Owen soundpl iceberg option one

  • 1,480 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,480
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
130
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • 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

Transcript

  • 1. Dealing WithChangeA Dysart & JonesWorkshopforOwen SoundPublic Library
  • 2. Agenda• Summary of “Our Iceberg is Melting”• Discuss of Iceberg and Owen Sound PL• Other sectors undergoing change• The nature of Change• Big Changes Predicted for Libraries• Small Group Work• Reporting• Conclusion
  • 3. Their home is not safe.What about yours?
  • 4. Our Iceberg Is Melting is a simple fable about doing well in an ever-changing world. Based on the award-winning work of Harvards John Kotter, it is a story that has been used to help thousands of people andorganizations.The fable is about a penguin colony in Antarctica. A group of beautiful emperor penguins live as theyhave for many years. Then one curious bird discovers a potentially devastating problem threatening theirhome and pretty much no one listens to him.The characters in the story, Fred, Alice, Louis, Buddy, the Professor, and NoNo, are like people werecognize — even ourselves. Their tale is one of resistance to change and heroic action, seeminglyintractable obstacles and the most clever tactics for dealing with those obstacles. Its a story that isoccurring in different forms all around us today — but the penguins handle the very real challenges agreat deal better than most of us.Our Iceberg Is Melting is based on pioneering work that shows how Eight Steps produce needed changein any sort of group. Its a story that can be enjoyed by anyone while at the same time providinginvaluable guidance for a world that just keeps moving faster and faster.About the book
  • 5. I wish to tell you a story about a flock ofpenguins who live on an iceberg inAntarctica, the South Pole.I wish to tell you a story about a flock ofpenguins who live on an iceberg inAntarctica, the South Pole.
  • 6. This flock of penguins has been living as acolony on this iceberg for years as far backas they can remember. They would tellyou “This is our home”.This flock of penguins has been living as acolony on this iceberg for years as far backas they can remember. They would tellyou “This is our home”.
  • 7. They learn to live together in harmony likea big family. Penguin are monogamous.The build their families with love andmarriage.They learn to live together in harmony likea big family. Penguin are monogamous.The build their families with love andmarriage.
  • 8. Penguins always go hunting forcreatures in the sea and spend muchof their time with friends andrelatives. Except this one. “Fred”.Fred is very curious and observant.Penguins always go hunting forcreatures in the sea and spend muchof their time with friends andrelatives. Except this one. “Fred”.Fred is very curious and observant.This is Fred. Heis watching thesea.
  • 9. Fred had a briefcase stuffed full ofobservations, ideas, and conclusions.One day Fred noticed an icebergcollapsed into many pieces. Theirhome is becoming fragile!Fred had a briefcase stuffed full ofobservations, ideas, and conclusions.One day Fred noticed an icebergcollapsed into many pieces. Theirhome is becoming fragile!Oh boy…Ihave to dosomething!Oh boy…Ihave to dosomething!
  • 10. Icebergs are not like ice cubes. The bergs can have cracks inside, called canals. The canals can lead to largeair bubbles called caves. If the ice melts sufficiently, cracks can be exposed to water, which would thenpour into the canals and caves.During a cold winter, the narrow canals filled with water can freeze quickly, trapping water inside the caves. Asthe temperature goes lower, the water in the caves will also freeze. Freezing liquid expandsdramatically in volume, an iceberg could be broken into pieces.
  • 11. Alice is one of theLeadership Councilmembers. She is toughand has reputation ofgetting things done.Alice is one of theLeadership Councilmembers. She is toughand has reputation ofgetting things done.Fred took Alice to dive and pointed outfissures and other symptoms ofdeterioration caused by melting. Alicefollowed Fred into the heart of the icebergto see it with her own eyes.Fred took Alice to dive and pointed outfissures and other symptoms ofdeterioration caused by melting. Alicefollowed Fred into the heart of the icebergto see it with her own eyes.Alice, ourhome isindanger!Alice, ourhome isindanger!Show me howit happened.Show me howit happened.
  • 12. Alice was shaken by whatshe had seen.Alice was shaken by whatshe had seen.Fred felt relieved as someone else hadshared his worries, but felt worse as he didnot have a solution to it.Fred felt relieved as someone else hadshared his worries, but felt worse as he didnot have a solution to it.I will prepare apresentation toconvince them.I will prepare apresentation toconvince them.This was not good.I must talk to allthe leaders.This was not good.I must talk to allthe leaders.
