Search results for: change

Purposeful change management

Any kind of change can be challenging. Humans are naturally hesitant to change for very good reason. Unexpected change? Well, that can be traumatic. And if the crisis management we’ve all experienced over the past two years has taught us anything, it’s that change management can no longer be an afterthought. And yes, change and crisis management are different. Too often our approach is to wait for the effort to be in crisis before taking action.

As we shake off the stress of constant reactions during the COVID-19 pandemic, let’s take control with purposeful change. There’s no better time to reflect and learn from experiences, good and bad, and help your organization not only move out of crisis mode, but also be better for it.

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New Model Library: Plan for positive change in the midst of challenges

Co-authors:  Lynn Silipigni Connaway, Ph.D. | Brittany Brannon | Brooke Doyle | Brian Lavoie, Ph.D. 

When we did the research for the New Model Library: Pandemic Effects and Library Directions briefing, a term that came up often was “normal” (Is this change part of a new normal? When will this activity get back to normal?). While interesting, these questions don’t acknowledge that libraries are incredibly diverse in terms of culture, size, type, goals, and locations. And the term “normal” isn’t really helpful without additional context. At the same time, the COVID-19 pandemic is a singular, global upheaval that affects everyone who works at and uses libraries.

So how do we discuss the impact this global upheaval is having on a set of very different institutions and individuals and their plans for the future?

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The rapid pace of change in research university libraries: An interview with Keith Webster

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Recently, I had the opportunity to interview Keith Webster, Dean of University Libraries and Director of Emerging and Integrative Media Initiatives at Carnegie Mellon University. We discussed how academic libraries have changed in the last two decades, reflecting on the growth of digital content and the rapidly evolving scholarly record. I also asked Keith to imagine the research library of the future and to share where his own library is heading in the near term, with investments in multi-purpose repositories, RIM systems, and increasing support for research analytics and institutional reputation management.

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An insider’s look at “Project Passage” in seven linked data lessons, six constants, five changes … and four webcomics

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Imagine your favorite musicians from throughout all of human history (paging Kurt Cobain and Layne Staley!) getting together in the same room. Together, they are free-flowing and improving melodies on top of chord progressions with beautiful and surprising results. The tune is familiar enough to tap your foot along but multilayered enough to be different and completely thrilling.

Being a part of the Project Passage experience was exactly this. Project Passage was an “OCLC and Friends” metadata jam session. (“OCLC and Friends” would make a great band name, am I right?) At the conclusion of the Project Passage experience, I was convinced that linked data and libraries have a bright future together.

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What’s the magic formula for successful change? Communication + planning

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Tyler is passionate about helping libraries turn change into opportunity, and as Director of OCLC Implementation, he supports libraries through diverse transformations, including everything from workflow analysis to library technology implementations.

Depending on who you ask and where you look, change management has any number of important components. However, I’ve found that the actual process of initiating change often falls into two key buckets: planning and communication. Planning is critical, of course, but how, when, and what is communicated can make or break a change initiative. In fact, communication often leads to feedback that helps refine plans, making it even more powerful.

Unfortunately, communication can be an afterthought or initiated only when a change effort is at risk. Sometimes it’s just words on a page explaining the plan. It shouldn’t be, it’s so much more, and can have long-term negative consequences if overlooked or undervalued. Successful change initiatives are communicated like an internal public relations campaign. Every aspect should be orchestrated to increase awareness and buy-in.

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Breaking through change barriers in three steps

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By Charles Pace, Executive Director, Gwinnett County Public Library, and
Michael Casey, Director of Customer Experience, Gwinnett County Public Library

What role does the library play in the community? That was one of many questions that led the Gwinnett County Public Library (GCPL) toward organizational change in 2016. We were (and still are!) fully committed to being a continuous change organization with a clear outside-in focus and a customer-centric approach. It’s been a journey, and our biggest lesson is probably that we always have more to learn. Change is complex. What’s helped is keeping our ultimate purpose in clear view. And for us, every initiative is always geared towards improved service to the community.

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Are you managing the emotional side of change?

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Tyler is passionate about helping libraries turn change into opportunity, and as Director of OCLC Implementation, he supports libraries through diverse transformations, including everything from workflow analysis to library technology implementations.

When you’re leading any kind of change, maneuvering to get an ideal outcome can be tricky. I’m often asked by leaders in the throes of change management efforts, “What’s the one thing that can’t be missed?” The one element that could deter all the work to build awareness, acceptance, and action. My response is pretty much always the same: Never underestimate the emotional side of change.

Did I just get all warm and fuzzy on you? Yes, I did. And it’s important, especially because this aspect of change is often overlooked. The reality is that all change begins and ends with human beings—and humans are driven by emotions.

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Three “people factor” steps for successful change management

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Tyler is passionate about helping libraries turn change into opportunity, and as Director of OCLC Implementation, he supports libraries through diverse transformations, including everything from workflow analysis to library technology implementations.

Transformation of any kind starts and ends with people. If you’re implementing a broad change and everyone in your organization isn’t engaged in some way, it will never work to its fullest potential. Period.

I’ve helped hundreds of libraries transform their organizations through technology implementations for ten years, and the people factor is consistently the key to success. But it’s also the hardest, and the most overlooked. What inspires one person may not motivate someone else. But neglecting to apply this lens across how you plan, communicate, and execute leaves so many positive aspects of change on the table.

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Think like a “game changer”

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I often remember Skip Prichard quoting Jack Welch at our Edinburgh, Scotland, EMEA Regional Council meeting: “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” As a true librarian and forward thinker, I fully recognize we are in the middle of this, but I prefer to complete the quote this way: “If the rate of change on the outside exceeds the rate of change in your library … change the game!”

In the late 1940s, The Lego Group began producing the building bricks, which we all know so well. For decades, they made popular kits that were described by many, all around the world, as one of the best toys in history. However, as children’s play preferences changed, Lego’s economic fortunes declined.

How do you improve a product that has been a global icon for generations? Many small, incremental improvements may help. But at some point, you may need to make a major adjustment and start thinking like a game changer.

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Sometimes, to change anything … you have to change everything

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Change management is never easy, that’s why it’s often tackled in bite-size chunks. To be successful, it has to be intentional and collaborative. And for a public library, defining change can’t just depend on the director’s vision. It has to belong to the entire organization and be driven by the needs of the community.

We recently wrapped up the challenging—but energizing—task of developing a detailed strategic plan. This was a first step in changing the way we do business. We’ll still do many of the same things we’ve always done, but our perspective has shifted to place the customer firmly in the center of everything we do.

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