Some of today's reference librarians are worried. You can see it in a recent editorial in Library Journal, by editor emeritus John Berry. I've heard it from my own staff in a recent round of talks with them.

They see a profound shift in the way we do business. To some, it looks like a de-skilling of the profession (without the hyphen, that looks like "desk-killing" to me, which might be accurate): doing away with circulation desks, putting more people "on the floor," shifting to paraprofessionals tasks that were once reserved for those with advanced degrees.

Together, it seems to add up to a more retail orientation, and a de-valuing of the education librarians worked so hard to achieve.

I understand the anxiety: when people's jobs change, they get nervous. They want to do well, and sometimes, the new "frame" isn't clear.

I'm one of those directors who wholeheartedly supports moving to what I think is a 21st century model of library services. But I absolutely reject the notion that the intent is to devalue my own profession. To the contrary.

I believe I know what most red-blooded American men want. It's not what you think.

And it isn't easy. There are many obstacles to be overcome to achieve the ultimate aim of maximum gadgetude.

First came my need for a computer. My first PC (a Kaypro II) was called "portable," in exactly the same way a sewing machine is portable. It folded up to a compact package weighing about 30 pounds.

After over half a century of life, study, intense social interaction, and careful thought, I have concluded ... that I don't know very much.

In my more optimistic moments, I think that might be good. Maybe I've finally UNlearned some things that were stopping me from seeing the world as it is.

In less optimistic moods, I think the truth is both simpler and scarier. The universe is a chaotic system. It CAN'T be understood.

But usually, I do think that learning is possible. I just don't think I'm a great example.

My fundamental idea of librarianship has changed a lot over the years. I began with a simple love of books. Books did and do make me happy.

When I became a director, I focused on trying to understand the remarkably complex background of library operations. (Any business is complex when you really dig into it.)

As the leader of any organization must, I eventually re-focused on the process of securing sufficient resources to accomplish our plans. That required me to take a look at the larger context of the library environment.