  • 13. Louis was the head of thecouncil and the mostrespected of them all.Louis was the head of thecouncil and the mostrespected of them all.NoNo was one of the councilmembers who wasresponsible for weatherforecasts. He wasaccustomed to being blamedfor being wrong in hisforecast.NoNo was one of the councilmembers who wasresponsible for weatherforecasts. He wasaccustomed to being blamedfor being wrong in hisforecast.Alice was practical,aggressive, and made thingshappen.Alice was practical,aggressive, and made thingshappen.Buddy, handsome, and theslightest bit ambitious.Buddy, handsome, and theslightest bit ambitious.
  • 14. Fred prepared aniceberg model made ofice to show to thecouncil.Fred prepared aniceberg model made ofice to show to thecouncil.After seeing the demonstration,Louis was hesitant about theassumptions, while NoNo said“No, the iceberg is not melting”.After seeing the demonstration,Louis was hesitant about theassumptions, while NoNo said“No, the iceberg is not melting”.
  • 15. Can youguarantee that hisdata andconclusions are100% correct?Can youguarantee that hisdata andconclusions are100% correct?I can’t. But if our iceberg breaksinto pieces in winter, wouldmany of us die?I can’t. But if our iceberg breaksinto pieces in winter, wouldmany of us die?Imagine if parentswho lost theirchildren come andask “How could thishave happened?”“What were youdoing?” “Why didn’tyou foresee thecrisis?”Imagine if parentswho lost theirchildren come andask “How could thishave happened?”“What were youdoing?” “Why didn’tyou foresee thecrisis?” If Fred is right, wewill have only twomonths till winter toprepare things.If Fred is right, wewill have only twomonths till winter toprepare things.
  • 16. Worryingthem isVERY bad.Worryingthem isVERY bad. PANIC!Don’t want topanic anyone!PANIC!Don’t want topanic anyone!MUST keepthis as asecret!MUST keepthis as asecret!Alice said “We mustinform everyone.We must call aGeneral Assembly ofthe Colony.”Alice said “We mustinform everyone.We must call aGeneral Assembly ofthe Colony.”Louis needed proofthat the theory wasnot a mistake beforecalling the meeting.Louis needed proofthat the theory wasnot a mistake beforecalling the meeting.
  • 17. Before deciding to call for aGeneral Assembly, Fredproposed an idea. With a bottlethat he found washed up ashorethat was harder and strongerthan ice but as clear, he wouldfill up this bottle with water, sealit with a cap, and leave it in theice for a night. If the nextmorning his theory was correct,the bottle will be broken.Before deciding to call for aGeneral Assembly, Fredproposed an idea. With a bottlethat he found washed up ashorethat was harder and strongerthan ice but as clear, he wouldfill up this bottle with water, sealit with a cap, and leave it in theice for a night. If the nextmorning his theory was correct,the bottle will be broken.The next morning,they found thebottle broken.The next morning,they found thebottle broken.Their nightmarecame true.Their nightmarecame true.We have totell Everyone.We have totell Everyone.
  • 18. Somethinghas to bedone.Ouriceberg ismelting?Oh Boy…Oh Boy…What willhappenedto me?StopComplainingand start toTHINK!Lesson 1 : Create the sense of Urgency
  • 19. A team of 5--including Louis, Alice, Fred,Buddy, and the Professor--is tasked withthinking of a solution.A team of 5--including Louis, Alice, Fred,Buddy, and the Professor--is tasked withthinking of a solution.Lesson 2 : Pull Together the Guiding Team
  • 20. Let’s drill the frozenice and release thewater just like theydo with an oil well.Let’s drill the frozenice and release thewater just like theydo with an oil well.With all 268 birdshelping hand-in-hand, it would take5.2 years to do that!With all 268 birdshelping hand-in-hand, it would take5.2 years to do that!
  • 21. Let’s move to thecenter of Antarcticawhere ice is thickerand stronger.Let’s move to thecenter of Antarcticawhere ice is thickerand stronger.We will be too farfrom the water.How will we getfish?We will be too farfrom the water.How will we getfish?
  • 22. What about using asuperglue to holdthe icebergtogether?What about using asuperglue to holdthe icebergtogether?That’s very funny.That’s very funny.
