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  • These are useful hints and tips that will allow us all to cope with change. Use handout 2. We only have full power over our own actions. For changes that are forced on you, try and accept that some things are going to be out of your control. It goes without saying that keeping an open mind is crucial, and don’t be afraid to ask questions. Visualise a good ending, then think of how to achieve the ending as you have visualised it. Think of good examples of change that has worked well for you. You come first, so look after yourself and get necessary support from all available sources. Don’t be afraid to ask for help Talk about it, it helps! There are many websites and information online dedicated to change management. Identify more opportunities that the change will bring. It is a bit hard but remaining positive is definitely helpful. If you are struggling, don’t keep quiet about it, seek help. Finally, focusing on a very good outcome and a new beginning can work like magic.
  • Many people approach change as if they were holding their breath. They try to freeze the present, hold things static, and resist change in an attempt to control the world around them. teams, our families, and our communities are alive. They live, breathe, and change every day. They need movement. The purpose of work for each of us is to create movement, to produce some sort of change for the organization. Without movement toward its goals, the organization will suffocate.
  • After holding your breath, your body needs to breathe faster and more often to reach a state of equilibrium. Successful adjustment to change is not just movement, it’s movement with predictability. We know what will happen when we exhale. We will take a breath, and then another, and another. There is a predictable rhythm there that we know will sustain us, give us something solid to rely upon, and help us reorient ourselves after the initial shock of change. It’s much harder to adjust to change if there’s nothing familiar in sight at the other end. Challenge your group to think about how they can use the rhythm of their own life activities to make their adjustment to change smoother.
  • Think of a change that you recently experienced. Did you like that change? Or you happy with it? Does it matter if you like it or not?
  • In 1831, common carp were imported into North America. Less than two centuries later, they make up most of the biomass of fish in the Mississippi River. They uproot aquatic plants important to other fish and waterfowl and stir up sediments, releasing nutrients and other pollutants trapped there. Today, new invaders threaten further ecological disruption. http://www.bellmuseum.org/invasive_carp.html
  • Self-awareness is the first step ….being aware of your reactions/emotions is the key….
  • 7 Deadliest Words of Change

Call2013 Call2013 Presentation Transcript

  • Law Libraries and Innovation:A Long TraditionStephen Abram, MLS, FSLAConsultant, Dysart & JonesCALL Annual Conference, MontrealMay 7, 2013
  • My Background. . . MLS• Accounting, business, tax, law, consulting librarian• Thomson change leadership globally• First major law CDs, Windows, Online law practice,Web• Many Personas (lawyers, librarians, engineers, medicine, users, students, academicresearchers, etc.)• Micromedia, ProQuest, IHS, SirsiDynix, Gale, CengageLearning, Sleeping Bear, etc.• Personas, product leadership
  • Change as a tradition• Have law librarians been reactive or proactive?• Adapting to digital – evolution and revolution• Canadian Abridgement, CED, law reports,statutes, alerting services, repositories• Advisory Boards, beta teams, cross-functional• Focus Groups and changing behaviours• Legal reporting and copyright issuesmanagement
  • You’re a dinosaur if . . .• You can’t adapt to change• You’re not comfortable with social media• You’re not comfortable with mobility including asmartphone• You’re more comfortable with print than digital• You engage in criticism versus critical thinking• You avoid change instead of playing• You cherish your near retirement (professionalextinction…)
  • LOOSELEAF SERVICES??!!Heretical side comment
  • PrintOnlineCD-ROMWebCloudMobileAPP/SoftwareNext . . .
  • Think About It…Legal information is just about themost digital of any profession withthe possible exception of medicine –driven by the text based nature ofthe work.
  • AMBIGUITY
  • RISK
  • HOWEVER . . .• The changes now are NOT being driven bydigitization• Changes to the global economy• Changes to business models• Changes in customer expectations• Changes in legal consequences
  • Law Library LandWhat changes, disruptions and shiftsare already in the environment?
  • CHANGING LEGAL MARKETSThe $75/hour lawyerMore mergersOnline law firmsGlobal lawOutsourcing
  • CHANGING LEGAL EDUCATIONChanging legal education modelsChanging articling and law school proposalsPara-LawDigital Lawyers
  • CHANGING LAW LIBRARY MODELSOutsourcingEmbedded LibrarianshipTeam based performance and value alignmentDigital Libraries – no printSeriously changing roles and org structures
  • CHANGING GOVERNMENTPRIORITIES AND FUNDINGWhat if the federal, provincial and municipalgovernments change funding models?What if higher levels of consortial cooperation aremandated?What if courts and societies make radical changes?What about shocks to the economy?
