Evidence from library studies strongly suggests that most reference encounters do not include a reference interview. Several studies cite the "55% rule" as the percentage of reference questions which patrons felt were NOT answered adequately! We need to develop strategies to cut this statistic way down! The interview needs to yield enough information to allow the professional to search successfully.
Considerations that affect success in a reference encounter:
- Is the question asked one that can be answered?
- Did the patron ask the real question?
- Was the question correctly understood by library staff?
- Can the best resources to answer the question be identified? (knowledge of sources and competency using them…)
- Are the needed resources locally available?
- Is the answer given deemed satisfactory by the library patron?
(i.e.-- Current - Complete - Understandable –In a useful format)
Competence
Competence includes knowledge of the reference interview and an ability to discover what information is needed. The successful reference professional is familiar with a broad range of reference sources in different formats. Her/his knowledge of local and some distant collections is substantial. S/he is able to match resources to queries and knows how to use these resources effectively.
The Interview Process, or Getting to the ‘Real Question"
Open-ended Questions: These questions create a dialog between the client and the librarian. Open-ended questions are those that cannot be fully answered with "yes" or "no", and require a more substantial response. They help to focus the search. Often, these are the who, what, why, where and when questions that journalists use ("Why" questions are most difficult since they involve privacy issues). Here are a few examples:
"Can you be a little more specific about what you need?"
"What sources have you already examined?"
"What can you tell me about how you will use this information?"
"How much information do you need?"
"When do you need this information?"
"Are you interested in a particular time period?"
Closed-end Questions: When used at the outset of the interview this type of question carries the assumption that the client knows what (s)he needs, and has stated it pretty thoroughly. There is no attempt to identify the problem or how the information will be used. It will elicit only the most minimal clarification.
Closed-end questions limit responses to an obvious option-- short answers such as "yes" and "no.". They do not open up a dialog. This approach often leads quickly to an obvious source [but it may not be the appropriate one]. Here are a few examples:
Have you checked in the catalog?
Would you prefer a Web site?
"Is this for a school assignment?"
Closed questions can be useful for refining and qualifying appropriateness for the need once it is fully established. Try to make sure you know exactly what you’re looking for before restricting the search with closed questioning.
If the patron asks for information on horses, they may be looking for a picture of a Clydesdale, a book on riding technique, Black Beauty , or how to draw horses.
Format---"would you like a book or magazine article?"
Currency---"Does the article have to be recent?"
Comprehensiveness---"Do you just need a summary?"
Paraphrase the question--Communication is enhanced when you paraphrase the client's responses, with a closed question or two, to verify mutual understanding.
"So you need to find a biography of an African-American inventor, is that right?"
"Do you need a book-length work, or will a brief entry from a reference book be okay?"
At this point you can begin to match key concepts and terms used by the patron with traditional subject headings before heading to a known reference source, or the library catalog, in search of an answer.
Narrow-----------à Broad
When too much or too little information is found, work with the patron. Search the terms most related to the topic first, for the best relevance. Start specific, and move to general only if you need to. Try synonymous terms if the sources identified are inadequate.
Basic professional behaviors
These will help enhance communication between library staff and patrons, and increase the likelihood of success.
- Be approachable. Make eye contact. Smile. Be aware of your nonverbal cues. Is your body language saying "I’m glad you’re here!"? Ask "How can I help you?", or give another friendly greeting. "Welcome to the library!"
- Give the patron your full attention—Close the book or magazine in front of you! Listen actively. Don’t interrupt!
- When you think you know the source to answer the question (reference book, circulating book, Web site, etc….) go with the patron if at all possible. Let them know they are important to you! You can also follow-up on the spot.
- Don’t assume a patron knows how to use the card or online catalog, or that they are familiar with routine services. Offer a thorough demonstration, and describe what you’re doing, in basic terms, as you do it. Avoid jargon, or explain it-- "An ILL is an interlibrary loan—we ask another library to send the book here for you to use—and it’s free!"; " I can show you how to place a hold on another library’s book, right now from this terminal, and have it sent directly here for you to borrow.—You can even do this from home if you have a PC and Internet access."
