Block 7

Talk to Your Stakeholders!

In this block, we share how to talk to your stakeholders in a way that helps you to position your ideas and gain support.

Whether we like it or not, libraries do not exist in a vacuum, and, like most institutions, are subject to internal management, budgets, annual plans, and much more. Often, budgeting and staffing issues are the main reasons why libraries are unable to create new activities, trainings or materials, even if the interest among library staff is there. While funding lines exist where libraries can apply with their project ideas, this also takes time and resources to plan and write, without a guarantee that the idea will be approved. This is why we suggest seeking support more locally – among your own stakeholders. In this block we will go through some suggestions on how to promote your library’s ideas to those with power and resources to support them. The focus will, of course, be on AI activities, but we hope that our considerations are helpful to source funds for projects on other issues as well.

HOW TO TALK TO YOUR LOCAL STAKEHOLDERS

Speaking with local stakeholders, like municipal directors, politicians or other community leaders, about AI in libraries and seeking their support requires situational knowledge and clarity as a representative of your institution. The objective is not to promote AI as a technology, but to discuss how libraries can support citizens in a changing digital environment and how stakeholders can make this possible by supporting them. When conversations are framed around community needs, trust, and responsibility, stakeholders are far more open to engagement.

UNDERSTAND STAKEHOLDERS

A good starting point is to recognize that most municipal stakeholders operate under political, financial, and institutional constraints. They are often under pressure to avoid controversy, manage limited budgets, and maintain public trust. Entering a conversation with enthusiasm about AI in libraries can unintentionally create distance or concern. It is more effective to begin by understanding their daily reality. This means acknowledging their responsibilities and showing awareness that any new activity must be safe, realistic, and publicly defensible. It can help to do some background research. Review what activities have gained municipal support recently, understand the current goals of local stakeholders in the fields of education and culture, as well as technological development, and you might find a way in for activities at your institution.

Conversations work best when AI is framed as already affecting citizens rather than as a future ambition. Many libraries are already encountering questions from users about generative tools, automated services, or the reliability of online information. When you refer to these everyday observations, AI becomes a practical topic rather than an abstract one. Stakeholders can then see that the issue exists regardless of whether the library acts, and that the library’s role is to respond to it responsibly.

POSITION THE LIBRARY AS A TRUSTED INTERMEDIARY

It is also important to position the library correctly. Municipalities rarely expect librarians to be AI experts, and suggesting otherwise can create resistance. Libraries are valued because they are trusted and accessible institutions. Their expertise lies in media literacy, lifelong learning, and non-discriminatory public service. When speaking to stakeholders, it helps to emphasize that the library’s role is to guide citizens in understanding how technology affects their lives and how they can benefit from it, rather than acting as a technical authority. This framing reduces perceived risk and clarifies that the library remains within its traditional public mission.

SPEAK ABOUT SHARED GOALS

Stakeholders care about inclusion, fairness, trust in institutions, and the quality of public services. Conversations become more productive when AI-related activities are linked to these priorities. If AI literacy is presented as part of digital inclusion or lifelong learning, it aligns naturally with existing municipal goals. This increases the likelihood of support because the initiative is seen as reinforcing current strategies rather than introducing a completely new agenda.

MAKE SAFETY AND RESPONSIBILITY VISIBLE

Fear of risk is one of the most common barriers in discussions about AI. For this reason, it helps to make responsibility visible. A calm explanation that activities are gradual, transparent, and focused on awareness can reassure stakeholders. When they understand that the library is not experimenting with sensitive data or deploying complex systems, concerns often decrease. The emphasis should remain on education, guidance, and informed discussion.

LISTEN TO YOUR STAKEHOLDERS AND COMMUNICATE

Listening plays a crucial role in these conversations. Instead of arriving with fixed proposals, it is more effective to ask stakeholders about their perspectives. When they are invited to share what they observe in the community, what concerns they hear from citizens, and where they see gaps in understanding, they become co-owners of the discussion. This shifts the dynamic from persuasion to collaboration. People are more supportive of initiatives they help shape.

When the time comes for discussing possible activities, modesty is an advantage. Small, low-risk formats feel safer and more manageable. Introductory talks, informal discussions, or simple awareness sessions are often enough to begin. Presenting these as pilot steps that can be evaluated together signals caution and professionalism. Stakeholders appreciate approaches that allow learning without large commitments, especially financial ones.

Language also matters. Technical vocabulary can quickly create distance or anxiety. Plain language makes conversations more inclusive and prevents misunderstandings. Speaking about everyday technology and digital services instead of technical terms such as algorithms or models keeps the discussion grounded in familiar realities. Clear language supports trust, and trust is central to stakeholder relationships.

Conversations should end with an invitation to partnership rather than a request for approval. When stakeholders feel that the library wants to explore solutions together and remain aligned with municipal priorities, they are more open to continued dialogue. The aim is to build a shared understanding over time, not to secure immediate agreement. It is important not give up if the first meeting or e-mail exchange does not yield immediate results. Take the new knowledge you have gained and go through the points proposed in this Block once more.

MAP STAKEHOLDERS STRATEGICALLY

Not all stakeholders have the same concerns or influence. Some focus on reputation, others on workload, or on community impact. Paying attention to these differences allows you to adjust your tone and emphasis. This does not require complex analysis, only attentiveness to what matters to the person you are speaking with.

At the heart of all these interactions lies a simple principle: libraries are not advocating for AI. They are advocating for citizens who must navigate technological change. When this distinction is clear, discussions become less about innovation and more about public service. That is a space where libraries and municipalities naturally meet. Do not propose new activities for their own sake, but instead focus on them for the benefit of your local community and your institution.