  • CHANGING USERSConsumer-driven: If all users are ubiquitouslyconnected with broadband, have downloading skillsfor books and movies, own smartphones, whitherlibraries?Read widely . . .If the legal system changes radically …?Alternative dispute resolution, insurance caps,national regulator, new property . . . etc.
  • STREAMING MEDIAWhat if all music, audiobooks, and video moved tostreaming formats by 2018?What if the DVD and CD go the way of vinyl, VHS,and cassettes?What if education, co-location, and service movewith it?
  • E-BOOKSWhat if all books are digital?What if book services move to a subscription modelof unlimited use for $7/month?What if large cooperatives provide the basics first?
  • ENHANCED E-BOOKSWhat if all books are ‘beyond text’?Can we support books with embedded video,adaptive technologies, audio, updating, softwaretools, assessments, web-links, etc.Phones that project, link and connect . . .
  • E-LEARNING AND MOOCSCould your library support advanced highereducation and offer accredited courses or supportpractice updates, universities and colleges fordistance education?Can you see yourself offering diplomas?
  • MOBILITY AND BYODCould your library support any kind of mobiledevice? Agnostically?Are you fully ready to deliver, agnostically todesktops, laptops, tablets, phablets, smartphones,televisions, appliances, at a much higher level?
  • NEW FORMS OF CONTENTAre you prepared for new forms of content?Real multimedia? 3D objects and databases?Holographics? Enhanced media?Can you be ready for makerspaces, creative spaces,writing labs, business and start-up incubators, etc.Can you publish for your community?
  • NEW FORMS OF SPACESWhat kinds of discussion spaces are needed in thefuture? For societies, courts, firms, etc.Can CALL or your workplace support learningspaces, community meeting spaces, performancespaces, maker spaces . . .?
  • THE CLOUDWhat if everything was in the cloud? (software,databases, metadata, content . . .)Are you ready to hack? APIs, Arduino, etc.
  • DISCOVERY LAYERWhat if search immersive resource discoverybecomes as ubiquitous as search engines?What if libraries partner on discovery services (a laBiblioCommons initiative) for legalrecommendations?
  • METADATA VAULTSWhat if all metadata and content discovery is freelyavailable using open APIs through the OCLCWorldShare vault and the Digital Public Library ofAmerica / Europeana vault of open and freemetadata?
  • Is the library ready to support a world ofunlimited content, multiple formats, massiveaccess, and consumer expectations of MORE?Yes?No?With Effort, Vision, Leadership?Never?
  • Is the library ready to communicate value in acollaborative context? Value, timeliness,savings, effectiveness, quality, riskmanagement?Yes?No?With Effort, Vision, Leadership?Never?
  • A Simple ExerciseNo Contest or Judges Involved!
  • An ExerciseStand Up -Now Just Cross YourArms
  • Exercise: Part 2Now quickly crossyour arms theother way
  • How did that change feel?Comfortable?Or Uncomfortable?
  • Now, rapidly cross andre-cross your arms ten timesHow did that feel?Did it get easier with practice?
  • WHYWHATHOWTheof Change Management
  • WHYWHATHOWTheof Change ManagementThe Purpose
  • YOU HAVE AVISION.
  • YOU HAVE AMISSION.
  • DO YOU HAVE APURPOSE?Purpose serves to change the state of conditions in a givenenvironment, usually to one with a perceived better set ofconditions or parameters from the previous state.