- Always Follow-up! e.g.-- "Come back and let me know if that doesn’t answer your question"; "Did you find everything you needed?" If you missed something critical in the initial interview you can still salvage the transaction.
Some questions are extremely difficult (or impossible) to answer, and often a patron is grateful that you have made the effort, and have demonstrated concern for them and their needs. If the patron didn’t need the information very badly, this encounter might even be considered a successful reference transaction!
"Reference performance cannot be measured solely by the accuracy of an answer to a factual question. In many cases, the librarian serves as a research consultant who provides guidance and advice on search strategy and process, rather than providing a specific answer to a factual question. In cases such as this, the success of the transaction is measured not by the information conveyed, but by the positive or negative impact of the patron/librarian interaction. In this type of transaction, the positive or negative behavior of the librarian (as observed by the patron) becomes a significant factor in perceived success or failure." (emphasis mine--DH) --- "Guidelines for Behavioral Performance of Reference and Information Services Professionals" ALA/RUSA.
REFERENCE INTERVIEW (Bibliography)
"Finding Out the Real Information Need" (Chapter 4), Statewide Training For Accurate Reference (STAR) Reference Manual 1994-2001*. Sponsored by the Nebraska Library Association, The Nebraska Library Commission, and the Regional Library Systems.
http://www.nlc.state.ne.us/ref/star/chapter4.html
"Guidelines for Behavioral Performance of Reference and Information Services Professionals". RASD /RUSA division of ALA
http://www.ala.org/rusa/stnd_behavior.html
Isenstein, L. "Get your Reference Staff on the STAR Track". Library Journal, 117, April 15, 1992. pp.34-37.
Jennerich, Elaine Z. and Edward J. Jennerich. The Reference Interview as a Creative Art, 2nd Edition. Englewood, CO: Libraries Unlimited, 1997
Katz, William A. Introduction to Reference Work: Reference Services and Reference Processes, 7th edition. N.Y.: McGraw-Hill, 1997. Volume II, Chapter six. "The Reference Interview" pp.153-177.
"Reference Interview" CORE: California Opportunities for Reference Excellence http://www.sjvls.org/members/core/rev/CCRFEVAL.HTM
Making Referrals
Before referring the patron elsewhere, make sure to consult with your colleagues in-house for additional search ideas. Some questions are too personal to ‘share,’ so be sensitive about the patron’s privacy needs.
Even if you can’t completely answer the patron’s question with the resources in your library, if you can identify a source for the answer outside your library (agency referral; college library; or MHLS County or Central Reference Libraries), you will look good to the patron.
When you make a referral to another agency or library it is especially crucial that you have done a thorough reference interview and have a definite understanding of what the need is.
It’s a good habit to write down, by title, all the reference resources you consult when attempting to answer questions. This helps avoid redundancy down the line, should the question be passed on to someone else, or if you decide to send a ‘subject request’ form to the Central Library. It also shows the patron a ‘good faith effort’ on your part to answer the question for them using your library’s resources.
On ‘subject request’ forms, please put down EVERYTHING the patron has told you. Attach additional pages to the form, if necessary. Insufficient information is the most common factor in the failure of referred questions! The folks who will pick up the question only know what YOU tell them--third hand. They haven’t interviewed the patron. Be sure to elicit synonymous terms from the patron, which are deemed of interest. Include the patron’s telephone number in case the searcher feels it’s necessary to contact him/her directly for clarification.
If the need is urgent, reciprocal borrowing allows a patron to go directly to another MHLS library to obtain print materials, and the ‘system holds’ process vastly cuts down on delivery times. In most cases there is the possibility of Faxing photocopied pages (within MHLS guidelines…) between libraries, and this is often done from the Central Library. All Mid-Hudson Libraries have a guideline of Central Reference Library Services in the ‘Red Book’ (section 8-13), which describes basic referral services available from the Adriance Memorial Library.
Deb Horowitz, Coordinator of Central Library Services
Poughkeepsie Public Library District