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Culture Eats Strategy for LunchConnectionsMLA Quad ChapterMeetingOctober 16, 2012
If anything is certain, it is that change is certain.The world we are planning for today will not exist in this form tomorrow. 2
Planning is bringing the future into the present sothat you can do something about it now. 3
Traditional Strategic Planning Elements Mission –What the Library needs and wants Mission to fulfill. (Words) Goals – The specific results needed to achieve mission. Goals are specific, time Goals bound and measurable (Numbers/Dates) Strategies – How the Library will achieve its goals. Strategies must require us to Strategies make a specific decision. (Words) Metrics – How the Library will know if the strategies are working and thus achieving predetermined goals. Metrics serve as the Metrics basis for management success. (Numbers) Action Plans – Specific steps to be taken Action Plans for each strategy with deadline dates and person(s) responsible for execution. 4
Leading Organizational ChangeEnvironmental Forces Marketplace Requirements Business Imperatives Organizational Imperatives Cultural Imperatives Leadership/Employee Behavior Leadership/Employee Mindset 5
Competing Values Framework• Leaders understand and appreciate conflicting values and integrate them successfully so that the organization is open to collaboration and growth.• Framework inventor, Jeff DeGraff, the Dean of Innovation, advocates ambidextrous leadership—leaders adroit at two conflicting values• Integrating values when the timing is right results is organizations that are creative, while meeting high quality control standards, and that are open and collaborative, but also maintain their competitive edge.
Library Transformation PhasesDesignAssess key stakeholders and Implementexternal environment Coalesce new units, staff and Change ManagementInvolve key stakeholders infleshing proposed new leadership Cultural integrationmodels and next level Initiate horizontal structuralstructure elements Leadership and teamDetermine leadership needs Develop shared vision related developmentand appoint/recruit to space allocation and Continue to adapt and expandIdentify key positions; programs aligned with structurecritically needed knowledge curricular and research needs Continue to develop sharedand skills Execute on “targets of vision and goals for Library opportunity” and achieve near-term successes Continuously align with changing faculty and student endeavors (evolving curriculum and online learning, research developments, etc.) Contribute to overall success of parent institution
Environmental Scan• What are some of the major issues/trends impacting the academic health science library in the next 5 years? 10 years? 20 years?• How do you see the relationship of libraries and computing in the future?• What are some of the issues and implications related with the change to electronic everything—medical records, collections, need for research repositories, online curricula and learning, etc.• What are some of the issues and implications with supporting researchers? data management? translational medicine?• What are some of the trends you are observing about students— needs? Preparation? Behaviors? Expectations?
Environmental Scan• What will be some of the issues that surface related to health and healthcare costs and changes in reimbursement, 50 million uninsured? • Equally big for many of our academic centers is the leveling or reduction in funds for research which fuels many of our institutions.• How will bio-informatics/medical informatics continue to evolve? Collaboration or competition?• What are the implications of the patient empowerment movement? • Directly to the implementation of electronic health records where patients will have much better access to their own information.
A Model for High Performance Strategic Direction • Mission • Assessment Strategy • Short and Long-Term Goals • Measures • Implementation A Implementation Support L • Library Heads I • Affinity Groups G • Human Resources Structure • Senior Leadership N • Policies/Procedures M • Systems/Processes E • Communications N Personality of the Organization T • Shared Values • History and Identity • Faculty Support Culture • Attitudes/Beliefs • Behaviors
Vision CM Process Map Wake up calls: feedback to learn from and guide course correctionCurrent reality
Creating Shared VisionWhat:a commonly held picture of a collectively desired future to which each member can feel a personal connection.How:1. build on personal visions to capture staff commitment and energy;2. use shared values as the "glue" to bind individuals into teams.
Two types of shared visions inorganizations:1. the products and services it provides;2. the values its staff lives in daily interactions internally and with clientele.
Why is shared vision needed?Because:• people desire to be connected to an important undertaking;• shared vision creates a sense of collective ownership;• shared vision elicits staff energy and creativity.
Why is shared vision needed?Because without it:• forces in support of the status quo can overwhelm;• no staff commitment (compliance at best, outright cynicism likely);• pettiness prevails when the greatness of a vision disappears.
Structural Tension ModelVision Current Fear(what is Reality (what iswanted) (what is) not wanted) emotional tension creative tension Engagement Adapted from Robert Fritz
The power of shared vision:Personal visions derive their power froman individuals deep caring for the vision.Shared visions derive their power froma common caring.A vision is truly shared when you and I havea similar picture and are committed to eachother having it, not just to each of usindividually having it.
The test of a shared vision is not in the statement, but in the directional force it gives the organization. Directional forces 1. Commitment• professional identification with organization’s goals; • taking a long view;
Questions to Surface Shared Values Describe one or two situations in which you’ve observed the values of your organization in action. Describe one or two situations in which you felt most valued by this organization.
Strategic changeA shared vision is made achievablethrough the development of strategicpriorities, i.e., chunks of work thataddress critical gaps (creative tensions)between current reality and vision.
