Jump

Posted on April 13, 2009 
Filed Under Managing Change

At a meeting the other day the inevitable discussion of libraries and change dominated the lunch break. It quickly focused in on technology, and in particular technology’s effect on the catalogue and the reference interview. This discussion often leaves me wary. I wonder if perhaps this focus on technological change has not let us off easy on the topic of libraries and change.

If the biggest change in libraries, that immediately comes to mind, is clicking on keys rather than flipping through cards or reaching for a reference book, then we have failed. We have failed to notice that the communities we serve are already receiving mediocre customer service, inadequate public space, and an abundance of information bytes from a variety of organizations and sources. Real change will come when we use technological advances as additional tools at our disposal - not as silver bullets - to differentiate ourselves in striving for excellence in everything we do.

Phew.

Okay, time to put the soap box away (but note, I did not have enough shame to push the delete key).

Helene Blowers has highlighted the following 12 ingredients for a culture of innovation that may provide a starting list for internal changes that would then ideally bring about useful and meaningful changes for our users.

1. Top Management Buy-In
2. Trust
3. Priority of Innovation (Often Confused with Time)
4. Freedom to Take Action
5. Freedom to Make Mistakes
6. Rewarding Rather than Stifling Creative Thinking
7. Collaboration Tools
8. Places and Opportunities to Talk
9. Places and Opportunities to Work in Isolation
10. Access to Information
11. Transparency
12. Humor

The only quibble I have with this list is that I would amend “Top management buy-in” to include an “or staff buy-in”.

So libraries and change.

A recent long prairie drive with a rather smart librarian brought up the pros and cons of using a burning platform to encourage change. If you want people to change their work habits and beliefs then explain to them why - and make it urgent. The problem with this philosophy is that many of us, in the Canadian library world, have never felt a shared genuine urgency.

Until maybe now.

It seems that the President of the Canadian Library Association, Ken Roberts, is giving us a burning platform in the latest issue of Feliciter:

Although it may be reassuring to know that libraries are being credited with a reinvigorated relevance, this
recognition comes with the certain knowledge that, to earn our keep, we have to become even more efficient, even more effective and even more relevant.

We need leaders who understand that even though we have experienced a decade or more of rapid and persistent change, the pace is about to speed up.

Over the past few months, there have been days at work when I have felt like I’m stuck in one of those
endless Indiana Jones chases, where the hero survives an impossible challenge only to discover that it was
merely an overture to the main event.

I can’t help but feel that we are just catching our first glimpse of the main event. If so, it is time to sigh,
catch a quick breath, and either assume the role of leader or follow those who have that skill.

I’m jumping. How about you?

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