Open Access

• Open Access – time for a review of the whole model of academic journal publishing?
• Academia will eat itself*: the awkward love triangle of scholarly publishing
• The Legal Academic’s Handbook – now available – includes link to pre-print of my chapter on Open Access

E-Resources

• Much ado about licences and subscriptions
• Journals and matryoshka (Russian) dolls
• Journals and platforms – a stable relationship? Neigh!

Recruitment

• How to write a job description
• Writing a job advertisement that will attract the candidates you want
• How to shortlist
• Designing good interview questions
• Designing interview tests
• Giving and receiving references
• What is an exit interview, and what is it for? And the cycle begins anew…

Oxford

• Visit from another college librarian (what it means to be a collegiate university)
• Learning to “speak Oxford”
• What does MA (Oxon) mean? (this site’s most popular post of all time, gets a lot of traffic from search engines)
• Scenario planning: the futures of Oxford’s libraries

And my personal favourite, Reminiscing about “23 Things”.  23 Things Oxford started as an after-work project done for fun and became a gateway to so many conversations, relationships, presentations, and skills. From small acorns…

My next job will be at Crossref, the sponsors of 23 Things Oxford back in 2010, which is a beautifully symmetrical way to close this chapter.

Thanks for reading!

Privacy and the internet is complex.  It is too much to hope that most of us will understand it all well enough to make informed choices about what we publish and where.  And sometimes there is no meaningful choice, for example, if you don’t agree with Company G’s privacy policy, your only option is not to use their services.  If we cannot achieve widespread and meaningful understanding, as a society we are therefore obliged to trust to our internet service providers to connect us, search engines to find things for us, and social networks to keep us in touch while respecting our privacy.  Are these companies worthy of this trust?

A good place to start is to ask the company what their business model is.  If this isn’t clear from their website, that’s not a good start.  Examples of business models include: users pay for a service, a freemium model in which some features are gratis and others subscription, or that the service is funded by advertising.  One trick to watch out for is services who are very keen to tell you how good their security is, and hope you will fall into the trap of thinking this means the same as privacy. Aral Balkan: There is no such thing as “data privacy”, there is privacy. Data doesn’t have rights, people have a human right to privacy. Your data belongs to you & is a part of you. Data about people is people.

Further reading

How We Were Trained to Lower the Drawbridge by Marc Scott

Kids can’t use computers… and this is why it should worry you by Marc Scott – TL;DR hardly anyone can use a computer

Why Metadata Matters, by Kurt Opsahl, Electronic Frontier Federation

• They know you rang a phone sex service at 2:24 am and spoke for 18 minutes. But they don’t know what you talked about.

• They know you called the suicide prevention hotline from the Golden Gate Bridge. But the topic of the call remains a secret.

• They know you spoke with an HIV testing service, then your doctor, then your health insurance company in the same hour. But they don’t know what was discussed.

• They know you received a call from the local NRA office while it was having a campaign against gun legislation, and then called your senators and congressional representatives immediately after. But the content of those calls remains safe from government intrusion.

• They know you called a gynecologist, spoke for a half hour, and then called the local Planned Parenthood’s number later that day. But nobody knows what you spoke about.

The EU’s General Data Protection Regulation (GDPR), which came into force on 24 May 2016 and will apply from 25 May 2018, is an essential step to strengthen citizens’ rights in the digital age.  To learn more about GDPR, who it affects, and how to prepare for it, see Troy Hunt’s free course: The GDPR Attack Plan.

inclusiveness is something that you can directly act upon. You can make choices about your rules for membership… the kinds of jokes it is socially acceptable to make in your organisation, and you can action those decisions… Diversity is about the people who aren’t yet in the room, about the choices that other people are making to not be there with you.

