LSA Home Page

   Newsletter
      Previous issues    Committees

   Events

   Staff Profiles

   Staff Websites

   News From Former Staff

   Reviews

   Ongoing Groups

   Classified Ads

   Other Related Links

   Suggestions? Contact the LSA web committee

This website is an informal communication forum for staff members of the University of Oregon Library Staff Association. Contents and opinions expressed herein or on linked personal or external pages are those of individual authors and do not represent official statements, policies, or positions of the Library, the University of Oregon, Oregon University System, or State of Oregon.

An Interview With George Shipman

["I don't think you replace legends. What you have to do is retire the number, and hang it up in the coliseum. Nobody is going to wear Magic Johnson's jersey after he retires. You don't do that—you don't give anyone else that jersey with that number on it because nobody else is going to be able to wear it as well and nobody else is going to be able to play in that uniform and live up to that legacy."

Mark Watson and I were discussing the "George mystique". What was it about the guy? He was a seldom seen presence for most of us, showing up once a year to deliver the bad budget news without trying to soften the blow: "I'm going to give it to you straight." Yeah, right--as if there were any other way, where George was concerned. Yet, as the library budget continued on a shocking downward spiral year after year, the achievements piled up: Janus was born, Knight Library was expanded, Orbis was launched, and the Library can now boast of having its own press. The Library benefits from the patronage of wealthy and powerful donors, not the least of whom is Phil Knight, for whom the Library and its endowed chair are named.

How did he do it? If you ask George directly, he will modestly give credit to his staff. If you ask those who work closest to him, you will hear of the "warrior spirit" behind his advocacy, his unerring instincts and amazing self confidence.

Mark Watson says: "It'’s human nature to want to put your faith in something ... working in a group that's supposed to have a common goal, people want competent leadership.They don't object to somebody being in charge, if that person is trustworthy, if that person is able to command respect. George is one of those kinds of people. He radiates a kind of confidence that I admire, and at times have even envied. How can he be so confident? He just seems to know. Sometimes he may seem to be operating on instinct, but the instincts are accurate, and turn out to be right. You think, "How does somebody acquire that? How does somebody get to the point that they can do that? Not knowing, I think, is part of then admiring the quality of that person, that makes them a good leader."

Sheila Gray sees in George a father figure, someone who loves to give advice, "And it's good advice!" She feels safe when George is at the helm. He's persuasive, knowledgeable, and what he does has ended up being the right thing. What will the library miss most when George is gone? "George's advocacy role--especially when University Administration is making major decisions regarding colleges and departments. Fundraising efforts--he has a wonderful relationship with all of the library's donors--they have a great deal of respect for each other. The knowledge and wisdom he has acquired over the last 33 years of working in libraries. His ability to envision what the future holds for research libraries." On a personal level, Sheila will miss working with a good friend after fifteen years.]

Everyone I've talked to agrees that you will be leaving behind a solid foundation for the library. What achievements of yours form the “building blocks” of this foundation?

That's tough—and easy. We've done a lot of stuff in the last twenty years, and I could talk about them--events, services-- but I keep coming back to how those events occurred. I believe that its through the people on the staff, at all levels, who have fully understood, and embraced, the concept of our role here as a research university, that is, service to scholarship. You get down to core values that you have to identify, and live with, to drive you. And while those core values might have changed, been tweaked and redirected, with the advent of specific tools, like technology, it all comes back to identification of information services that are required by students, by faculty, conditions that are required. This staff has been extraordinarily adept at working with students and faculty, in understanding their needs for scholarship, and the way their needs have changed, then finding the solutions, frequently working with the constituents we serve, at identification of the solution. whether it be hardware, software, traditional text or the structure of a service, the way we might present a service in terms of staffing. It gets back to people and their values.

It was important to me that people want to come to work; it was important to me when people step down from a career in this university, and if they happen to be ending their career in the University in the library, I wanted them to leave with a sense of fulfillment having been stake holders in solutions in dealing with the problems. That's what I want, for myself. There shouldn't be a difference between what I want, and anyone else. I've seen people leave embittered, other places; I think that's just a hell of a way to leave. That's the last thing you remember about a place where you tried to contribute for years. So it has been a goal of mine, even when there have been differences of opinion.

You will leave some projects still in progress. What are the most important of these? Which of these interest you the most?

As you know, every year is a difficult year with respect to finances, to decisions we have to make with respect to how do we save the money to cover the debt, how do we come with money to cover the significant shortfall that we have chronically had to cover things like equipment purchases. So in the process of creating savings, you're making value judgments, tough ones, about what doesn't get funded for a while, or which positions don't get funded for a while, but you're also making decisions about what does get funded, and when you do that, it's almost always not a decision about what gets funded in isolation, you tend to have a particular sector of the library that you're trying to strengthen, or create or somehow make a difference, so where you engage in, at the administrative level, a coordination of discussions that occurs really way beyond us, that is, the University Librarian and the AULS, that goes to department heads ... they're supposed to be discussing this with their staff, and so I think that's an awful lot of advice we get in decision forming.

