Will

Leadership is less about direction and more about reducing uncertainty for others.

Digital tools do not eliminate complexity; they redistribute it.

“Efficiency” often means redistributing labor downward.

Every database has a worldview. Some are just better at hiding it.

Discovery tools promise simplicity. Complexity always returns with interest.

Information literacy is not a skill—it is a continuous negotiation with systems.

While people are sitting on the porch debating whether AI should be allowed inside, it’s already rearranging the furniture, fixing the lighting, smoothing the walls, and quietly making the place more livable.

Archives do not simply preserve history; they participate in constructing it.

Interdisciplinarity is celebrated rhetorically and constrained operationally.

Infrastructure is rarely neutral; it reflects the priorities of those who design and maintain it.

The real digital divide is not access to information. It is access to interpretation.

The most expensive resource in an organization is not technology. It is clarity.

Good service design begins with understanding constraints, not ignoring them.

Metrics are useful only when they are tied to decisions that people are actually empowered to make.

Every workflow encodes assumptions about time, labor, and authority.

Healthy teams are not defined by the absence of conflict, but by the presence of transparent processes for resolving it.

Evaluation frameworks frequently undervalue invisible forms of academic labor.

A policy is just a story told with authority.

Strategic plans often describe futures that organizations are structurally unprepared to inhabit.

A search result is never just a result. It is a ranking of values.

Metadata is not description. It is governance in miniature.

Libraries are often framed as quiet spaces. In reality, they are sites of constant negotiation.

Libraries operate at the intersection of access, infrastructure, and institutional priorities—often without being recognized as infrastructure themselves.

The hardest part of change management is not resistance—it is ambiguity.

Institutional learning is often episodic rather than cumulative.

The distinction between innovation and maintenance is often more rhetorical than real.

Public services are often evaluated on outcomes they do not fully control.

Information systems shape not only what can be known, but what is considered legitimate knowledge.

Infrastructure is invisible until it fails. Then everyone remembers it exists.

The difference between a functioning organization and a struggling one is often not resources, but clarity.