about the same aspects of our personalities. Dr. Barbee is having us ask the questions in a "positivist" manner, but you never know what kind of responses we will get?
I'm very interested to see the results! Though I haven't refined the quiz yet, I want to keep it short and sweet, but it may be too short. Here are the questions that I will post to the blackboard site to see if my classmates can help me work out the questions.
The purpose of this brief, six question, survey of my professional colleagues is to compliment a self-assessment study for a course in the UNC Pembroke Master of Public Administration Program titled "Organizational Behavior."
If you know of any other colleagues that can speak to the questions below, do not hesitate to send this survey to them.
Please try to remain anonymous, if possible; but please also try to be as candid as possible, providing detail. Accuracy is more important to the results than anonymity.
1. What is Melanie like at her best?
2. What are Melanie's strengths?
3. When faced with adversity, how can you expect Melanie to react?
4. Given a problem-solving challenge, will Melanie perform to a level that benefits the organization?
5. Can Melanie be relied on?
6. Is Melanie a team-player?
I will report in on another journal entry when I get some survey results in and begin writing my self-reflective paper!
I have been using reflection or journaling for a long time now, I don't know that I would have made it out of my teens without it. Using self-reflection to monitor growth and changes in behavior or environment is a great way to get ideas out and to come back to look at them later. Professional reflection is kind of new to me, but I realize that we all practice it everyday, when you consult with a colleague, when you ask for the advice of a mentor-figure, when you call your mom on the phone and run a work-scenario by her for an outside opinion.
Of course all of these are biased in their own way and it is really difficult to push away the bias that we have in ourselves and that held by the others around us. What we have read about in our text book, "Managing Human Behavior in Non-Profit Organizations by Denhardt, Denhardt and Aristigueta is that to be a productive civil servant, especially a leader, one needs to be self-reflective everyday and know ourselves well enough to be a good judge of how our reactions effect others, how we are perceived and we perceive ourselves.
To begin on this self-reflective journey, in the second chapter of our book, we completed several personal assessments, the results of which can be interpreted and used in various ways to figure out what we need to know about ourselves, so we better understand our roles in our organizations. Here is a list of the 5 different assessments we took:
* Reddin's Personal Values Inventory
* Fundamental Interpersonal Relations Orientation (FIRO)- Behavior
* Locus of Control
* Career Orientation Inventory
* Emotional Intelligence
These are all related to our wants and needs in our careers and personal lives. I always knew that I was more of a nurturer, but these quizzes have really revealed to me that I am not a hard-nosed manager type, which is just fine with me, that is not why I'm enrolled in the MPA program. In fact, it always amazes me that power-hungry people want to run a library, there doesn't seem to be very much gratification in that, but perhaps it is satisfying to push around book worms? I digress.
A lot of these outcomes are open to some interpretation, but they are based in scientific psychological methods, so they should be a fairly useful guide. Many people do rely on this self-reflective information for decision-making.
Here is my one-line summary for each test:
* I am human oriented, rather than power, achievement, industry or financially oriented.
* For FIRO, I scored a 14 for wanting to be included, I scored a 2 for wanting control, I scored an 11 for wanting affection. There you have it!
* I have an internal locus of control, meaning if I did not do well on an exam I do not say "the poor grade on the exam was the result of the teacher not explaining the material." I would fully take responsibility for my grade.
* Career Orientation: Highest score in SV and EC.
* I stay in control when under attack.
This is great stuff, but it is a little biased because it is my own self-reflection. The really neat thing about this class is that our first big assignment is to send a survey to our current and former colleagues to ask them what they think about the same aspects of our personalities. Dr. Barbee is having us ask the questions in a "positivist" manner, but you never know what kind of responses we will get?
I'm very interested to see the results! Though I haven't refined the quiz yet, I want to keep it short and sweet, but it may be too short. Here are the questions that I will post to the blackboard site to see if my classmates can help me work out the questions.
The purpose of this brief, six question, survey of my professional colleagues is to compliment a self-assessment study for a course in the UNC Pembroke Master of Public Administration Program titled "Organizational Behavior."
If you know of any other colleagues that can speak to the questions below, do not hesitate to send this survey to them.
Please try to remain anonymous, if possible; but please also try to be as candid as possible, providing detail. Accuracy is more important to the results than anonymity.
1. What is Melanie like at her best?
2. What are Melanie's strengths?
3. When faced with adversity, how can you expect Melanie to react?
4. Given a problem-solving challenge, will Melanie perform to a level that benefits the organization?
5. Can Melanie be relied on?
6. Is Melanie a team-player?
I will report in on another journal entry when I get some survey results in and begin writing my self-reflective paper!
Subscribe to:
Posts (Atom)