It really flows in a lot of different directions; I hear people say the “bottom-up” kind of thing, I dislike that, because implies that someone's on top and someone's on bottom. Truth of the matter is, if you take any sort of input device that gives me input, for example, observations on a candidate after an interview, as much as I think I have a steel trap mind and I can zero in on all the strong things and bad things about a candidate, I'm always amazed at the vision, at the insight, coming from staff from all sectors of the library. I'm always surprised, pleasantly so, at the degree of thoughtfulness that comes out of staff, with respect to our core values, our priorities, for funding. Now, when it comes to putting the budget together, all those discussions add up to a package of initiatives in any given year

If John Moseley or the man in the street or the woman in the street were to ask me, “What's going to happen in the interim"?-- probably the same thing that's been going on now, because we've got a package of goals and values that we've been working with all along, that has had a greater breadth of involvement than most staff realize. You [the staff] have contributed, and you will continue, I expect.

One of the things that, as Bernie McTigue would have put it, makes my brain want to explode, has been our inability to finish the furnishing of the Knight Library. That has just infuriated me. We are just about ready to make some decisions and get part of the way—we hope not only furnish part of the way, but use it as a challenge to potential donors, to have them help us finish. The job costs about 1.2 million dollars, and we can see our way clear to about $600,000 right now. One of the things I have been trying to do is not blow all of our money that we have available right now. I could do some things and try to leave some sort of legacy. But all these things, like the furnishings, have been under discussion for years. The plans to achieve funding levels and sources, have been nurtured for years. So it's not like a last minute decision that I want to leave a half-furnished library as a legacy, instead of an unfurnished library. I'm trying to leave the decisions that have either been made or implied, for the interim. Whenever I get too antsy to get something done, as I sit in the staff meeting, it's a vote of one, a veto, any one of them says no, that's it. Because I'm not trying to build some sort of legacy-- for better or for worse, it's too late--I've either done it or I haven't.

Sheila Gray told me the University Press is your triumph. Tell me why the University needed a press?

If you go back to the time of Gutenberg, during Gutenberg'’s life, publishing was primarily hand copying or crude press work that was not interchangeable type. And the availability of literature was very restricted, in terms of content, and also in terms of who was able to afford it, to church nobility, certain religious orders, and even nobility and even members of religious orders, not all of them could read, not all of them were literate. The spread of information, of creation of knowledge, was, of course, severely restricted. With Gutenberg, the door was thrown wide open, for less expensive publishing.

From my point of view—and I thought this before all this millennium stuff got on a roll in the last couple of years--I thought this was the breakthrough of the last several hundred years, in terms of the enfranchisement of the human race, to fully participate in creativity, in government, in self-betterment, the spread of ideas through economical publishing, accessible materials. I think what we have today in terms of an active, informed society—whether we’re poorly informed or well informed—is a direct result of that.

Now, we’re very quick these days to embrace technology, and we've done so. I think my record on the use of technology is pretty good. As I was thinking about the use of technology and how far we've come, it occurred to me that, yes, we do buy fine press materials, and yes, we do encourage its work, but I felt it was important for us particularly ... as a library sited in a liberal arts university that should be paying attention to its culture, and its cultural quality of life, in addition to its economic quality of life, we ought to do whatever we could to stimulate the continued creation of fine press work, that really respected the roots of all of these developments that we've seen in the last five hundred years, that stemmed from Gutenberg'’s work

So, when we had the chance to entice Sandy [Tilcock] into joining us, I thought that that would not, because it’s planned to pay for itself, that it would not be a burden on the library financially, that it would pay for itself through sales, and yet we would have this very powerful symbol of our origins, our roots. Not just something symbolic in the form of a plaque or a monument, but something that was truly functional, that was still operational, that was creating a fine literary work in a truly artistic way, through the art of Sandy and the various artists she brings to whatever the enterprise. Really, you have a foot in each of the camps: yes, of course you embrace technology, but we know where we came from, and we continue to create more fine press work. Symbolism is very hard for me to dismiss.

I think it’s a statement that's powerful, I know there are other library directors in the Association of Research Libraries who wish to God they could do it; I think they are just unwilling to take the chance.