  • 23. Look up there! The bird.It can’t fly forever. Itmust have somewhere toland.Look up there! The bird.It can’t fly forever. Itmust have somewhere toland.It could be very lost, butit does not seem to beafraid. What if movingfrom one place toanother was just the wayit lives?It could be very lost, butit does not seem to beafraid. What if movingfrom one place toanother was just the wayit lives?You say it’s anomad?You say it’s anomad?We wouldn’t try to fix meltingicebergs. We would just face upthe fact that what sustains uscannot go on forever.We wouldn’t try to fix meltingicebergs. We would just face upthe fact that what sustains uscannot go on forever.Yes. Movingaround.Yes. Movingaround.
  • 24. The idea is not new. Wehad done it before. Thatwas like when ourcolony’s founder movedto our home today.The idea is not new. Wehad done it before. Thatwas like when ourcolony’s founder movedto our home today.Lesson 3 : Develop Change Vision and Strategy
  • 25. We willmove andmove We willnot stickto our ice.Louis called the General Assembly togetheragain to inform the new strategy.Louis called the General Assembly togetheragain to inform the new strategy.
  • 26. Lesson 4 : Communicate for Understanding and Buy-In
  • 27. A scout team should goand look for anothericeberg. Take them and findsuch a place.A scout team should goand look for anothericeberg. Take them and findsuch a place.Yes Sir!Yes Sir!
  • 28. There were nearly a dozen birdsexpressing an interest in being scouts.There were nearly a dozen birdsexpressing an interest in being scouts.NoNo and friends were forecastingstorms and dangerous currents.The Gods are mad and will punishthem.NoNo and friends were forecastingstorms and dangerous currents.The Gods are mad and will punishthem.Teacher told the young howscary moving was. The youngwere scared and startedhaving nightmares.Teacher told the young howscary moving was. The youngwere scared and startedhaving nightmares.Some leaders think the Scoutteam needs a leader and startlobbying Louis. This causesconflict among leaders.Some leaders think the Scoutteam needs a leader and startlobbying Louis. This causesconflict among leaders.Penguins need a lot of food tobuild up fat for winter. Thescouts would have insufficienttime to fish.Penguins need a lot of food tobuild up fat for winter. Thescouts would have insufficienttime to fish.Word of mouth spread abutobstacles from NoNo and thefeeding the scouts problem.More and more werediscouraged and did not attendthe meeting.Word of mouth spread abutobstacles from NoNo and thefeeding the scouts problem.More and more werediscouraged and did not attendthe meeting.Louis told NoNo that hisforecasting service is not neededat this moment.Louis told NoNo that hisforecasting service is not neededat this moment.
  • 29. LEAVE ME ALONE! That’sENOUGH!!LEAVE ME ALONE! That’sENOUGH!!I think I deserved to be the scoutleader. Please reconsider.I think I deserved to be the scoutleader. Please reconsider.Louis dealt with all entreaties in a straightand direct way.Louis dealt with all entreaties in a straightand direct way.
  • 30. Hi teacher, I would loveyou to tell yourstudents how heroic itwas to do somethingfor the colony.Hi teacher, I would loveyou to tell yourstudents how heroic itwas to do somethingfor the colony.OK… Butcan I hugyou?OK… Butcan I hugyou?Buddy helped conversations, convincing theteacher to speak of bravery to the young,instead of scaring them.Buddy helped conversations, convincing theteacher to speak of bravery to the young,instead of scaring them.
  • 31. Son…What aboutyour nightmare? Areyou still scared?Son…What aboutyour nightmare? Areyou still scared?Oh, they’re gone. I’mgoing to help the colony.My teacher said nomatter whether we aresmall or big, we can allhelp, Dad!Oh, they’re gone. I’mgoing to help the colony.My teacher said nomatter whether we aresmall or big, we can allhelp, Dad!I will help fishing andget some food for thescouts. I will help withthe promotioncampaign.I will help fishing andget some food for thescouts. I will help withthe promotioncampaign.Lesson 5 : Empower others to act.We will celebrate witha “Tribute to OurHeroes Day” whenthey return.We will celebrate witha “Tribute to OurHeroes Day” whenthey return.
  • 32. Life was boring. This isFUN.Life was boring. This isFUN.I must help.I must help.Jane will be proudof me.Jane will be proudof me.Strong, bright, and highlyenthusiastic scoutsjumped into the waterand searched for a newiceberg that is goodenough for them tomove to.The scout had beenlooking and trying to findthe answer.Strong, bright, and highlyenthusiastic scoutsjumped into the waterand searched for a newiceberg that is goodenough for them tomove to.The scout had beenlooking and trying to findthe answer.
