Managing for Change<br />The only thing constant is change<br />Joann Ransom<br />Horowhenua Library Trust<br />
Managing<br />    to cope<br />    to control<br /> <br />“Accept the things you cannot change,change the thingsyou can, a...
Coping <br />    surviving<br />    making do<br />    just get through<br />    achieving despite the odds <br /> <br /> ...
Influence<br />   Have options<br />   Make choices<br />   Develop strategy<br /> <br /> <br /> <br /> <br /> <br /> <br ...
Spheres ofInfluence<br />Society<br />Sector<br />Workplace<br />Me<br />
The BigPicture<br />http://www.sl.nsw.gov.au/services/public_libraries/publications/docs/bookendsscenarios.pdf<br />
Environment<br />Climate change<br />Water scarcity<br />Peak oil<br />Pandemics<br />“Humans have fought for oil and grai...
Society<br />Ageing<br />Urbanisation<br />Households<br />Generational<br />Education<br />Multiculturalism<br />Obesity<...
“Web use is rising by 60% per year … will inevitably lead to ‘brownouts ‘… unless a solution is found the internet could b...
“We have turned the focus inward and concentrate on things that seemed to be within our control: backyards, home renovatio...
Technology<br />Internet<br />Web 2.0<br />E-books<br />Other digital media<br />Telecommunications<br />Bio technology<br...
“the library profession has a touch of the fin de siècle about it”.<br />John Blyberg<br />
Scenarios<br />
SilentSpring<br /> <br />
HowBuildingsLearn<br /> <br />
Neuromancer<br /> <br />
BeingDigital<br /> <br />
Can we exert influence ? <br />    Societal changes  are  of direct concern and we must think strategically  in lots of ar...
Funding<br />
Resourcing<br />
Governance and Regulations<br />
Community Engagement<br />
Influence<br />
“Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
Sector<br />    Consortia / Kotui<br />    Sharing / collaboration<br />    open source “is the new black”<br />    fundin...
HLT issues : 7 years<br />
Traditional roles<br />    selections<br />    acquisitions<br />    cataloguing<br />    processing<br />    circulation<...
New roles<br />    teachers<br />    social workers<br />    researchers <br />    archivists<br />    development<br />  ...
How to exert influence <br />become informed<br />    join the conversation<br />    be the squeaky wheel<br />    ‘fit in...
“Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
Your place<br />    Who are you serving?<br />    How relevant are you?<br />    What is going to change?<br />    How rel...
“Boomers want to have it all and Y-ers want to have it all right now”.<br />Judith Ireland<br />
Horowhenua<br />    Browner: Maori, Pasifika, Asian<br />    Older : retirees and rest home-ers<br />    Poorer: intergene...
Organisational culture<br />    has to be ‘safe’ to try things,<br />    if you try and fail you are no worse off,<br />  ...
Change Management strategies<br />External strategies:<br />    get up on the balcony,<br />    court the uncommitted,<br ...
“Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
Constant Change<br />    society is changing<br />    the sector is adapting<br />    our organisations      must change –...
Plan<br />    is your job still going to be there?<br />    where will you be ‘put,<br />where do you want to be ?<br />  ...
PD on a budget<br />Library 101<br />23 things<br />Podcasts<br />Webcasts - ALJ<br />Twitter<br />Blogs<br />Proverbial L...
How<br />    be positive<br />    be proactive<br />    be indispensible (in a good way)<br />    volunteer <br />    find...
Manage<br />    to cope<br />    to control<br /> <br />	both are about achievement ….<br /> <br />the difference is attit...
Managing for Change<br />“Be the change in the world you want to  see”<br />Ghandi<br />The only thing constant is change<...
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Managing for change

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Keynote presentation at the Ikaroa region LIANZA weekend school: e tipu e rea.

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  • Big picture first – the context in which we operate : SocietyA project of the Library Council of New South WalesProject to explore how NSW public libraries might develop over next 20 yearsBuilt scenarios to stimulate reflection about what the future could holdInfluences to consider
  • Built scenarios to stimulate reflection about what the future could hold, 2 influences define the axis:Vertical axis : the impact of ict on the environment running from chaotic to orderlyHorizontal axis: the way users value libraries running from high value as a physical space to low at the other end.
