AvramCamp is a one-day preconference offered by Core, a division of American Library Association (ALA). The event is named in honor of Henriette Avram, the creator of MARC format. It was offered on July 29 as a virtual event. Core describes AvramCamp as “a safe and welcoming space for women and non-binary technology library workers to explore common challenges faced, learn strategies for dealing with them, and discuss specific tools to build confidence….” AvramCamp is open to anyone, and registrants don’t need to be ALA members. Attendance was limited to 60 participants, who were from a range of libraries and at different points in their careers.
The event opened with a discussion of ALA’s code of conduct, an overview of a jamboard (a virtual bulletin board with virtual post-its), and a guided meditation. The meditation was led by Ginger Stevens, a certified meditation coach and certified life coach. It was the first event I’ve attended that began with a guided meditation!
The meditation was followed by a keynote by Dr. Sharon Whitfield, Electronic Resources and User Access Librarian, Rider University. Dr. Whitfield is also a researcher, and her primary focus is gender and library technology. Her keynote was titled “Schrodinger’s Workplace: Existing in Multiple States of Being,” and focused on the impact of external departments and constant interruptions on our work. Whitfield stressed that we tend to make more mistakes when we’re fragmented. Other drivers include increased workloads due to post-COVID retirements and vacancies and an uncertain future. She discussed how we can take control in such circumstances.
Attendees were asked to reflect on our workplace and the various roles in which we serve. Whitfield asked attendees to discuss how they felt fragmented, both at work and in their personal life at home. We discussed whether we felt successful at multitasking and if we were effective at decision-making amid numerous interruptions. Whitfield addressed fragmentation and Imposter Phenomenon. Fragmentation can lead one to feel like an imposter, and she asked participants to acknowledge if they had felt that way.
The next topic was gendered fragmentation, a common part of the culture of academia. Women are often viewed as nurturers and take on more service. This is particularly true for BIPOC women. Women who are in technology fields often lack mentors. Whitfield noted that Imposter Phenomenon isn’t exclusive to women and reported that 70% of the general population have experienced imposter tendencies in relation to their work.
Whitfield shared a working definition of Imposter Phenomenon, which is common to high achievers, who are unable to internalize and accept their success. They often attribute their success to luck and fear that they will be revealed as a fraud. Although men may also suffer from Imposter Phenomenon, Syndrome, Whitfield reported that they tend not to internalize their feelings.
The discussion moved to an examination of the unintended consequences of fragmentation and Imposter Phenomenon, which include workplace mobbing (i.e., bullying), decision making that doesn’t balance short- and long-term consequences, toxic work environment, and burnout from taking on too much responsibility. Workplace mobbing is common in libraries due to lack of clear job descriptions and this results in people being pulled into different fragmented areas. Attendees were asked to consider what we might do to stop fragmentation and feelings of imposter phenomenon.
The remainder of the day was devoted to two breakout sessions and a closing discussion. Participants were asked to use virtual sticky notes to suggest discussion topics for the two afternoon breakout sessions. The suggestions with the most votes were selected (imposter phenomenon and invisible disability/neurodiversity). Feedback from the Imposter Phenomenon session included:
- Adopting the mindset that there’s no true emergency in the work we do.
- Recognizing that we may be our own worst critic.
- The phrase “just say no” isn’t just about drugs and may be used at work.
Feedback from the invisible disability/neurodiversity discussion included:
- Provide training tools and resources for student employees/co-workers based on how you wish you had been trained.
- Disclose to co-workers; explain the things that you need to be successful at work to those who need to know.
- Ask students at hiring if they need accommodations—mental/physical/religious accommodations.
The session ended with a recap of the breakout sessions and an open discussion.