  • 33. Lesson 6 : Produce Short Term WinsWhen the scouts returned, they told amazingtales about the sea, about swimming longdistances, and about the new iceberg theyhad seen.They used up a lot of energy and werehungry, the littlest member of the team gavethem the spare squid for food.When the scouts returned, they told amazingtales about the sea, about swimming longdistances, and about the new iceberg theyhad seen.They used up a lot of energy and werehungry, the littlest member of the team gavethem the spare squid for food.
  • 34. The little one also gave them medals tohonour them as Heroes.The little one also gave them medals tohonour them as Heroes.
  • 35. The next day, wasting notime, the second group ofscouts were out to find theright iceberg which wouldbe a safe home, with a tallsnow wall to protect fromicy storms, close to fishingsites, and locate on a routewith enough small icebergsor ice plateaus along theway so that young and oldalike can rest whilemigrating.The next day, wasting notime, the second group ofscouts were out to find theright iceberg which wouldbe a safe home, with a tallsnow wall to protect fromicy storms, close to fishingsites, and locate on a routewith enough small icebergsor ice plateaus along theway so that young and oldalike can rest whilemigrating.Lesson 7 : Don’t Let Up, PressHarder and Faster After theFirst Success
  • 36. A perfect iceberg was found. Later the colonymoved to the new home. The year after, theywere moving again to find a better iceberg.A perfect iceberg was found. Later the colonymoved to the new home. The year after, theywere moving again to find a better iceberg.
  • 37. Now even though they found a perfecticeberg, they still keep moving, a nomadic lifebecome their culture.Now even though they found a perfecticeberg, they still keep moving, a nomadic lifebecome their culture.Lesson 8 : Create a New Culture
  • 38. Just to wrap uponce again…Just to wrap uponce again… This is theChangeManagementProcessThis is theChangeManagementProcess
  • 39. Like other good stories, you want to knowwhat happened to them, right?Like other good stories, you want to knowwhat happened to them, right?FredbecomeHead ofthe ScoutsLouisretiredbecomingonly agrandfatherraising hismany nieceandnephewsAlice tookover Louis’job as theHead oftheCouncilBuddy wasofferedmany jobs,but turnedthemdown andstayedwith familyNo onebelievesNoNoanymore.Hisweatherforecastjob ishanded toProfessor
  • 40. That’s the end of the story, but just the beginning for youto think if your library is safe?Are you sure the iceberg is not melting?
  • 41. Our IcebergIs Melting
  • 42. 1 2 3 4 5 6 7 8The 8-Step Process ofSuccessfulChangeProcess:Kotter & RathgeberOur Iceberg Is MeltingChanging and Succeeding Under Any Conditions
  • 43. Let’s Discuss It• Let’s start bydiscussing thisbook by each stepin the context ofOwen Sound andits library system.
  • 44. tool
  • 45. Fables: Learning by MetaphorComparison: Learning from Green MovementHave other sectors or movementslike libraries made the change?
  • 46. Create aSense ofUrgency1
  • 47. Help others seethe need for change
  • 48. and
  • 49. the importance ofacting immediately.
  • 50. Pull Together theGuidingTeam2
  • 51. Onewith
  • 52. leadershipskills,
  • 53. bias foraction,
  • 54. communicationsability
  • 55. and
  • 56. analyticalskills.
  • 57. Develop theChange Visionand Strategy3
  • 58. Clarify howthe futurewill be…
  • 59. …different fromthe past
  • 60. and
  • 61. how you can makethat future a reality.
  • 62. Communicatefor Understanding and Buy-in4
  • 63. Make sure thatas many peopleas possibleunderstandand accept…
  • 64. …the visionandthe strategy.
  • 65. =
  • 66. greenplanet!
  • 67. EmpowerOthers to Act5
  • 68. Remove as many barriersas possible
  • 69. so thatthose whowant to
  • 70. makethe visiona reality
  • 71. can doso.
  • 72. ProduceShort-TermWins6
  • 73. Createsomevisiblesuccesses
  • 74. ASAP!
  • 75. Don’t Let Up7
  • 76. Press harderand faster
  • 77. after the firstsuccesses.Golden PavillionKyoto
  • 78. Create aNew Culture8
  • 79. Hold on tothe new waysof behaving,
  • 80. andmake suretheysucceed,
  • 81. untilthey becomea partof thecultureof the group.