  • Community engagement
  • Ok – so that’s the Society ring of the spheres of influenceBut one last thought on that – never be afraid of an unknown futureLets work our way back in through the spheres now
  • Public Libraries in NZ : what are the big themes we need to work in with?
  • Total issues over last 7 years – been a steady increase over last 3 1/5 yearsLooks good yes – pretty positive ? About 4% - 5 % increase each year over last couple of years
  • But lets look a little closerThe only category on the rise is audio visual – DVDsThis months ALJ illustrates this trend even more graphically:Seattle public library:2002 AV = 19% of circulation2009 AV = 49%But …… DVDs are a dying technology …….
  • So lets look at our last month figures – our best month ever in about a decadeWe are in a golden age – last 2 years for us have been great – issues up and visitors up.
  • But we know that big areas are fallingLets talk about issues of physical library materials DVD is a dying technology – we just won’t have those in a few yearsAnd TBs too – digital and free downloads and file sharing Lets imagine that ebooks will start making inroads in print loans:Say 50% of non fiction / informational (how is your JNF issuing ? It will be falling rapidly..)But lets say only 30% for recreational fiction to be conservativeAnd lets not touch LP at allSo whats left …
  • What happens as your large print readers start dying off and our tech savvy baby boomers start coming of age … you can kiss that pale blue segment goodbye too.That big white ‘missing’ space of library activity is what we have to fill with ‘something else’.
  • So our primary core role of issuing books and stuffs is changing drastically,So are our traditional core roles:How many of these are disappearing?
  • You have little ability to make change what happening in the sector but some ..You need to keep informed so you can contribute intelligently and react appropriately;you may not be able to manage what is happening but you can contribute to how the sector responds, think about the future of libraries at ‘large’ then ‘local’ - in your communityAnd there is a tipping point where if enough people feel the same way about something they can change things – be opinionated – use your voice – 1 voice can make a difference.At the minimum make sure what every you ‘do’ fits into the big plan or strategySo that’s the sector
  • Ok – so that’s the Sector ring of the spheres of influenceAgain – never be afraid of an unknown future:Lets look at the next ring in – your place
  • You can exert real influence in your place – be in your community, organisation or workplace Is your library community representative of your community demographically?Who is using your library?How are they using it?Can they ‘relate’ to your organisation, your staff? You need to skilled in the stuff they are want to do.
  • We have to be relevant to that generation – as well as the baby boomers – and it is a big tension.
  • So this is the area you do have influence and can manageContribute to the parent kaupapa – you have to be relevant to your fundersHDC : consciously trying to attract young / families:And make Horowhenuaa great place to grow up in and grow old in
  • Organisational culture is important in managing change,And as individuals you can contribute to that ‘culture’.
  • External strategiesoperate in and above the fray – detach, view big picture, whats REALLY happeningcourt the uncommitted – acknowledge the pain / loss, stress your commitment to change, lead by example.court the conflict – manage the heat, turn it up when appropriate to get things jumping then tweak back,place the work where it belongs – don’t solve the problems – others need to own the problems and solutions.Internal strategiesManage your hungersControl –its important to work through stress to get real changeImportance - , a degree of self doubt is healthy,Anchor yourself1. safe harbour (steady and stabilize yourself, repair / renew / rrecalibrate moral compass,2. Confidant : no vested interest Separate your personal and professonal identities (role not soul) its not personal.
  • Ok – so that’s the Sector ring of the spheres of influenceAgain – never be afraid of an unknown future:
  • I have shown you how society is changing – we don’t know yet in exactly what way but somewhere among those scenarios our future lies,The library sector as a whole is shifting – outsourcing, consortia, sharing, digital, library as the 3rd place, We have to reinvent a niche for our libraries in our communities in a way which is relevant to the communities we serve.Really exciting – if you are prepared and equipped.