You mentioned that your father was a member of the CIO. During your 20 years here, no jobs have been lost in the library. Talk about your relationship with the Union:

[My father was] a laborer. He was a boiler repairman in a corrugated paper manufacturing plant in Michigan. Before that, he was a coal miner in Harlan, Kentucky. He moved north mainly because there was such conflict between labor and management. I mean dangerous conflict—people got shot, even got killed for organizing. He was a proud member of the union. Without the benefit of collective bargaining, without the gains he was able to make through his union, he would not have been able to provide the quality of life he gave to his wife and my sister and me. So, I'’ve always been proud of my origins, the obvious pride one has for a mother and a father, but I know how they got there. I'’ve never spoken out because it was the policy not to. I did take a few donuts out to the picket line! The contract cuts both ways: it gives me guidelines, it gives me benefits, protections, and it establishes some standards. I suppose it would be there within a university's personnel policies and so on, as well, but it's the voice of the employees, and I respect it.

I never really talked much about it until the last couple of years, but one of the things I swore I wouldn't do if I could avoid it, was to lose jobs. I saw it happen--I saw family, friends, when I was growing up, lose jobs. I saw the impact on human lives. I’ve got my own termination letter on the wall back there. There were seventeen of us who were terminated back in 1992. I was on vacation, and Sheila called to tell me I got one. I got madder than hell, even though I was pretty sure it wouldn'’t happen. It was, more than anything else, probably a political ploy that backfired. I asked her, “You doing anything right now?” and she said no, things are pretty quiet, so I said, “Go dow nto the bookstore and get me a frame for it, frame it and put it on my desk.” So it has nev rcome down since.

We lost 48% of our faculty in eighteen months. Miles [Brand], who was president at the time, told me, "It's ’not going to happen. We expect to be able to turn this thing around. But we have to take this step [sending termination notices] in order to come up with the money, if we have to. I don't expect to have to, but we have to give people timely notice, as part of the policy.” That [the termination notice] was my timely notice, along with sixteen others. The remainder of faculty were looking at the likes of their contracts and they knew that the next year, a significant number of them might hear the other shoe drop. I just told Miles then, “I’d like to think this could have been achieved some other way. But don't dare think of holding me responsible for library services for the next two years! Assuming that we don't have to do this, I can'’t undo this letter. ''t’s beyond my control, and people will leave.” He said," “Well, surely you could tell them ..." and I said "No! I'm not going to tell them not to leave, because what if I do tell them it’s going to b eok, and it isn'’t ok, and I have to let three go, or thirteen? Or all of them? If I can control it, then I will, but this is beyond my control."” I think it was at that point that he recognized that, while it was probably a good gamble, Shipman is at least right on the point that it is beyond his control.

We all want to think of you having well-deserved fun during your retirement. What plans do you have?

First thing I did, I took a legal pad and made a list of all the things that interested me. Living in a place like Oregon for a person like me is like turning a blind dog loose in a meat house, because you snap at everything, you want to do it all. I immediately realized that would be an unwise move, to just try and do it all, so I put it in a desk drawer and dragged it out a few days later and highlighted four or five things, that I would start out trying to do. Fishing is something I enjoy. There are certain aspects of fishing, there are certain rivers, there are certain places in the world, not just Oregon ...I would like to go to New Zealand, I'd love to go to Patagonia, and Argentina, and fish there. There are certain fishing techniques that I want to master. My fishing--well, as university librarian, it was sporadic, in that I'd been on vacation, gone fishing for four or five days, gone at it at it hammer and tong, then it might be a month before I get out again. So, you don't develop a proficiency.

I'm going to discover whether or not three knee operations in the last year will allow me to continue to play golf. Golf will not take up much of my week. That's pretty mindless, but I would like to play golf from time to time.

Don't know when my wife intends to retire. She's still absorbing my decision, my situation. But when she does, I hope that she and I will be able to jump in one of our vehicles and see certain parts of Oregon, parts of the west. I've had a burning desire for twenty years to visit the maritime provinces of Canada. I don't know why, they just intrigue me. Everything I've seen or read causes me to want to go there. A lot of places like that. Southwest, spring, I want to be down there when the desert's in bloom.

I think the toughest thing will be for us to plan vacation, because she will be limited in terms of the amount of time. Last night she said, "Why don't you and Norm Wessells ..." Norm Wessells is the former provost, and for the last three years, he's gone every fall to New Zealand, and he's camped out and fished. Six or eight weeks at a time. She says, "Why don't you get your gear together and go with him, since I can't do it?" Well, I'd like to do that, and have her join me, because there's a famous alpine trail, that if you do it, you can spend anywhere from a week to seven days going from one rustic lodge to another at high altitude, and it's not heavy duty hiking, in that you're carrying a backpack-you might carry a pack with snacks and extra clothing-you go from one little lodge to another, they have to mule in or horsepack in or whatever, food and soap and god knows what else. I'd love to have her join me and just take an alpine tour like that.

Do you have any parting words for the staff?

