• 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

on

  • 1,972 views

Presentation by Tricia Kelly at RAILS7, 10 May 2011

Presentation by Tricia Kelly at RAILS7, 10 May 2011

Statistics

Views

Total Views
1,972
Views on SlideShare
1,972
Embed Views
0

Actions

Likes
2
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

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.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
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