I spoke at the recent Future Tech Strategies for Libraries organized by Jane Dysart & Stephen Abram on the fact that Technology is one of the Enablers of Organizational Strategy. Well, that’s what I was supposed to speak on. I was supposed to remind people that the organization’s strategy drives their technology strategy.
I used to believe that. The organization – in our case, the library – analyzes trends impacting its community or campus or parent organization, consults its markets or communities to understand their challenges & dreams, and then maps a strategy to move the library forward towards a meaningful, desirable future. And where was technology in that discussion? It was an enabler: you determine what you want to do and use technology to do it.
But now I’m not so convinced. Technology not only transforms work and operational processes, it opens up incredible new worlds of service concepts and deliver channels for us. So maybe we establish our technology strategy first? and then map our organizational strategy to align with it? This is the ying and yang of powerful drivers for libraries. There is a positive tension between the technology strategy and the organizational strategy – and that’s healthy for the library. Grasp your hands together and first try to pull them apart; breath into the pulling. Then, keep grasping your hands and push your hands together as hard as you can; keep breathing into it, and feel the breathing into your shoulders. Then let go. This is a normal quick warm-up for your arms and shoulders prior to working out; the push and pull releases tension and readies your muscles and tendons, oh – and increases flexibility. It’s just one little part of a warm-up, but look at the results – in fact, feel the result. You can feel the difference in your upper body.
So this positive tension is pretty good for the library too: it increases the flexibility and readies the library for the work ahead. Not a bad habit to get into, is it? Here’s the slides, which include the most recent Did you know? video.
In May 2013 University of Waterloo Library introduced a Service Desk Models Pilot to assess student discovery of services, awareness of self-services in both physical and virtual spaces, and the effect of desk models on staff and students perception of service. See below for details of the usability testing conducted on students and staff, the protocols, methodology and assessment. Click on the image to enlarge.
Thank you, Val, for creating this blog post. For those of you who may not know Val, she was formerly Deputy CEO at Pickering Public Library and is an expert in terms of HR practices, policies and management. During the past 15 years she has developed the initial collective agreements for large public libraries, created their staffing competencies and can write role descriptions in her sleep. I’ve had the absolute honour of working with Val on three organizational structuring projects for progressive public libraries who know they must align their organization and roles with their strategies if they ever hope to execute those strategies. In other words, Val knows her stuff, and is delightfully candid, as demonstrated below:
Ongoing reorganization of library staffing structures and relationships is a fact of contemporary life. Or it should be. Libraries embark on new strategies and exciting initiatives, but the restructuring so critical for implementing these is often deferred, diluted, dreaded, distorted, deserted, and with good reason. Employees en masse, in almost all organizations – not just libraries – are inherently conservative: people will agree that change is needed, but when moving from the general to the specific changes for them as individuals, raise objections and barriers. It’s sometimes very difficult for employees to see the “big picture” driving the changes and, most importantly the WIIFM factor, “what’s in it for me”. Let’s face it, even those employees who exclaim “I love change!” only embrace those changes for which the WIIFM factor is clear. Yet without staff on board, the reorganization will stutter and need constant life-giving care, and the refocusing will be blurry for both the library and its users.
Having faced this dilemma in many workplaces we’ve employed the following tools to manage the solidity of staff resistance and, slowly but surely, develop staff engagement among the majority of employees:
Use conventional approaches (individual and/or group discussions – hopefully as conversations; surveys; town halls; collaborative virtual spaces, etc.) to discuss what’s driving the changes, gather staff insights and build understanding and acknowledgement of upcoming changes
Hopefully a strategic plan, based on a solid environmental scan, is in place and is the principle catalyst for organizational changes
If there isn’t a current strategic plan, use staff input to develop a multi-year service plan
Use this to identify the known changes, but also to highlight the “unknown unknowns”, likely to be our future, and to highlight the service concept underpinning constant renewal, i.e. this is not one re-organization every 7 years, but the first in an ongoing process; as the environment changes, our services change, and so do our work processes, roles, competencies and structure for accomplishing this work.
Identify those individuals who can break out of the masses; new staff, older staff who have shown an interest in new technology or services; staff with non-library backgrounds and perspectives. They can become key supports and help educate and involve their colleagues.
If you are fortunate, there may be one individual who can be entrusted with change management to lead or co-lead through the initial phases.