  • To manage the changes ahead you need to take control, make a plan and start exerting influence.Sometimesoon, maybe even this weekend, you need to take a long hard look at yourself and your organisation and make a plan for managing the changes ahead.A great career does not happen by accident!
  • How do you prepare for an unknown future?Library 101 project Essays on future of libraries : what they see changing in libraries and what we need to be doing to ensure we remain relevant as technology and society evolveand links to 101 online resources and tools - fantastic site even though the song is dorky
  • Professional development is your responsibility – not your employers. No one cares more about it or has more at risk or more to gain than YOU.
  • Just say yesSurround yourself with positive inspiring role models who do really cool stuff
  • Managing for change

    1. 1. Managing for Change<br />The only thing constant is change<br />Joann Ransom<br />Horowhenua Library Trust<br />
    2. 2. Managing<br /> to cope<br /> to control<br /> <br />“Accept the things you cannot change,change the thingsyou can, and have the wisdom to know the difference.”<br />
    3. 3. Coping <br /> surviving<br /> making do<br /> just get through<br /> achieving despite the odds <br /> <br /> <br />  … and sometimes that’s enough<br />“All you can do is play the cards in your hand.”<br />
    4. 4. Influence<br /> Have options<br /> Make choices<br /> Develop strategy<br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br />“Get yourbig girl panties on and deal with it.”<br />
    5. 5. Spheres ofInfluence<br />Society<br />Sector<br />Workplace<br />Me<br />
    6. 6. The BigPicture<br />http://www.sl.nsw.gov.au/services/public_libraries/publications/docs/bookendsscenarios.pdf<br />
    7. 7. Environment<br />Climate change<br />Water scarcity<br />Peak oil<br />Pandemics<br />“Humans have fought for oil and grain and the final source of conflict in the 21st century will be over water”.<br />Akio Shibata, Director. Marubeni Research Institute (Japan)<br />
    8. 8. Society<br />Ageing<br />Urbanisation<br />Households<br />Generational<br />Education<br />Multiculturalism<br />Obesity<br />Paper vs pixels<br />“Population aging is not a crisis … it stems from a series of highly desirable outcomes<br />David Suzuki<br />
    9. 9. “Web use is rising by 60% per year … will inevitably lead to ‘brownouts ‘… unless a solution is found the internet could become too unreliable a tool for business - little more than a toy.”<br />Economics<br />growth<br />employment<br />work<br />creative economy<br />
    10. 10. “We have turned the focus inward and concentrate on things that seemed to be within our control: backyards, home renovation, our children’s schools, our next holiday and reality TV over current affairs”.<br />Hugh Mackay<br />Culture<br />Popular culture<br />values<br />Risk aversion<br />Inward focus<br />Consumerism<br />Downshifting<br />
    11. 11. Technology<br />Internet<br />Web 2.0<br />E-books<br />Other digital media<br />Telecommunications<br />Bio technology<br />Nano science<br />Robotics<br />copyright<br />“YouTube was responsible for more internet traffic in 2006 than the whole of the internet was in 2000”.<br />The Economist<br />
    12. 12. “the library profession has a touch of the fin de siècle about it”.<br />John Blyberg<br />
    13. 13. Scenarios<br />
    14. 14. SilentSpring<br /> <br />
    15. 15. HowBuildingsLearn<br /> <br />
    16. 16. Neuromancer<br /> <br />
    17. 17. BeingDigital<br /> <br />
    18. 18. Can we exert influence ? <br /> Societal changes are of direct concern and we must think strategically in lots of areas<br />( there is a lot to think about !)<br />
    19. 19. Funding<br />
    20. 20. Resourcing<br />
    21. 21. Governance and Regulations<br />
    22. 22. Community Engagement<br />
    23. 23. Influence<br />
    24. 24. “Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
    25. 25. Sector<br /> Consortia / Kotui<br /> Sharing / collaboration<br /> open source “is the new black”<br /> funding tighter - user pays<br /> we are busier – doing more with less<br /> outsourcing ‘everything’<br /> digital ‘everything’<br />
    26. 26. HLT issues : 7 years<br />
    27. 27.
    28. 28.