  • Put PURPOSEin the center
  • WHYWHATHOWTheof Change ManagementThe Methodology
  • Create PROJECTTEAM
  • establish leadership alignment;create the desire and will to change;build project team clarity around objectives, roles,scope and processes.Create PROJECTTEAM
  • ANALYZEChange Needs
  • Evaluate the impact of the change onstakeholders; identify existing change processesand communication channels; clarify the businesscase for change.ANALYZEChange Needs
  • GAME PLANDesign & Execute
  • Develop the detailed Change Game Plan;identify resources and assign responsibilities forexecution of the plan.Deliver on the Change Game Plan elements.GAME PLANDesign & Execute
  • MOMENTUMSustain the
  • Measure progress and success; sharebest practices for continuousimprovement.MOMENTUMSustain the
  • WHYWHATHOWTheof Change ManagementThe Change Levers
  • 1.0 leadership…its about inspiring
  • 2.0 involvement…its about engaging
  • 3.0 communicating…its about sharing information of change
  • 4.0 learning…its about building skills and competence
  • 5.0 measurement…its about defining, quantifying and monitoring
  • 6.0 reinforcement…its sustainingbehavior change over time
  • WHYWHATHOWTheof Change ManagementThe PurposeThe Change LeversThe Methodology
  • Key Features of SuccessfulTransformational Change• It is designed around the organization’sdrivers• It wins emotional and intellectual support• It models and reinforces the new way ofworking• It puts significant investment intocommunication• It creates experiences that shape futurebehaviour• It aligns all the dimensions ofmanagement behind the change• It releases talent, creativity and ingenuity– often in unexpected ways• Incorporate the drivers into the project plan• Develop clear engagement / involvementstrategies• Accomplished before, during and afterimplementation• Communicate from the very start of theproject• Align and engage all levels of managementbehind the change• Allow for processing resistance and conflict –natural during change• Provide processes that emotionally supportpeople through all parts of the changeKey Features Implications
  • Ten Points of Potential Failure1. A continued discrepancy between top management statements of values or styles andtheir actual managerial behaviour – Saying one thing and doing another2. A big programme of activities without any clear goals for change3. Confusion between ends and means – the question of ‘training for what’ must beanswered4. Short-term perspective. Three to five years is a realistic time framework for organizationalchange5. Lack of coordination between a number of different activities aimed at increasingorganizational effectiveness6. Overdependence on others – either outside consultants or inside specialists7. Large gap between the commitment to change at the top of the organization and thetransfer of this interest to the middle of the organisation8. Trying to fit a major organizational change into an old organizational structure9. The constant search for cookbook solutions10. Applying an intervention or strategy inappropriately. The tendency to apply someoneelse’s package
  • Key Features ofLeading Change• Making the journey and destination compellingly attractive• Helping people see a future they want to be part of• Helping people find a purpose and meaning for themselves• Requesting commitmentEnrollingEnablingEnergizingExemplifying• Helping people see possibilities for their contribution• Challenging self-limiting beliefs• Setting (together) stretch targets• Building self-esteem, confidence and trust• Putting into action• Building and sustaining people’s energy• Celebrating successes• Giving recognition• Expressing optimism• Demonstrating the behaviours and values that are beingrequired of others
  • Key Features ofLeading Change• Explain the basicpurpose behind theoutcome• ‘What was theproblem?’• Who said so and onwhat evidence?• What would haveoccurred if no onehad acted to solve it?• What could havehappened to us if thathad occurredPurpose Picture Plan Part• Paint the picture ofhow the outcomewill look and feel• What is theoutcome going tolook, feel and soundlike?• How are peoplegoing to get theirwork done andinteract with eachother?• How will a day beorganised?• Lay out the plan forphasing in theoutcome• Outline steps andschedules in whichpeople will receiveinformation, training &support they need tomake the transition• People oriented to tellemployees how andwhen their worlds aregoing to change• Start with wherepeople are & workforward to leave thepast behind andemerge with newattitudes, behaviours& identity• Establish eachperson’s part in boththe plan and theoutcome• Show employees therole & their relationshipto others. Until theysee it they can’t adjusthopes & fears to thenew reality• Show employees whatpart they play in theoutcome & thetransition process
  • The Transition Curve:How Attitudes & Feelings ChangeConfidenceTime“I’m not sure I knowwhat’s going on”“I feel overwhelmed”“I can handle this”“We can’t do this. It won’t work. We’re not allowed”“Actually, things might get better”“This could be a better way of doing it”“This way is more effective”“S/he really made the effort to help usimplement this change”
  • Choosing the RightCommunications Tools & ChannelsLevelofchangeLevel of involvementTell Sell Consult JoinAwarenessUnderstanding(and Action)Acceptance/AlignmentOwnership/EngagementNewsletters,emails, memos,letters, noticesBooklets, plenarysessions, presentations,videos, intranetsFocus groups, workingparties, suggestionsschemes, consultativepresentationsWorking sessions, 1-to-1conversations, workshops,coaching
  • Information + Involvementto Build Commitment & ChangeIncreasing CommitmentAwarenessof desired changeUnderstandingof change directionTranslationto the work settingCommitmentto personal changeInternalizationof new behaviour“Yeah, I saw the memo”“I understand where weneed to go”“I know how we need todo our jobs differently”“OK, I’m ready to do it thenew way”“This is the way we do thingshere”Stages of IndividualBehaviour ChangeInformation with someinvolvement sufficient hereSignificantinvolvementneeded
  • Ten Strategies for Employee andUser Involvement1. Meet regularly with employees and openly discuss the organisational changes and whythey occurred2. Recognise that employees understand that you may not have the answers to everything,but it’s important for them to feel the communications are open and honest3. Constantly communicate clear goals and vision of the new situation4. Encourage people to discuss fears and concerns in teams5. Open ‘suggestion boxes’ for employees to raise questions in anonymity6. Set up weekly lunches or other informal meetings to discuss the progress of therestructuring process7. Whenever possible, assign roles and responsibilities in line with peoples interests8. Develop rituals and marker events that allow people to connect9. Involve employees affected by the changes in making decisions about what’s best forthem10. Discuss realistic career options with employees and ensure training is available for anynew skills that are needed
  • Coaching Others in BuildingEmployee Commitment1. Identify individuals or groups whose commitment is necessary to thesuccess of the change effort2. Create and follow a departmental plan to increase commitment of allplayers3. Continually encourage and enable employee involvement4. Continually communicate the goals of the change process5. Turn covert resistance to overt resistance and then to commitment6. WALK THE TALK!