Characteristics of good strategic priorities: • linked to shared vision very clearly; • galvanize commitment from as least the implementation team; • are limited enough to be doable; • are quantifiable or at least observable.
A lot of questions about thewoods can’t be answered bystaying all the time in thewoods… Norman MacLean A River Runs Through It
Organizational Culture isa pattern of shared basic assumptions invented, discovered, ordeveloped by a given group as it learns to cope with its problems ofexternal adaptation and internal integration" that have worked wellenough to be considered valid and therefore, to be taught to newmembers as the correct way to perceive, think and feel in relation tothose problems”
Formal Intervention:Initiating Culture Change• What results and new ways of working do you want to create?• What characteristics of the culture are most likely to hinder the change? • And which are most likely to help?• What attitudes have to shift in order to develop the results you want?
Definitions• Artifacts: visible signifiers of culture• Espoused values: what we say we value• Values in action: how we behave• Cultural assumptions: neutral “givens” upon which culture is built
Aspects of Culture• Culture is learned.• Cultures are inherently logical.• Culture forms our self-identity and community.• Culture combines the visible and the invisible.• Culture is dynamic.
Important to know • The power of story • “How things work around here” • Culture and climate are not the same thing • Difficult to have a direct impact on culture • Culture seeks stasis
Organizational Structures Reporting relationship with parent institution School of Medicine University Library Combined *Michigan, Minnesota, Washington, UNC Chapel Hill— combined University and Health Sciences Libraries Internal structure: • Functional • Divisional • Matrix • Hybrid • Team • Virtual
Culture Eats Strategyfor Lunch
Making the Connections Profession University/ Hospital Library
Connections with the ProfessionTake-Away #1: Conduct a Professional Scan1. Identify 5 - 8 peer and aspirant peer institutions2. Assign institutions to investigative team members. Each pair: • Examine general web and published LIS sources to see how the library is being discussed; what the library is known for • Examine the web site of the library in some depth • Examine the library’s strategic plan, if developed within the past 3 years • Examine the library’s organizational structure
Professional ScanningExamine 5 – 10 peer or aspirant peer libraries John HopkinsDuke UC Berkeley Maryland Michigan Minnesota NCSU Stanford Pittsburgh U Southern Cal UC San Francisco Virginia U Washington
Conduct a Professional Scan3. Consider these questions about peers/aspirantpeers: • In what ways is the library setting out to create change, undertake new initiatives, reallocate resources, etc.? • Identify innovative and “radical” initiatives underway in the library that should inform and inspire our planning • Are there initiatives that we should consider? • Collect data to identify resource needs for new goals • What resources (staff, budget) are other libraries devoting to some key areas, (e.g. digitization, scholarly communication, e-books), compared to our current staffing and budget levels? • Begin to validate/evaluate our developing ideas for your against developments seen in other health science libraries • Are others doing what we are proposing?
Conduct a Professional Scan4. Record your observations and analysis, highlightingyour assessment of the library’s most significantstrategic directions for the future
Your Library’s Professional ScanProfessional Scanning: a consideration of key health science library strategic directions/initiatives Institution (peer or aspirant?) Summarize the library’s vision Vision What are the major new initiatives, priorities, where is this library putting its new resources? Strategic Initiatives THIS IS THE HARD PART! Consider to what extent, if any, the libraries may want to pursue one or more strategic Potential for Library directions/initiatives similar to those in the peer/aspirant peer library. In particular consider what positive impact these initiatives may have on your library’s faculty, students, academic and health professionals. A full discussion of the Strategic Planning Committee will help to flesh out the appropriateness of these initiatives for the libraries. Strategies and goals will be based on these considerations.
Connections with yourinstitutionTake-Away #2: Conduct your own Cultural Awareness AuditExercise, Part One:• Briefly describe your organizational culture—at the library and at the parent organization levels, the way you would if you were summarizing for an external candidate for a position. Library: Parent Organization:• Now list one or two things about your organization that you came to know only after operating in that culture for period of time. • How did you discover these things?Part Two: Reflect on a change effort within your organization (at the library and/orparent organization level). Was it met with resistance? Was it successful? How didthe acknowledgment of the culture (or lack of) affect the change effort’s success?
Connections within Your LibraryTake-Away #3: Create Opportunities to Build PositiveEmotional ReservoirsExamples: Describe a peak experience or high point of the Library’s existence. Identify a time in your experience when you felt most effective and engaged. What are three wishes you have to enhance the health and vitality of your organization?
Positive OrganizationalDevelopmentThere are three basics of positive organizational development:1. Individualization promotes employee growth.2. The emotional climate of an organization defines the outer limits of productivity.3. Monitoring movement toward organizational goals promotes organizational growth.
Leadership Role• Be optimistic yet realistic• Plan carefully, but don’t hesitate to engage• Share plan at big picture level and detailed level • Tie to vision, and to employee’s job/role at individual level• Make sure that process includes opportunities for small successes early • Celebrate/recognize successes and progress• Communicate that course corrections are necessary in any change effort
Leadership Skills• Vision• Strategic thinking• Analytical thinking• Management• Effective communication• Group and process facilitation