Her post is relevant to many contexts beyond its immediate intended audience of musicians.  With her comment “Diversity… is a performance indicator, not a goal” in mind, I will leave you with some further reading:

• Universal design refers to broad-spectrum ideas meant to produce buildings, products and environments that are inherently accessible to older people, people without disabilities, and people with disabilities.  Universal design emerged from slightly earlier barrier-free concepts, the broader accessibility movement, and adaptive and assistive technology and also seeks to blend aesthetics into these core considerations.
• Defining Impairment and Disability (University of Leeds): “A disabled person is a person with an impairment who experiences disability. Disability is the result of negative interactions that take place between a person with an impairment and her or his social environment. Impairment is thus part of a negative interaction, but it is not the cause of, nor does it justify, disability.”
• The social model of disability and the medical model of disability – applicable to organisational culture, i.e. is the environment hostile to underrepresented groups, or do individuals need to conform to existing culture in order to fit it (or not)?
• Design is not neutral, e.g.
• • Legal algorithms – Artificial Intelligence and the Law (BBC Law in Action series) and also racism and class politics and crime in this book review of “Weapons of Math Destruction” by Cathy O’Neil
  • Facial detection and black people – Here’s Why Facial Recognition Tech Can’t Figure Out Black People
  • Seat belts and women – The World is Designed for Men: how bias is built into our daily lives
  • How shirts are buttoned – The Curious Case of Men and Women’s Buttons
• “The evidence suggests that changing the language of job ads ‘works’: it helps to diversify the applicant pool for jobs… But in the end I think feminism does have to be about changing mindsets rather than just devising procedures to work around them.” – Debuk, One word, two words, pink words, blue words

Do you remember the brief fashion for federated search in the late 2000s?  These interfaces were promoted as a simple way to search multiple databases simultaneously.  However, the reality was that such systems would display results in the order they were returned from the remote servers (rather than ranked by relevance*, as many users expected) and would often display only the first 50 results retrieved, rather than every matching record.  Once users understood what a federated search tool was doing, it often prompted them to return to searching native interfaces separately, where they could at least be more confident that each tool was performing a comprehensive search.

*Relevancy ranking of results – in itself, another concept that once understood, will be discarded in favour of more transparent ranking e.g. publication date.  Relevancy algorithms are often closely guarded secrets, and I understand that they operate on a popularity basis, where articles which are most downloaded or most cited will rank highest in search results.  This may work well for general web searches, but it’s hardly how scholars would want their academic searches to operate, especially as research often involves seeking obscure or niche information which by definition will score poorly on popularity.

As an organisation, having exit interviews shows that you are willing to engage in discussion with staff who are leaving and are open to suggestions about improving the role, organisational culture and any other matters which may come up in the interview.  In order for departing employees to have faith in the process, it needs to be run thoughtfully and confidentiality must be assured in order for the interviewee to feel that they can be open and honest in the discussion.

Best practice for exit interviews

• Develop a policy detailed how exit interviews happen, when and by whom.  Interviewers should be trained (as for recruitment panels) in order to conduct the interview in a calm and professional manner, making the experience a positive one for both the interviewer and interviewee.
• Invite the departing employee to an exit interview – don’t compel them.  Their participation in an exit interview is voluntary.  Consider offering an alternative to a face-to-face interview in the form of a questionnaire (again, participation must be voluntary)
• Consider using an external agent to conduct exit interviews, as this can help interviewees to be more open about the real issues when there is complete confidentiality
• If the exit interview is led by someone within the same organisation as the departing employee, it is important to ensure that the person interviewing is not a manager who has responsibility for the individual or who will be involved in future reference writing
• Consider that the environment for the interview and choose a location where both people can relax and talk without being interrupted
• Think about who the interviewer will be and what questions they will ask.  Ensure that the interviewer is trained to handle this type of conversation
• Carry out the exit interview as soon as possible after an employee hands in their notice.  Don’t wait until they are about to leave, as this gives little opportunity to follow up on issues they mention during the interview and help both parties to feel like they part on good terms

Devising exit interview questions

Develop a bank of questions to give you a resource to drawn on.  Choose the most appropriate questions for the circumstances of the person who is leaving, their role, the situation of your organisation, and the circumstances under which they are leaving.  Although some types of questions are more suitable for managers, giving people at all levels the chance to comment on broader or “higher” issues can yield useful insights for your organisation.

