Library permaculture (IV)
Libraries and the principles of permaculture (II)
[This post is the fourth and last in a series where I intend to explore the application of permaculture principles — specifically, those of social permaculture — in libraries and related spaces, such as documentation centers, archives, or museums. Each post, part of a broader work that will soon be published academically, aims to briefly cover both theoretical ideas and potential practical applications of social permaculture principles. It seeks to provide information on how solid elements of nature (biomimicry) can be incorporated into the design of library systems. The ultimate goal is to achieve sustained and sustainable changes within and from knowledge and memory management spaces].
Having reviewed, in the previous posts, the ideas of permaculture and social permaculture, and having outlined a possible interaction between the latter and the disciplines of knowledge and memory management, we will continue to review each of the twelve principles of permaculture and, very briefly, to look for potential connections with libraries, archives and museums.
Principle 7. Design from patterns to details
Going from the general to the particular, progressing from the broadest outlines to the smallest levels, has always been a common strategy in strategic planning processes. It is a matter of perspective: start with broad strokes and end with the finest brushstrokes.
Libraries can apply this permacultural principle in approaching the community by first understanding its broader patterns of organization, social participation, cultural expression, and learning, and then progressively delving into the details of each experience and process — even at the personal level, depending on the size of the constituency being served. Understanding the educational schemes and cultural dynamics of actual and potential users allows knowledge and memory management spaces to adapt their collections, structures, services, and activities to reality, effectively aligning their operations with changing trends in information consumption and technology use.
On the other hand, designing the library from the general to the particular makes it possible to first establish a rough sketch and then outline it as we get to know the community, its possibilities and its needs. In this way, the level of detail of the library plan will go hand in hand with the level of knowledge of the target community.
Principle 8. Integrate rather than segregate
Adding and connecting, from the point of view of planning and system design, has always been much more advisable than subtracting and dividing. That is why permaculture includes among its basic principles of integrating rather than segregating.
Something that, unfortunately, is not so common in the world of knowledge and memory management. Generally speaking, cultural heritage is divided and fragmented between spaces according to the interests of the various specialized disciplines that study it (librarianship, archival science, museology…). It is true that after segregation, an (artificial) integration is sought, which, as is to be expected, is rarely achieved completely.
The principle invites libraries to create integral, comprehensive, and multifunctional spaces and processes that accommodate diverse activities, breaking down silos and proposing the construction of cohesive spaces and interconnected services — even with other institutions. At the same time, it suggests that the work of libraries should foster the integration and union of the community, internally and with other social groups.
Principle 9. Use small and slow solutions
Doing things on a small scale and at a slow speed is often behind the success of many system designs.
Libraries and all other knowledge and memory management spaces can benefit from such a perspective, especially in a world where the fast and the grandiose seem to be dominating the scene.
From this permacultural perspective, they can adopt a measured, reasoned, and critical approach, both for their own growth and development (in terms of space, collections, or services) and for that of their community. Activities can be tested at slow paces, ensuring a sustainable trajectory for long-term success. At the same time, services can more easily adapt to the changing needs of the community if such adaptations are made through small, manageable changes, fostering a culture of continuous improvement.
Sometimes, the best, most innovative decision is to stand still or move slowly. And it is often advisable to be two steps behind the cutting-edge line of progress and novelty — simply to have enough time to think about what you are doing and what you want or need to do.
Principle 10. Use and value diversity
Diversity is one of the main riches of any space or system, whether biological, social or technological. The most resilient fabrics have always been those with the greatest diversity of threads, yarns, wefts and designs, and the healthiest ecosystems, those that keep their biodiversity intact.
Diverse libraries are vibrant spaces that support, with their staff and activities, a rich tapestry of perspectives, cultures, and voices. They draw on everything from environmental biodiversity to artistic expressions from all backgrounds and eras to enrich the community’s experience, and to sustain its intrinsic natural and human diversity.
But it is not just about services: all spaces of knowledge and memory should manage collections that represent the widest possible range of viewpoints, ensuring inclusiveness and reflecting the richness of human knowledge and creativity. The knowledge, languages, histories, and memories of all members of the community should be among the documents managed, and not only those of the “dominant” or “victorious” group, the “academic” classes, or the “hegemonic” publishers. Accepting diversity also means fighting against colonialism and the cultural and socio-political pressures that libraries and the knowledge they manage have to face.
Principle 11. Utilize the edges and value the marginal
This permaculture principle encourages knowledge and memory management spaces to recognize those opportunities for learning, innovation and community participation that may occur at the margins.
It is not just about serving underserved or “marginal” groups (thereby ensuring that no part of the community is overlooked) or establishing programs that address the needs of marginalized groups, fostering inclusion and community dialogue. Above all, it is about taking the gaze away from the center and placing it on the peripheries of all kinds that surround libraries — or those which are inside the library.
By recognizing that the margins are not empty but have their own voices, concerns and quests, a range of ideologies and perspectives that include resistance, engagement, responsibility, activism, and militancy, among many others, are added to the library work.
Principle 12. Use and respond creatively to change.
Faced with the unstoppable evolution of global structures and dynamics, both natural/environmental and social, libraries and their related management spaces must respond creatively to change. Through a number of pathways — which may range from implementing environmentally conscious practices to developing socially responsive programs — , all such places should embrace adaptability, innovation, and resilience as their core strategies.
It is not a matter of the community adapting to what the library has, wants, or chooses to offer. Quite the contrary: the library must always be attentive to changes in its environment, and must react promptly to adapt to these changes, modify its actions, its objectives and even its mission, and provide a rapid response to the information needs of its users, both actual and potential.
By embracing and accompanying change, libraries respond to the needs and aspirations of their community, remaining dynamic and resilient institutions that contribute positively to the well-being of their users.
