• Save
Libraries, change management and professional development: discovering an appreciative approach
Upcoming SlideShare
Loading in...5

Libraries, change management and professional development: discovering an appreciative approach



Presentation by Tricia Kelly at RAILS7, 10 May 2011

Presentation by Tricia Kelly at RAILS7, 10 May 2011



Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds


Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

CC Attribution-NonCommercial-NoDerivs LicenseCC Attribution-NonCommercial-NoDerivs LicenseCC Attribution-NonCommercial-NoDerivs License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment
  • Change is constant and occurring at all levels – technology library staff and clients use; physical collections; evolving nature of the profession. Although the literature on AI is considerable (and growing), there is a lack of research on the application of AI to LIM organizations and where it may have been utilised, the lessons learned from this application.

Libraries, change management and professional development: discovering an appreciative approach Libraries, change management and professional development: discovering an appreciative approach Presentation Transcript

  • Tricia Kelly Research Applications in Information and Library Studies (RAILS7) 10 th May 2011 Libraries, Change Management and Professional Development: Discovering an Appreciative Approach
  • Overview
    • Taking an Appreciative Inquiry approach to change management
    • Specific areas of this investigation
    • Research design
    • Practical outcomes
    • Limitations of this research
    • Advantages & disadvantages of Appreciative Inquiry (AI)
    • Further research opportunities
    • Acknowledgements
  • Appreciative Inquiry (AI)
    • Developed in 1980 by a doctoral student (David Cooperrider) looking to take a different approach to the traditional way of problem-solving in organisations
    • Stems from Organisational Development
    • AI is a change management technique based on finding the best within an organization and building on the elements that make it the best
    • Encourages discovery of “What gives life” through the generative potential of story-telling
    View slide
  • Features of Appreciative Inquiry
    • Appreciative Inquiry
      • Generative inquiry
      • What is best
      • Enable success
      • Whole systems
      • Voluntaristic
    • Traditional CM techniques
      • Problem solving
      • What is wrong
      • Fix problems
      • Varied, usually isolated
      • Mainly deterministic
    View slide
  • Assumptions of Appreciative Inquiry
      • In every society, organization, or group, something works.
      • What we focus on becomes our reality.
      • Reality is created in the moment, and there are multiple realities.
      • The act of asking questions of an organization or group influences the group in some way.
      • People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known).
      • If we carry parts of the past forward, they should be what is best about the past.
      • It is important to value differences.
      • The language we use creates our reality.
      • [Source: Hall, J. & Hammond, S. A. (n.d.). What is appreciative inquiry? Retrieved June 6, 2009, from http://www.thinbook.com/docs/doc-whatisai.pdf]
  • Appreciative Inquiry ‘4-D’ model Dream “ What might be?” (what is the world calling for?) Envisioning Results Discovery “ What gives life?” (the best of what is) Appreciating Destiny “ How to empower, learn and adjust/improvise?” Sustaining Design “ What should be – the ideal?” Co-constructing AFFIRMATIVE TOPIC
  • Research Questions
    • Objective:
      • To determine the potential of Appreciative Inquiry as a positive change management approach for Library & Information Management (LIM) organisations
    • Questions:
      • How c an Appreciative Inquiry be used as a positive change management technique for LIM organisations?
      • How effective the Appreciative Inquiry approach to change management might be for organisations relying upon virtual teams?
  • Why this research is important
    • Libraries are undergoing considerable changes, and often within rapid timeframes and need change-ready teams in order to successfully manage the changes.
    • The application of a tool that would possibly enable LIM professionals to engage in positive and effective change management should be investigated.
    • There is a need for the development of practical research that can be applied within LIM organisations
  • Research design
    • Action research
    • CSIRO Information Management & Technology
      • Stage 1: Library Services & Records teams
      • Stage 2: Library Services team
    • Virtual team geographically distributed across Australia
    • Major change process began in 2005
    • Two key stages of this research
  • Stage 1 – Exceptional change-ready teams Discovery Affirmative topic: Exceptional change-ready teams Participants: 83 Research group: CSIRO IM&T Library and Records staff Technique: Paired interviews in-person at workshop session, Melbourne Pilot Study (Discovery) Affirmative topic: Exceptional change-ready teams Participants: 5 Research group: CSIRO Library Network Technique: Semi-structured interviews via phone or in-person Questions refined Stage 2 Affirmative topic identified
  • Practical outcomes – Stage 1: Exceptional change-ready teams
    • By applying the Discovery phase during the change workshops in Melbourne, the newly formed teams were able to:
      • Share stories about exceptional team experiences and identify what actions made that experience so exciting/engaging/fulfilling
      • Discover what participants valued about themselves and the organisation
      • Gain an insight to the sources of pride in their work and in what way they envisaged contributing their best to the newly formed IM&T team
      • Identify leadership characteristics valued by participants
      • Share positive experiences in the ways trust and respect were developed and communicated in teams