Use questions beginning with ‘what’ and ‘how’ to encourage interviewees to share their opinions on a matter.  If necessary, use “why” questions to encourage the employee to explore their response further.

Sample exit interview questions

Joining our organisation

• Were there any expectations you had when you joined the organisation that were not met?
• Were you developed/inducted adequately for your role(s)?
• How could the induction process be improved?
• What is your main reason for leaving?

Your role

• What did you most enjoy about the job?
• What has been frustrating/difficult/upsetting to you in your time with us?
• Would you recommend working here to a family member/friend and why?
• What could you have done better or more for us had we given you the opportunity?
• How could we have enabled you to reach your full potential?
• How could the organisation have enabled you to make fuller use of your capabilities and potential?
• What extra responsibility would you have welcomed that you were not given?

Organisational culture

• How do you feel about the organisation?
• What can you say about communications within (a) your department and (b) the organisation?
• What could you say about communications and relations between departments, and how these could be improved?
• How could you have been helped to better know/understand/work with other departments necessary for the organization to perform more effectively?
• How would you describe the culture of the organisation?

Performance and appraisal

• What can you say about the way your performance was measured, and the feedback to you of your performance results?
• How well do you think the appraisal system worked for you?
• What would you say about how you were motivated, and how that could have been improved?

Working conditions

• What suggestion would you make to improve working conditions, hours, shifts, amenities, etc?
• What do you think about the physical environment you work in?  Is there anything that needs improving or upgrading?

Management and structure of the organisation

• What can you say about the way you were managed (a) on a day-to-day basis and (b) on a month-to-month basis?
• What, if any, ridiculous examples of policy, rules, instructions, can you highlight?
• What examples of ridiculous waste of material or effort could you identify? e.g. pointless reports, meetings, bureaucracy
• How could the organisation reduce stress levels among employees where stress is an issue?
• How could the organisation have enabled you to have made better use of your time?
• What things did the organisation or management do to make your job more difficult/frustrating/non-productive?
• How can the organisation gather and make better use of the views and experience of its people?

Retention

• Aside from the reason(s) you are leaving, how strongly were you attracted to committing to a long and developing career with us?
• What can the organisation do to retain its best people (and not lose any more like you)?
• Have you anything to say about your treatment from a discrimination or harassment perspective?
• Would you consider working again for us if the situation were right?
• Are you happy to say where you are going (if you have decided)?
• What particularly is it about them that makes you want to join them?
• What, importantly, are they offering that we are not?

Knowledge transfer

NB: Start thinking about using these questions when it is known that the employee will be leaving – don’t leave this until the very end of their period of employment.

• How might we benefit from your knowledge, experience, and contacts prior to your departure?
• Would you be willing to take part in a briefing meeting with managers/replacements/successor/colleagues so that we can benefit from your knowledge and experience, prior to your leaving?
• What can we do to enable you to pass on as much of your knowledge and experience as possible to your replacement/successor prior to your departure?
• How and when would you prefer to pass on your knowledge to your successor?
• We’d be grateful for you to introduce [successor] to your key contacts before you go – are you willing to help with this?

Whether this model is indeed better than the current OA system reliant on article processing charges?

The main attraction of this model is that it removes the paywall, rather than readers paying to read content (whether paying individually or via library/other subscriptions). One aim of Open Access is to remove paywalls to readers, and the proposal achieves this.

My response is open in order to challenge inequality, as many barriers exist to equitable participation in learning and research.

Some actions such as positive discrimination can increase diversity, but do little to address structural inequality.  Unless these approaches then transform systems from the inside, they can be little more than box-ticking quota exercises.

Examining the roots of inequality (a radical approach) allows barriers to be identified and tackled.  Such a strategy creates a more inclusive environment, and diversity increases as a result.