Consider having a specialized and cross-functional unit that will take on all pilot projects and innovations. The unit staffing should not be permanent and static. Project staff can be brought in as their skills match the tasks at hand. This is also a way to use individual staff who are change-positive.
Make use of pilot projects: this is useful in getting staff used to a different mode of doing things – as well as teasing out any problems with the service change.
Move at a realistic pace: it is sometimes better to use a multi-year approach to take advantage of staff vacancies, building or IT changes, etc., and to introduce changes piecemeal than to do it in a shorter period of time, with the entailed disruption and stress.
Re-assess all job descriptions: the specifics of today will become the dinosaur tasks of tomorrow! Content should be light-touch, general and articulate roles, not tasks – there may not always be a desk, or a department, or permanent methods of doing anything. All professional job content should include research, outreach, performance measurement and proper professional development requirements. Job descriptions are within management’s autonomy, so they can be changed with consultation. For new hirings they can be developed unilaterally by management.
Ensure that competencies are spelt out in job descriptions – they will take you further than an inventory of tasks. A flexible, self-assessing professional will be open to new directions and tasks.
Do look for professionals outside the library world – those educated and experienced in social work, IT, recreation, retail, business, marketing and publicity all provide the skill sets libraries need now.
Wow! This article from Strategy + Business, How to Seize the Opportunities When Megatrends Collide, has articulated what I like to do! “… tap into people’s natural curiosity about external factors, to broaden and deepen the resulting conversation; and to translate the general understanding of megatrends into a more practical framework that companies could use to seek opportunities and reduce risks.” For years Rebecca and I have talked and taught about the big picture and thinking strategically. Here’s an earlier post on the topic too!
More from the S+B article:
“The megatrends framework can help any private- or public-sector leader think more clearly about complex external trends, and help develop an ordered, prudent, and proactive strategy for facing them. Its basic building blocks are five historical patterns active in the world today that have left their mark on all aspects of the world’s economic and social fabric.
1. Demographic and social change: the combination of greater life expectancy, declining birthrates in many parts of the world, and unprecedented rates of human migration, accompanied by a gradual increase in the status of women and greater ethnic and social diversity within most countries.
2. Shifts in global economic power: in particular, the much-noted expansion of prosperity in emerging economies at faster rates than in the industrialized world, leading to momentous changes in consumption patterns and a rebalancing of international relations.
3. Rapid urbanization: the massive expansion of cities around the world, through a combination of migration and childbirth, with major implications for infrastructure, land use, traffic, employment, quality of life, and culture.
4. Climate change and resource scarcity: the rapidly increasing demand for energy, food, and water, in a finite world with limited natural resources and even more limited capacity for carbon dioxide and a wide variety of other effluents.
5. Technological breakthroughs: the transformation of business and everyday life through the development and use of new kinds of digitally enabled innovations in fields such as biotechnology, nanotechnology, fabrication (including 3D printing), cloud computing, and the Internet of Things.”
The article goes on to discuss where those megatrends intersect, or “collide, with disruptive or transformative changes rippling out into nearly every industry around the world.” It examines “four collisions in more detail: the global Sahara, the pop-up enterprise, supercompetitive cities, and global women rising. Like most of the collisions, they are just now beginning, and can still be influenced.”
I am happy to see that libraries have already recognized the “megatrend of shifts in global economic power [that] has also combined with technological breakthroughs. One of the most noteworthy results is the spread of pop-up companies—businesses that operate for only limited periods to complete specific tasks, and that reinforce (and benefit from) a looser, less draconian overall business environment.” Libraries are popping up in parks, community centers, as well at events to showcase their products and services where their customers are.
The majority of people now reside in cities. “The megatrend of rapid urbanization has accelerated the spread of some social problems such as traffic, crowding, tensions between rich and poor, difficulties in raising children, food and water shortages, crime, and government corruption. But it has also improved the world’s economic growth, environmental sustainability, and cultural viability. Cities that face their challenges effectively gain a high quality of life and strong social networks; they become hubs of prosperity. Cities that don’t manage themselves well spiral down into social and economic decline.” Libraries are helping to improve their community environments — just look at Library Journal’s 2014 library of the year — Edmonton Public Library! World class and a great role model.
With respect to “Global Women Rising”, it will be interesting to see if the “changes will lead many companies to shift their diversity-oriented practices, from a compliance-based system aimed at meeting regulatory requirements to a proactive approach that seeks to attract skilled women employees whose high potential might not have been fully realized in the past.”
