Guiding Libraries and Info Pros Through Change
David Lee King
Topeka and Shawnee Cty PL
April 17, 2007
He totally gets the problems of making change in the lib environment, esp. technology changes. We all know the things we learn here will be hard to get through the brick wall.
Steven Abram article about a week ago on sirsidynix site – similar.
Some “quotations”
“30 yrs ago, we thought change would be more of the same, only better. Now we can’t guarantee that.” (approx)
Book: Good to Great – “spending time and energy to motivate people is a waste of effort. …trick is not to de-motivate people.” Can de-motivate if ignore brutal facts of reality.
Abrams: dinosaur metaphor.
(photo: horse and buggy)
Historical libraries. 1970’s adapting to opac’s.
80’s – the pc took off
90’s – going fast now – gopher and telnet (his first web was gopher)
2004: Web 2.0 coined
Now changing very fast. MySpace and YouTube are vastly accelerating change. They’re both just a few years old!
His job title: digital branch and services manager. This is new.
Change, the old way:
-leaders simply ordered changes
-goal: getting the change accomplished
-review later to see how change went wrong
Change is external – different policies
Transition is internal – reorientation inside themselves and in org. before anything can change. Scared workers, resistant IT folks, etc.
“Most leaders base the project on getting the change accomplished rather than on getting ppl through the transition.”
3 steps
-saying goodbye – letting go of the past, how they used to be. “When I have to change something I’ve been doing, it’s like changing part of me.”
OCLC report – libs still places for print books. (perceptions report)
-shifting into neutral – get through first step, move into neutral zone, full of uncertainty and confusion. Here is where you focus on the details. Ex: two companies merging together. Bigwigs decide merge, middle mgrs have to figure out how it’ll happen. Many people get stuck here. Get frightened and confused, don’t stay long enough to make it work for them. Example from OCLC report – 200 employees who took early retirement rather than learn something new!
-moving forward. Now you need to start doing it. Can be scary – puts competence at risk. Resistance will happen! 2/3 fail? Resistance is primary reason why IT projects fail.
Mgt’s reaction to resistance creates the problems
The resistors probably don’t see it as resistance, they see it as survival!
Types of Resistance
1. Information based
Not enough information
2. Physiological /Emotional’
My job is threatened
My future w/org
Respect of my peers
These are all in the mind, but they’re real to the person
3. Bigger stuff
Personal history
Race, religion, etc. – who you are
Significant disagreement over values
Just for Leaders (and techies)
You’ve already come to terms with the change
Understand why ppl might not want to chg
Understand that it’s the transitions, not the change, that’s causing waves.
Steps to Take
Describe the change succinctly – really clear
Plan carefully
Help ppl respectfully let go
Constant communication
Create temporary solutions when needed
Model new behavior!
Emphasize the purpose for the change – the “whys”. And their part, what they can do to help you get there.
Don’t do these things!
Don’t confuse novelty w/innovation
Don’t confuse motion with action
Don’t keep something going if it “still has a few good years of life” left. Example: KS has pet project of medical info. He pointed out good free websites out there.
For techies:
You might be able to chg quickly
There are areas where you don’t change quickly. – ex: IT dept’s with culture of ‘no’
Always share too much… - and do too much training! More appropriate to everyone else.
Technojust(ification) – avoid technolust and technomust.
If you refuse to change:
Missed career opp’s
You’ll miss out on the opp to expand your network and your ability to develop new relationships
You’ll miss out on the possibility of shaping your new destiny or reality.
Parting Thoughts on Change
If your leaders aren’t telling you about it, go ahead and ask.
Break old habits, including old ones.
Work on stress mgt techniques.
Whine with purpose – constructive criticism.
Questions:
How encourage those who are trying to change? A: do it!
IF don’t have admin who understands, what do you do? A: must work with them.. This is vital!
(GREAT presentation, David!)