    29. 29.
    30. 30.
    31. 31. Traditional roles<br /> selections<br /> acquisitions<br /> cataloguing<br /> processing<br /> circulation<br /> reference<br /> readers advisory<br />
    32. 32. New roles<br /> teachers<br /> social workers<br /> researchers <br /> archivists<br /> development<br /> businessman<br /> digital media<br />
    33. 33. How to exert influence <br />become informed<br /> join the conversation<br /> be the squeaky wheel<br /> ‘fit in’ to the big picture<br />
    34. 34. “Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
    35. 35. Your place<br /> Who are you serving?<br /> How relevant are you?<br /> What is going to change?<br /> How relevant will you be then?<br />Sources:<br /> Statistics NZ<br /> Population projections<br /> Council strategy docs<br /> Look around<br />“Peoplelike us”<br />
    36. 36. “Boomers want to have it all and Y-ers want to have it all right now”.<br />Judith Ireland<br />
    37. 37. Horowhenua<br /> Browner: Maori, Pasifika, Asian<br /> Older : retirees and rest home-ers<br /> Poorer: intergenerational benefit dependency<br /> Kids having kids<br />HDC influencing change:<br /> Youth and education<br /> Positive aging<br /> Business development<br /> Arts and culture<br /> Attract families<br />Horowhenua : a great place to grow up in and grow old in<br />Judith Ireland<br />
    38. 38. Organisational culture<br /> has to be ‘safe’ to try things,<br /> if you try and fail you are no worse off,<br /> what is the worse that can happen,<br /> have a fall back position,<br /> tolerate failure,<br /> sometimes have to suck and see,<br /> doesn’t have to be perfect<br /> just get it done. <br />Be the change you want to see. <br />Ghandi<br />
    39. 39. Change Management strategies<br />External strategies:<br /> get up on the balcony,<br /> court the uncommitted,<br /> court the conflict,<br /> place the work where it belongs.<br />Internal strategies:<br /> manage your hungers : control and self importance,<br /> anchor yourself : safe harbour, confidant,<br /> role not the soul<br />Heifertz, R and Linsky M (2002, June) A survival guide for leaders. Harvard Business Review, 80(6), 65-72.<br />
    40. 40. “Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
    41. 41. Constant Change<br /> society is changing<br /> the sector is adapting<br /> our organisations must change – or die<br />What will you do ?<br />“No time too busy” is a weak excuse - <br />although you will have plenty of time once you are redundant”.<br />
    42. 42. Plan<br /> is your job still going to be there?<br /> where will you be ‘put,<br />where do you want to be ?<br /> how will you get there?<br /> who are the decision makers?<br /> who do you need to ‘influence’ <br /> can you influence them?<br /> who can help?<br /> what do you need to do?<br /> <br />A great career doesn’t happen by accident<br />
    43. 43.
    44. 44. PD on a budget<br />Library 101<br />23 things<br />Podcasts<br />Webcasts - ALJ<br />Twitter<br />Blogs<br />Proverbial Lone Wolf Librarian <br />Librarian in Black<br />Librarians Matter<br />LibraryTechNZ<br />Library Garden <br />LibraryBytes<br />Lybrarian<br />My Favourite blogs<br />
    45. 45. How<br /> be positive<br /> be proactive<br /> be indispensible (in a good way)<br /> volunteer <br /> find a peer group<br /> move<br /> don't be modest<br /> become an expert<br /> be the go-to person<br /> don’t be afraid<br /> build reputation<br /> manage your online identity.<br />Say yes<br />to everything<br />
    46. 46. Manage<br /> to cope<br /> to control<br /> <br /> both are about achievement ….<br /> <br />the difference is attitude<br />The difference is YOU<br />
    47. 47. Managing for Change<br />“Be the change in the world you want to see”<br />Ghandi<br />The only thing constant is change<br />Joann Ransom<br />Horowhenua Library Trust<br />email: jransom @ library.org.nz<br />twitter: jransom<br />blog: http:// library–matters.blogspot.com<br />Slides: http://www.slideshare.net/jransom <br />

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