8

Future perspectives for informationists

Antonio P. DeRosa    Weill Cornell Medicine, New York, NY, United States

Abstract

This chapter will focus on strategies and ideas for moving the informationist’s profession forward and future perspectives to consider in doing so. The skills sets and opportunities for training oneself on advanced techniques for providing above-and-beyond information and knowledge management services to users—data science, e-science, bioinformatics, translational science, and research and evaluation are discussed in detail. Getting institutional buy-in and marketing/self-promotion of informationist’s skills are also discussed—electronic medical record access, developing impactful and valuable services, updating job descriptions, and expanding the evidence base and body of literature of the profession are all detailed.

Keywords

Informationist; e-Science; Bioinformatics; Informatics; Translational science; Research and evaluation; Data science.

8.1 Moving the profession forward—How do we do it?

The role of the informationist may be one that is supported by organizations, or one that might need some negotiation with leadership or executive leaders. Irrespective of the way an informationisťs role is born in an organization, the responsibility of finessing and propelling the profession forward is entirely up to the individual as informationist. This final chapter will explore some advanced skills that the informationist must possess and ways of proving value and accountability in an organizational setting.

8.2 Advanced skills and training

Honing the skillset needed to be successful as an informationist is an imperative function of holding the role. These advanced skills run the gamut from general knowledge of the scholarly and publishing landscape to more technical experience with systems solutions to everyday research and workflow issues of the population served, for example, e-science, bioinformatics, translational science, data science, and research and evaluation. These examples are only a few of the cornerstones of the informationisťs role and how being an avid contributor to knowledge management and growth in these areas can position the informationist as an asset to any clinical or research team.

8.2.1 e-Science

There are many common misconceptions of what exactly e-science is in regard to scientific investigation. For purposes of this chapter and the scope of this book, the definition of e-science is the computational and data-driven analysis to enable scientists to determine patterns and correlations from existing data sets and information previously gathered from their own, or others’, research (Rambo, 2009). Data mining is a pivotal aspect of e-science and one that the informationist can contribute to. Working knowledge of programming languages for data mining software are just a couple of avenues for informationists to beef up their skills. The ability to partner with IT, and other, staff on data mining and data-driven investigations could be an invaluable trait of the informationist in the eyes of the researcher. Informationists should also have a firm grasp on the infrastructure needs of e-science initiatives. Since e-science is data intensive, offering technology solutions to storing, managing, and curating data are valuable additions to any e-science initiative. More on this in the data science section of this chapter.

Although the technical skills related to e-science are important, informationists can also assist researchers in this arena by having a solid handle on the major funder requirements for e-science initiatives and how to navigate these systems (Szczerba & Huesch, 2012). Many funder requirements stipulate that data be made accessible to others via an online repository. Having extensive knowledge and understanding of these various repositories is another way that the informationist can offer value-added research services to their constituents.

8.2.2 Bioinformatics

Since a major function of the informationist may focus on supporting researchers in the lab, knowledge of bioinformatics solutions and tools could be a way of keeping the profession current and valuable. Bioinformatics mainly deals with collecting and analyzing biological data, specifically genetic information, for investigation in scientific study (Luscombe, Greenbaum, & Gerstein, 2001). An example of offering bioinformatics support could be the development of ontologies/taxonomies to assist with the management of biomedical data in systems infrastructure (Crum & Cooper, 2013).

Taxonomies and ontologies are a helpful way for investigators to manage their data in a database or other system. By developing a controlled vocabulary related to the research data being generated/used, the individual ingesting the data into a system can refer this list to terminology list to keep the data clean and universal across the board. This solution to a common findability problem related to large amounts of data is certainly done by collaborating with the knowledge experts of the research area being studied. Creating and utilizing a solid taxonomy can make it easier when it comes time to recall a specific data set of aspect of a collection of data. Some taxonomies do not need to be created from scratch and preexisted and vetted terminology may already exist for a given topic. For example, the Gene Ontology Consortium has developed a well-received and popular ontology of genetic vocabulary for basic science research (Gene Ontology Consortium, 2017). This ontology could be implemented instead of reinventing the wheel with a new taxonomy/ontology. The background training of an informationist is rooted in the understanding, management, and discoverability of information, making the task of assisting with intuitive data structure and vocabulary tagging a logic fit for the informationist.

8.2.3 Translational science

With the push in recent years from federal and private funding agencies to bring promising discoveries from the bench to the clinics with more efficiency and speed, there has been a demand on informationists to understand the nuances of the process and participate in collaborative initiatives. Informationists working at institutions where translational research is a top priority and infrastructure is in place to support these endeavors, should position themselves to understand their institutions’ environment, key players, and ultimate goals (Holmes, Lyon, Johnson, Sarli, & Tennant, 2013). This will give the Informationist the opportunity to discuss their translational science skills and how they can leverage the library’s resources and informationisťs expertise for their next project. Such an environmental scan of an institution can prove beneficial not only for enhanced comprehension of translational science practices, it also provides the informationist with the opportunity to meet new individuals and extend their network of institutional colleagues.

Training clinicians and scientists on comparative effectiveness research (CER) can be of serious value to your translational research community. Leveraging the appropriate resources to help users understand why one intervention works better over another is a boon to the scientific process of translating basic science research to patient care practice (Sollenberger & Holloway, 2013). Educating users on the nuances of some of the major biomedical and scientific databases to uncover CER is an effective way of getting them to understand the basic concepts of this type of research and how it may be presented in the literature from different resources.

