Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

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  • 1. Courageous Conversations: Addressing Underlying Issues to Advance Information Literacy Wilkinson & Bruch LILAC 2012
  • 2. Conversation GuidesCarroll Wetzel Wilkinson West Virginia University Morgantown, West Virginia USA Courtney BruchFront Range Community College Westminster, Colorado USA Wilkinson & Bruch LILAC 2012
  • 3. Core Values:Enterprise-Wide Change in IL Programming Wilkinson & Bruch LILAC 2012
  • 4. Session Outcomes• Examine IL through an organizational culture context• Define change agency and name three change techniques as options for further exploration• Begin courageous conversations between colleagues Wilkinson & Bruch LILAC 2012
  • 5. “Courageous Conversations”“a dialogue designed toresolve competing prioritiesand beliefs while preservingrelationships”—Heifetz, et al(2009) Wilkinson & Bruch LILAC 2012
  • 6. “Organizational Culture”“a pattern of shared basic assumptionslearned by a group as it solves its problemsof external adaptation and internalintegration, which has worked well enoughto be considered valid and, therefore, to betaught to new members as the correct wayto perceive, think, and feel in relation tothose problems.”—Schein (2010) Wilkinson & Bruch LILAC 2012
  • 7. Assumptions & Integration Internal Integration Two Assumptions Problem Questions• IL demands a • Does the librarys commitment to mission statement education and a role include teaching (not change just support of others’ teaching)?• IL demands a paradigm shift to • Have co-workers, student (and librarian) library administration, learning and campus officials accepted this paradigm shift? Wilkinson & Bruch LILAC 2012
  • 8. ConversationIn your organization, are there assumptions or internal integration problems that stymie IL program development? Wilkinson & Bruch LILAC 2012
  • 9. Change Agency “foundation on which successful and enduring change is built”— Lucas (2000) Wilkinson & Bruch LILAC 2012
  • 10. Implementing Change Strategies“…change strategies seem tobe successful if they areculturally coherent or alignedwith the culture.” –Kezar andEckel (2002) Wilkinson & Bruch LILAC 2012
  • 11. Diagnosing Change Readiness FACTOR DIAGNOSTIC SELECTED STATEGIES TO QUESTIONS ADDRESS WEAKNESS Example Example Example • How seriously is • Use focus on teaching recognized in teaching/learning toREWARD STRUCTURE tenure and promotion promote collegiality decisions in the department? •Align award structure College? University? with departmental vision—Lee et al (2007) Wilkinson & Bruch LILAC 2012
  • 12. Appreciative Inquiry“Appreciative Inquiry is a narrativebased process of positive change. It isa cycle of activity that starts byengaging all members of anorganization or community in a broadset of interviews and deep dialogueabout strengths resources andcapabilities.”—Cooperrider (2005) Wilkinson & Bruch LILAC 2012
  • 13. Applications AI Libraries Higher Ed and Business• Sullivan used AI with • Bergquist hails AI as a ARL libraries in the U.S. useful technique in• Ohio State University working across Libraries used AI as part bridging the six of new strategic plan cultures of higher 2011 (Schlosser) education institutions.• Somerville used AI to • Cooperrider develop a learning promotes AI to community at Auraria develop the Library, serving 3 collaborative campuses capacity in business orgs Wilkinson & Bruch LILAC 2012
  • 14. Change Agency Theory“Exploring the model of change agentstrategies and behaviors empowerslibrarians and helps develop a methodfor paving the path of curriculumreform.”--Travis (2008) Wilkinson & Bruch LILAC 2012
  • 15. ReflectionReflect on your institution’s culture andsubcultures. Have you witnessed achange strategy at your institution thatwas successful/unsuccessful? Why? ORReflect on the change strategies justdiscussed. Given what you know aboutyour institutional culture/subcultures,which one might work best? Wilkinson & Bruch LILAC 2012
  • 16. Implications & Conclusions• Libraries can change, but factors (including assumptions and readiness to change) must be taken into consideration.• Instruction librarians can be effective change agents in libraries/higher education.• Using techniques such as AI or Change Agency Theory in teams can be effective.• Instruction librarians can lead change by addressing the discord and tension surrounding IL through courageous conversations and by practicing workplace IL. Wilkinson & Bruch LILAC 2012
  • 17. Thank you! Carroll Wetzel Wilkinson West Virginia University Morgantown, West Virginia USA Courtney Bruch Front Range Community College Westminster, Colorado USA Wilkinson & Bruch LILAC 2012