I don't want to quit, first of all. If I hadn't been so abrupt with my announcement and setting of the date, I probably would have rationalized some way to stay on. I'm going to miss the work, I'm going to miss all that the work entails. But I have been lucky, to have been entrusted with the position of University Librarian for twenty years in a great institution. I've been lucky to have inherited and assembled a staff that, as far as I'm concerned, beats all. I love working with them, even when there are problems! I am a lucky man. This place has been good to me.

Interview by LR Sexton

Library Staff Bid Farewell to GWS

Library staff threw a farewell party for George Shipman on Friday, June 30, honoring him for twenty years of service as University Librarian.

Shipman, whose premature retirement was forced by medical problems, was presented with a large album of cards and mementos.

Speeches, anecdotes and a skit filled out the program as library staff saluted a director who was responsible for the expansion of the Knight Library, the implementation of the Library's online catalog, and the acquisition of a fine arts press, among other achievements. A total of about 20 people had things to say to or about George--about his interviewing practices, his good personal advice, and a couple of practical jokes fondly recalled.

As a souvenir of the evening, Sandy Tilcock, Director of the Knight Library Press, issued a small book containing one of George's favorite sayings: Make Progress Every Day. Everyone present received a copy.

A new feature: Reader's Choice!

• Heather Ward submits The cat wrangler commercial
• Lara Nesselroad adds The dead grandmother/exam syndrome

GONZO 2000!

Gonzo 2000 was as successful as ever, which was quite predictable with such a mysterious personage as "El Invisible" acting as Master of Ceremonies. The Jenkins Family kicked off the event with a few traditional folk songs followed by two hilarious new compositions written by Tim, one of which was entitled "Go to Bed." Next came "Counter Point," an ingenious take-off of the ever popular "Stomp" featuring musical instruments ranging from staplers to a dismantled card catalog drawer. Terry Smith sang "Sailor Maid," a serious and sometimes funny folk song about a woman soldier. Suzie Scroggins and Salli-Jo Osborn changed the words of "Camp Granada" to a humorous ditty that suits the lives and temperments of Knight Library employees. Four voices blended wonderfully to present "Four Shapes In Search of a Note" as David Landazuri, Jean Murphy, Harriett Smith and Tom Stave performed 19th Century Shape Note tunes "Primrose" and "Jacob's Ladder." Aimee Yogi followed with "Maunaleo" by Kealii Reichel. Her graceful performance combined with an explanation of the importance of Hula in Hawaiian culture was both entertaining and educational! Ben Farrell displayed his superb talent as a pianist performing two Scott Joplin ragtime songs, and the closing act was an exquisite duet by Harriet Smith and Jean Murphy entitled "Morpheus," by William Billings.

If you missed the entertainment this year, remember Media Services has a copy of the video for your viewing convenience. Also, please feel free to visit the Gonzo 2000 Photo Album!

Where would you look to find a beauty salon that specializes in African American hair? How can you find out which churches in the area have services in Spanish? Are there organizations for Native American students at UO?

The online version of the Multicultural Resource Guide to the University of Oregon and the Eugene-Springfield Community is one resource to consult.

The Library Diversity Advisory Group began compiling this information two years ago and developed a couple of prototypes to help promote the Guide for a print run. The goal of the Guide is to give people who identify with specific groups a sense of what is available in the community. It is not intended to be a comprehensive directory or seen as an endorsement of the businesses included. Our hope is that the Guide will eventually be used by the University for recruiting, included in orientation packets for newcomers, and as a general resource for the campus community.

Thanks to the wonders of the Web, we have been able to make the Guide available while we continue to work on finding support for a print version. One challenge is keeping the Guide up-to-date, since many student organizations have new leaders every year and businesses come and go. Of course, a familiar challenge for everyone is finding the time to do the updating. We have good intentions though, so please let us know if you have suggestions, corrections, or additions! You can contact the LDAG member responsible for a particular section of the Guide or send an email to: ldag@oregon.uoregon.edu.

Kudos!

Congratulations to

• Chip Hixson, who just came on board as a half-time temporary reference librarian in AAA.
• Bill Murray, who accepted a promotion to a Library Technician 2 position in the Catalog Department.
• Neil Wilson, who accepted a promotion to a Library Technician 3 position in Access Services (Stacks/CP).
• KC McCarthy, who accepted a second half-time position in Access Services (Stacks/CP) to add to his other half-time job microfilming newspapers.
• Richard Heinzkill, for his recent publication, a chapter in Literature in English: A Guide to Librarians in the Digital Age.
• Laine Stambaugh, for her recent publication in Library Administration and Management (Summer 2000, v.14).

Fitness Corner

Check out this month's review:

• Chicken Run, reviewed by Lara Nesselroad