      • Identify the critical actions that made it possible for a team to work together so exceptionally
  • Stage 2 - Professional Development Appreciative Inquiry 4-D Model – Affirmative topic: “Professional Development for CSIRO Library staff in a changing world: The right skills for today and tomorrow 4. Destiny Participants: 25 Research group: CSIRO IM&T Library staff Technique: 5 point Likert-type scale survey via email 1. Discovery Participants: 29 Research group: CSIRO IM&T Library staff Technique: One-on-one interviews via MeetingPlace (online collaboration tool) 3. Design Participants: 60 Research group: CSIRO IM&T Library staff Technique: Group activity in-person at Library Conference, Canberra 2. Dream Participants: 60 Research group: CSIRO IM&T Library staff Technique: Group activity in-person at Library Conference, Canberra
  • Practical outcomes – Stage 2: Professional development to enable change-ready teams
    • Discovery phase outcomes:
      • Identified a broad range of professional development activities that could be undertaken by a person working with the LIM industry
      • Presented a list of “essential” professional development activities that anyone working in LIM industries should undertake at the very least to keep up to date with developments in the industry
      • Provided a snapshot of the types of professional development activities, and the frequency of those activities, currently undertaken by a sample group of CSIRO Library Services staff
      • Identification of the types of professional development activities that rated highly as being most engaging and had a positive benefit for participants
      • Acknowledgement of the ways in which professional development outcomes can be shared within a team environment
      • Identification of 10 key concepts that need to be in place in order for a successful professional development process to occur.
  • Practical outcomes – Stage 2: Professional development to enable change-ready teams
    • Dream & Design outcomes:
      • Creation of a set of seven key principles on which the progression of professional development within the CSIRO Library Services team will be based
      • Development and implementation of a “group-owned” strategy for encouraging library staff to engage in professional development through the following actions:
      • Appointment of Professional Development Champions in each team
      • Development of the Professional Development Portal on SharePoint as a source for professional development information including PD principles, types of PD activities (including those considered essential), and a calendar of PD events.
      • Suggestion for knowledge-sharing sessions to which everyone could contribute and participate via the online collaborative tool, MeetingPlace
      • Call for teams to do a gap analysis of current and future skills
  • Practical outcomes – Stage 2: Professional development to enable change-ready teams
    • Destiny phase outcomes:
      • Identification of areas that required further development including:
      • Time allocation for professional development
      • Broadening the range of professional development opportunities available
      • Sharing knowledge within the teams
      • Suggestions for improving the Professional Development Portal.
  • Limitations of this research
    • Results specific to this team at that point in time and as such, may not necessarily be replicated elsewhere
    • Paired interview process had pros and cons
    • Relationship of the practitioner-researcher with the research community
    • Limited time available for the Discovery session at the workshop in Stage 1
  • Advantages of Appreciative Inquiry
    • Positive energy is generated
    • AI is generative and inclusive
    • AI is flexible
    • Appreciation of multiple realities
  • Disadvantages of AI
    • Appreciative Inquiry requires time and commitment which can sometimes be difficult to find during a major change process
    • If the Discovery only phase is utilized at the beginning of a change process, there is an element of “what happens next?” and outcomes can lack direction to be carried forward into actions
  • Further research opportunities
    • Topics for further exploration that emerged:
      • Using AI to generate meaningful dialogue on generational approaches to change
      • AI has predominantly been utilized as an organisational development tool but the potential of AI as a personal development tool for the individual as not yet been fully explored
      • Does the problem-solving mind-set of particular personality styles derail the effective use of AI as positive change management tool?
    • Opportunities for libraries to undertake action research using an AI approach
      • Succession planning
      • Proactive client services
      • Innovative and “magnetic” work environments
  • To conclude…
    • “ Things change. No matter how much our directors love us, no matter how great a job we do, circumstances, and management, change. Budgets get cut, people move on, organizations’ priorities (and staff needs) change.”
    • [Source: Dority, G. K. (2006). Rethinking information work: A career guide for librarians and other information professionals. Westport, CT: Libraries Unlimited, p.3]
      • Take a positive approach to change
      • Adopt the AI 4-D model - Discover, Dream, Design and Destiny
      • Carry the “best of what was” into creating a strong future of exceptional teams and exceptional services.
  • Acknowledgements
    • CSIRO Information Management & Technology
      • Management Team
      • Records Services staff
      • Library Services staff
    • Charles Sturt University
      • Dr Bob Pymm
      • Dr Annemaree Lloyd
  • Thank you & Questions CSIRO Information Management & Technology Data Management Services Tricia Kelly Email: tricia.kelly@csiro.au Contact Us Phone: 1300 363 400 or +61 3 9545 2176 Email: enquiries@csiro.au Web: www.csiro.au