Removing paywalls from publicly-funded research ouputs is a good way to address systematic exclusion from access to research on the basis of ability to pay (often linked with operating within a higher education institution).

This Open Access Week, how can you contribute?

Read, think, learn

• Fair Open Access: returning control of scholarly journals to their communities by Alex Holcombe and Mark C. Wilson
• Open access and development: Research findings by Elisa Liberatori Prati
• Open Research Glossary by Jon Tennant et al, The Right to Research Coalition

Do

Make Wikipedia easier to verify, and more Open Access.  Take a closed/toll-access reference and add an open version to it.

1. Go to oabot.org and log in (create a free account if you don’t already have a Wikipedia account)
2. You will be presented with a single citation and a single suggested open citation to add to the Wikipedia entry.
3. Review the citation, and click Add link if the citation is a match (same document and legitimate source). If it’s not a match or you’re not sure, click Skip.

A quick, simple, and fun way to improve Wikipedia and access to OA research. Learn more at Celebrate Open Access Week by adding open citations to Wikipedia.

I’ve learned a lot during the process, including how to add .srt captions to videos, organise and manage working groups across 18 hours’ time difference, and wrangling metadata in Figshare.

Many people were involved in bringing all this together: members of the Meerkat, Giraffe, and Eagle working groups, ORCID Ambassadors, colleagues in the Community Team and Development Team at ORCID, film stars of the future who participated in the Why ORCID? video, people who worked on translations, and those who are now spreading the word about these new materials across the world…

To mark the occasion and thank everyone who contributed, I hosted two (for different time zones) virtual launch parties, and here is the order of service:

Education & outreach launch party menu

1 .Logging in to ScholarOne Manuscripts via ORCID is a breeze

Logging in to ScholarOne Manuscripts using my ORCID account (I would otherwise have had to create a new account and manually enter data into a form)

2. Authorising Wiley (ScholarOne Manuscripts) to read and update my record means reduced data entry for me, and the information they push to update my record is validated, not simply self-asserted

Granting permission for Wiley (ScholarOne Manuscripts) to read and update my record

3. Authorising Publons to get my ORCID iD

Granting permission for Publons to get my ORCID iD

4. When the peer review process is complete and the article is published, this will show up on my ORCID record under the Peer Review section.  And all I had to do was grant permission for this to happen…

Have you got your ORCID iD yet? Registration is free and fast – register today!

• History of bitcoin
• Ethereum is “an open-source, public, blockchain-based distributed computing platform featuring smart contract (scripting) functionality.”
• Namecoin is “an experimental open-source technology which improves decentralization, security, censorship resistance, privacy, and speed of certain components of the Internet infrastructure such as DNS and identities.”
• Blockcerts – “The Open Initiative for Blockchain Certificates: Build apps that issue and verify blockchain-based certificates for academic credentials, professional certifications, workforce development, and civic records.”
• Blockchain for Science  – “To bring science towards reproducible results, autonomous and free data handling and incentivisation of true innovation; to guide the social, technical, cultural, political, economical and legal impacts of the blockchain (r)evolution to science; to support scientific communication and education; to free science from any kind of censorship, central point of failure or other potential deadends.”
• Provenance – “We enable great businesses to build trust in their goods and supply chain. Provenance powered data helps shoppers choose your product.”
• Sovrin is “a global, decentralized identity network. It delivers the Internet’s missing identity layer. Sovrin allows people and organisations to create portable, self-sovereign digital identities which they control, and which can’t be taken away by any government or organisation. It uses a public permissioned ledger which is governed by the Sovrin Foundation.”
• Avoiding the pointless blockchain project

Avoiding the pointless blockchain project – 8 rules

• Why Accenture’s Plan to ‘Edit’ the Blockchain Is a Big Deal (“chameleon hash”)
• The Blockchain for Education: An Introduction
• Open Blockchain: Researching the potential of blockchains (research department of the Open University’s Knowledge Media Institute)
• Jisc Technology Foresight horizon-scanning reports

Find out more about UKSG and UKSG events