Insights from Executive Director Scott Garrison - November 2026
Libraries are built from stories, and they embody the power of stories. Stories are at the heart of the relationships libraries and everyone they serve need to succeed. At the MCLS annual member event on Oct. 9, approximately 70 total attendees focused on how libraries can tell stories effectively from the perspectives of data storytelling and crisis communication.
The path to MCLS’s first in-person event in ten years is made up of many stories from the astonishing number of changes and challenges libraries have seen since 2016. We at MCLS have collected a lot of data in the last few years that are helping us tell new stories, from our strategic plan development and implementation through recent surveys and other work our Board and staff have done.
Following some stories from MCLS Board members Mike Hawthorne and Josh Petrusa that set context for our event, Professor Kate McDowell from the University of Illinois Urbana-Champaign’s School of Information Sciences delivered an inspiring keynote based on her ten years of work on data storytelling including the Data Storytelling Toolkit for Libraries (DSTL) and her 2025 book Critical Data Storytelling for Libraries: Crafting Ethical Narratives for Advocacy and Impact. Kate’s book weaves together many helpful strands that can help us build a positive future, and I recommend it very highly to anyone seeking to improve how they combine data with narrative to tell their library’s stories.
In her keynote, Kate highlighted the Storytelling Triangle between a story, its teller, and its audience, noting that we should be mindful whose role it is to tell a particular story. Each relationship in the Triangle is a dynamic one that can be influenced by whether a story is new or being repeated by the same or a different teller, and an audience’s attitudes toward the story. Kate established that critical data storytelling “requires understanding power dynamics from a storytelling perspective,” an idea dating back to the late-19th century women who introduced using empirical data in librarianship in a systematic way, and who were not allowed to present at conferences at the time.
Kate pointed out the differences between data, story, and information with the straightforward idea that “data in story context becomes information.” In her keynote (and in much greater detail in the book), she offered thought-provoking ideas about who owns data (and goals for using data) versus stories (and motivations for telling them), with examples relevant to academic and public libraries. Kate laid out the Data Storytelling Life Cycle as a framework to dealing with struggles libraries have had including translating data into stories and capturing those stories for outside audiences.
Data Storytelling Life Cycle (McDowell, 2026)
The Life Cycle captures the ideas that many libraries collect and store data without really engaging and creating meaning, and that we need to make our data our own through all four steps in the cycle.
Kate then offered suggestions for to how to build stories that last and should be retold over time, such as how libraries have ended late fees to promote equitable access. She explained the cycle of story across time, from telling, to listening, to retelling, as well as a story’s chronological structure from an inciting moment though rising action, to a climax or turning point and falling action to a resolution or denouement. She cited the example of a campaign to expand a taxing district for a library whose district was smaller than its counterpart school district. Though the campaign failed, the data the library used to tell their story along the “upward arc” of rising action in their campaign increased awareness that kids outside the taxing district could come to and use the library even without a library card.
Before closing, Kate laid out three Structure Narratives from the DSTL and pointed out where data collection occurs in each:
Transformation – a “hero’s journey” toward overcoming obstacles and creating change
Continuity – restoring stability following disruption (with recovery, adaptation, and learning)
Discovery – understanding complexity via a process of asking questions, gathering information, and building and sharing the knowledge that results from the process
Next, communication expert Thom Fladung led a workshop titled Putting Crisis Communications In Play, to help libraries be prepared in case of “explosive, unplanned visibility” that can damage our most important asset: our reputation. Thom’s experience as an investigative reporter earlier in his career has positioned him very well in his current role as Vice President and Chief Counselor at Hennes Communications (a division of AKCG Public Relations Counselors).
I hope you find the following summary of what Thom shared on Oct. 9 useful. Rather than summarizing all of the valuable information he offered, please see below for images from a pocket-sized card with tips and more that Thom distributed and very kindly granted us permission to include in this piece.
Thom began with the idea that while communication can be the last thing we think about during a crisis, it can save our reputation as word spreads and the community awaits our response. He emphased how important it is to act promptly and communicate clearly and honestly in a crisis using the rules of the Damage Control Playbook:
Tell the truth (“no comment” can translate to “guilty”)
Tell it first
Tell it all (i.e., all that you know to be true)
Tell it fast
Tell it to the people who matter most
Thom shared stories from his journalism experience to illustrate how the media works faster and more iteratively than ever before in the age of social media and search engine optimization. Media often run with what they have even if it does not represent a balanced view of a story.
He then turned to a set of five steps to manage outrage that often occurs in a crisis:
Validate concerns: there is almost always a valid concern to acknowledge
Acknowledge past mistakes: don’t pivot away from the past more quickly than your stakeholders can – it’s their decision when to move on, not yours. Be prepared to repeat how you’re working to fix past mistakes, if needed.
Acknowlege current problems: iflibrary leadership does not demonstrate that they know there’s a problem, stakeholders may become upset
Give credit: wherever possible, thank anyone who is helping resolve a crisis
Share control: the higher the outrage, the less trust there will be in you to solve a problem – let others validate whether you’ve solved it
Thom laid out a “3-V framework” for bad news stories: the villain who caused the problem, the victim, and the vindicator who brings it to light for accountability. He also offered detailed strategies and tips for communicating via social media, pointing out the importance of having conduct rules for all communication including social media and how to handle comments effectively. Thom cited Traverse Area District Library’s Social Media Policy as a great example. In a crisis, he recommended putting the truth on the library’s website and making a simple social media post pointing to the website because a library has greater control over its website. To help defuse a social media storm, ask vocal commenters for a conversation away from the platform.
Libraries should ask the following questions when they identify an online reputation threat:
Where did the threat originate?
Are more people continuing to talk about this situation?
Has the mainstream media begun covering this situation?
What is your understanding of what led to negative information?
Following tips on determining the influence of a threat and best practices for responding, Thom turned to some media relations guidelines and interview control tools if we find ourselves contacted by the media. He staged some mock media interviews with brave event participants, seeking observations from the larger group.
Thom closed with key principles for developing a crisis communications plan:
Ask “who says what to whom, how and when?” Who is on your library’s crisis communication team, and what protocol/procedures will you follow to activate that team?
Conduct a vulnerability audit with the library leadership team, brainstorming and ranking potential crises by how likely they are
Build messages from the audit, including media statements, website content, and social media posts
Make sure you identify your key stakeholders and audiences, know your social media instructions, passwords, and guidelines, and keep contact information up to date
As promised, here is the card Thom offered workshop participants:
© Hennes Communications LLC; used by permission
I’ll close here by thanking our annual member event planning committee, the staff and Board members who played a part in making the event happen, our hosts at St. Joe County Public Library, our fine speakers, and all member library staff who attended (especially those who completed our evaluation survey). Holding our first in-person event in many years was a lot of hard work, and truly a labor of love for our members.
If you were with us on Oct. 9, I hope you’ll agree that our event was a great example of how MCLS brings libraries together to engage with valuable strategies and approaches, and of how together, we empower a strong library community. I also hope to see you at our next annual member event on April 30, 2027, back at St. Joe County Public Library in South Bend, IN. Until then, I encourage you to share questions, ideas and thoughts with me at garrisons@mcls.org.