1. “The first step is to look for your own collisions, aimed at your own industry. What might happen over the next 10 to 15 years when demographic and social change collides with technological breakthroughs—in healthcare, energy, automobiles, or consumer products? How might your company get out in front? What investment would be required? In what time frame?”
2. ” Develop new management skills… become better listeners, better interpreters of meaning, and better catalysts for change. This could mean stepping out of[your] comfort zone on a regular basis and encouraging others to do the same. It could also mean trying new business models or collaborating with other companies, seeking different ways of looking at the world. It almost certainly will mean experimentation, creativity, and modeling the open behavior that they want to encourage.” or continuous transformation & innovation as I said in an earlier post!
I hope this article makes you think as much as it did for me! Good luck, may the future be yours! Can’t wait to hear if this piece sparks some ideas.
These librarians co-taught 1st year Pharmacy students at U of Waterloo, focusing on drug and medical information and critical thinking (click on the 1st image for a large view; click on the video below for an interview with Shannon and Kate.)
“Find the best conferences for you. It’s very tempting to attend an event because it’s in a fun location or because all the cool kids are going to be there. If money is no object, then by all means. Conferences need to produce a return on your investment. So think about what you want to learn and then start searching for the right events.
Ask the right questions. Reaching out to respected colleagues about conferences to attend could be a good idea. The important part is asking the right question, “What were your takeaways from the event?”. If you get a blank stare, that doesn’t necessarily mean the conference isn’t worth your time. But do try to find out the value of attendance.
Learning takes place in many ways. Speaking of learning, it’s important to understand how you like to learn (i.e. visual, auditory, kinesthetic). For instance, there are certain topics that I want to learn by reading a book. I would not attend a conference for those topics. But others, I want to learn differently and a conference is the perfect format.
Learning happens in many places. Yes, learning happens during educational sessions. Don’t forget that learning also takes place during networking and on the expo hall floor. And occasionally at the bar with colleagues.
You’ve done your research and identified a conference you’d like to attend. Before going to your manager, be prepared to answer some questions. These are the types of questions that my manager used to ask me:
CONFERENCE: What organization hosts this conference? How long have they been around? How often do they have conferences? Do they offer regional events? Are you a member?
COST: How much will attending this event cost? How much is registration versus travel? Are you prepared to share in the cost of the trip?
TAKEAWAYS: What do you expect to learn? Is there another way to learn this information? How will it impact your job today? And how will it impact the company?
WORK: How will your work be handled while you are gone?
FOLLOW-UP: What is your plan for sharing information when you return?”
Do you want to attend Computers in Libraries 2015, April 27-9, in Washington DC? If you need help justifying your attendance go to the conference site and click on our draft memo, Convince Your Boss! See you there!
Thanks to Solomon Blaylock & Kathy Metz of University of Rochester’s River Campus Libraries for sharing RCL’s work in re-envisioning & re-engineering their service model and Patron Services. Here’s their presentation given at OLA 2015 SuperconferenceU of Rochester Service Model OLA2015 presentation, including their speaking notes with many details.For more information, including the Patron Services Service Model report, Kathy Metz (kmetz at library.rochester.edu) or Solomon Blaylock (sblaylock at library.rochester.edu). What a phenomenal job RCL has done in understanding student behaviours and designing their services to match these behaviours.
Vaughan Public Libraries offers many volunteer programs for teens, ranging from Reading Buddies through to more unique opportunities like letter writing for Amnesty International. This poster shows how they have developed programs that cater to a range of tastes and abilities while still focusing on literacy and community service.
ORCID provides a persistent digital identifier that helps researchers and scholars distinguish the research activities from those of others with similar names. The identifier is being integrated into key workflows by funders, research organizations, publishers and others. In this poster by K. Jane Burpee see the multi – faceted value of ORCID and explore 6 ways to help you and your library grow ORCID presence with your campus faculty and graduate researchers.
How do you increase visibility of the library’s art collection and also promote campus art as a learning experience? This poster showcased a collaborative project with campus partners that utilized tools and techniques to embed the library’s art collection into the curriculum, develop students’s visual literacy skills, and add a rich context by highlighting the special collection with the digital archive and exhibit. Thanks to K.Jane Burpee, Judy Wanner, and Linda Graburn from University of Guelph.