  • What People Pay Attention To:1. Leader attention, measurement, rewards and controls2. Leader reaction to critical incidents3. Leader role modelling, coaching4. Criteria for recruitment, promotion, retirement and excommunication5. Formal and informal socialisation6. Recurring systems and procedures7. Organisation design and structure8. Design of physical space9. Stories and myths about key people and events10. Formal statements, charters, creeds, codes of ethics etcBetween 80-90% of behaviour is determined bythe first three points
  • Top 10 sources of workplace stress Too much to do at once Random interruptions Constant changeConstant change Mistrust, unfairness, and office politics Unclear policies and no sense of directions Career and job ambiguity No feedback - good or bad No appreciation Lack of/poor communications Too much or too little to do.
  • Tips for coping with change Take responsibility for what you can control Accept that some things are out of your control Keep an open mind and ask questions Ask yourself - what does a good ending look like for me? How is the ending I visualized going to be achieved? Think of good examples of change that has worked well Talking about it helps – talk to colleagues, your manager, relatives, your partner,and friends Go on online check change advice sites Work towards achieving great success out of the change Hard, but remain positive and be proactive Focus on a final good outcome and a new beginning
  • Embracing Change
  • Change is….
  • Global
  • Constant
  • Inevitable
  • Stressful
  • Breathe
  • Rhythm
  • Do you like change?Does it matter?
  • What are the risks of not changing?
  • We can’t control change…We can control our attitude towardschange…
  • DenyResist/React ExploreCommit
  • DenyResist/React ExploreCommit
  • Deny/Ignore• How good things werehere in the past• They don’t really meanit• It can’t happen here• Numbness• Everything-as-usualattitude• Minimizing• Refusing to hear newinformation
  • Deny
  • DenyResist/React ExploreCommit
  • Resist/React• Anger• Loss and hurt• Stubbornness• Blaming others• Complaining• Getting Sick• Doubting yourability
  • Resist
  • React
  • DenyResist/React ExploreCommit
  • Anticipate/Explore• What’s going tohappen to me?• Seeing possibilities• Chaos• Indecisiveness• Unfocused work• Energy• Clarifying goals• Seeing resources• Exploringalternatives• Learning new skills
  • Explore
  • DenyResist/React ExploreCommit
  • Commit• Where I amheaded?• Focus• Teamwork• Vision• Cooperation• Balance
  • Commit
  • Change can be difficult
  • Personal change precedesorganizational change
  • Negativity
  • Contagious
  • I can learn and I can change and Ican do it quickly.
  • What can you do to deal with change?
  • Accept thatchange is anattitude
  • Create a personal vision
  • Focus on what you can do………not what you can’t do
  • Develop a perspective ofopportunity
  • Create a willingness to learn & develop
  • Learn to love ambiguity
  • Stephen Abram, MLS, FSLAPrincipalLighthouse Partners /Dysart & JonesCel: 416-669-4855stephen.abram@gmail.comStephen’s Lighthouse Bloghttp://stephenslighthouse.comFacebook, Google+, LinkedIn: Stephen AbramFourSquare, Pinterest, Tumblr: Stephen AbramTwitter, Quora, Yelp, etc.: sabramSlideShare: StephenAbram1Thanks