8.2.4 Data science

Upping one’s data science skills is not only a hot topic in the information profession, it is gaining traction in many other sectors of business and academia. This is due in part to the fact that data science principles and practice have proven to be essential in the data-driven world in which we now find ourselves. Data professionals are trained in understanding the basics of information organization, data management, and statistical analysis (Garmire et al., 2016). The Informationisťs role, too, is rooted in organization, curation, and management of information and data, positioning them in a unique position to take on more technical responsibilities such as metadata development and implementation, data catalog management, data integrity and policy design, and support with key data analysis and statistical software packages (including visualization tools). For more details on data science skills and the informationist, please refer to the chapter on data management and visualization.

8.2.5 Research and evaluation

The impact that publications have on a field of study (academia) and/or any impacts research might have on the greater public (society) are the hallmarks of publishing research. As detailed in the chapter on bibliometric analysis, informationists can provide added value to users by analyzing and evaluating the research published and the attention this research is receiving (in both societal and scholarly/academic settings) (Chowdhury, Koya, & Philipson, 2016).

Although there are several reasons one might want to evaluate the impact their research is having, the more common reasons are a general understanding of their research in a scholarly domain, presenting and publishing, promotional purposes and advancement. Understanding the impact one is having on a scholarly field of study can act as a way for the researcher to track their career or compare one’s own impact to another individual in a comparable position elsewhere. Investigating research impact can also be demonstrated through published works, lecture, and conference abstracts/presentations. Keeping up to date with the research output of an individual via H-index, total number of citations received, Altmetrics, network of coauthors and collaborators, impact factors of journals, etc., are all ways of positioning oneself for promotion, tenure, or professional advancement.

8.3 Proving value and institutional buy-in

Along with the advanced knowledge and technical skills needed to usher the informationisťs role in the future, methods of proving value and getting institutional buy-in must occur as well.

8.3.1 Self-promotion

Master the elevator speech. Rehearsing a quick introduction to yourself and the services you offer will help you to be prepared when the opportunity to promote yourself arises. Think of the main points about yourself and your skills that are the most beneficial to the clients you serve. Taking into account the organizational culture of your institution and the types of individuals/researchers you work with on a regular basis. Put yourself in their shoes and determine what it is about you that they would find most useful. Nailing the introduction with a new or potential user is the first step in developing a lasting relationship and repeat collaborations (Archer, 2001).

8.3.2 Access to electronic medical record (EMR)/patient record

There are many ways in which an informationist can get involved in the electronic medical records game at an institution. Perhaps the most beneficial way is by offering persistent links to trusted and reputable medical information to be embedded throughout the medical record. These are most commonly known as “info buttons” and have gained popularity in recent years for their usefulness and evidence-based approach to patient care (Matthews & Flake, 2016). Info buttons not only assist providers with clinical decisions, they also provide exposure to other library and research services that the informationist can offer. Find out who is the best individual to approach about getting involved in supporting patient care via the electronic medical record to become a stakeholder in this arena.

8.3.3 Replacing traditional roles with more valuable ones

The informationist has the opportunity to turn some of the more traditional services offered by librarians and libraries into innovative and cutting edge services. Elevating a simple literature search service to a more advanced systematic review support service or comparative effectiveness clinical question-focused mediated search service is an example of building off of on of the most tried and true skills of a librarian. Another example would be promoting technology solutions to some common workflow and research process needs—offering mobile device customization to support on-the-go access to clinical decision resources or suggesting methods and practices for organizing data for clinical protocols and other research projects (Brunner et al., 2016; DeRosa & Keating, 2016). Positioning the informationist to offer high-touch and high profile services will only lead to more collaborative projects and business in the future.

8.3.4 Update job descriptions and titles

Find examples at other institutions and benchmark informationisťs job descriptions. Benchmarking is a proven way of demonstrating value and necessity for a concept (Wu & Li, 2008). Reviewing and updating traditional reference librarian job descriptions will not only help to evaluate current responsibilities and job functions of the librarian, but strategically choosing new responsibilities, expectations, and the job title in a way that an institution’s HR department (and other stakeholders) can understand and will help to build a case for adapting and elevating the informationisťs position and role in the current personnel structure at an institution.

8.3.5 Expand the evidence base and body of literature

One of the most useful ways of proving value to an institution is by demonstrating proven results and outcomes from the work of the informationist. Communicating findings from collaborative projects to key individuals in an institution can be exceedingly beneficial when discussing your role and job function (Montelongo, Gamble, Brar, & Hernandez, 2010; White, 2001). Conducting research in the field of information science and the informationisťs contribution to successful and enhanced completion of research projects and quality patient care is imperative for the future of the informationist profession. Publishing these research findings in scholarly journals is one way of proving value. Another would be presenting the findings of your research at educational forums such as conferences, meetings, special lectures. These can be internal opportunities within an institution or outside opportunities on a local, national, or international scale. These efforts not only help to support the role of the informationist at a single institution, but they have a wide reach in influencing the profession as a whole. Building a solid body of literature will only bring more exposure to the profession as it continues to grow.

8.4 Key takeaways

It is clear that the informationist must be an adaptable self-starter, as well as a professional with a passion for lifelong learning and a desire for innovation. In the evolving digital world information overload, the informationist can play a pivotal role in helping users to curate, understand, and synthesize research using advanced knowledge organization techniques and newest technologies. The informationist can elevate their role and the profession at large by collaborating on cross-disciplinary and high-level projects in an effort to show the value and prove worth to key stakeholders and decision-making individuals at an organization.

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