  • 82. 1 2 3 4 5 6 7 8We did it withLead FreeGasoline
  • 83. 1 2 3 4 5 6 7Let’s Do ItAgain!
  • 84. A Simple ExerciseNo Contest or Judges Involved!
  • 85. An ExerciseStand Up -Now Just Cross YourArms
  • 86. Exercise: Part 2Now quickly crossyour arms theother way
  • 87. How did that change feel?Comfortable?Or Uncomfortable?
  • 88. Now, rapidly cross andre-cross your arms ten timesHow did that feel?Did it get easier with practice?
  • 89. WHYWHATHOWTheof Change Management
  • 90. WHYWHATHOWTheof Change ManagementThe Purpose
  • 91. YOU HAVE AVISION.
  • 92. YOU HAVE AMISSION.
  • 93. 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.
  • 94. Put PURPOSEin the center
  • 95. WHYWHATHOWTheof Change ManagementThe Methodology
  • 96. Create PROJECTTEAM
  • 97. establish leadership alignment;create the desire and will to change;build project team clarity around objectives, roles,scope and processes.Create PROJECTTEAM
  • 98. ANALYZEChange Needs
  • 99. Evaluate the impact of the change onstakeholders; identify existing change processesand communication channels; clarify the businesscase for change.ANALYZEChange Needs
  • 100. GAME PLANDesign & Execute
  • 101. 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
  • 102. MOMENTUMSustain the
  • 103. Measure progress and success; sharebest practices for continuousimprovement.MOMENTUMSustain the
  • 104. WHYWHATHOWTheof Change ManagementThe Change Levers
  • 105. 1.0 leadership…its about inspiring
  • 106. 2.0 involvement…its about engaging
  • 107. 3.0 communicating…its about sharing information of change
  • 108. 4.0 learning…its about building skills and competence
  • 109. 5.0 measurement…its about defining, quantifying and monitoring
  • 110. 6.0 reinforcement…its sustainingbehavior change over time
  • 111. WHYWHATHOWTheof Change ManagementThe PurposeThe Change LeversThe Methodology
  • 112. 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
  • 113. 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
  • 114. 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 commitmentEnrollingEnablingEnergisingExemplifying• 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
  • 115. 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
  • 116. 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”
  • 117. 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
  • 118. Information + Involvementto Build Commitment & ChangeIncreasing CommitmentAwarenessof desired changeUnderstandingof change directionTranslationto the work settingCommitmentto personal changeInternalisationof 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
  • 119. Ten Strategies for EmployeeInvolvement1. 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
  • 120. 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!
  • 121. 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
  • 122. 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.
  • 123. 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
  • 124. Public Library LandWhat changes, disruptions and shiftsare already in the environment?
  • 125. CHANGING GOVERNMENTPRIORITIES AND FUNDINGWhat if the provincial and municipal governmentschange funding models?What if higher levels of consortial cooperation aremandated?What about shocks to the economy?
  • 126. CHANGING USERSIf all users are ubiquitously connected withbroadband, have downloading skills for books andmovies, own smartphones, whither libraries?If the school system (K-12 and HigherEd) changesradically …?
  • 127. 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?
  • 128. E-BOOKSWhat if all books are digital?What if book services move to a subscription modelof unlimited use for $7/month?
  • 129. 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.
  • 130. E-LEARNING AND MOOCSCould your library support advanced highereducation and offer accredited courses or supportuniversities and colleges for distance education?Can you see yourself offering diplomas?
  • 131. THE FLIPPED CLASSROOMCould your library support distance high schooleducation, credits, and home schooling on a muchhigher level?
  • 132. MOBILITY AND BYODCould your library support any kind of mobiledevice?Are you fully ready to deliver, agnostically todesktops, laptops, tablets, phablets, smartphones,televisions, appliances, at a much higher level?
  • 133. 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?
  • 134. NEW FORMS OF SPACESWhat kinds of community spaces are needed in tehfuture?Can Owen Sound support learning spaces,community meeting spaces, performance spaces,maker spaces . . .?
  • 135. THE CLOUDWhat if everything was in the cloud? (software,databases, metadata, content . . .)
  • 136. DISCOVERY LAYERWhat if search immersive resource discoverybecomes as ubiquitous as search engines?What if schools and public libraries partner ondiscovery services (a la NYPL, BPL, QBPL, and NYEDwith their BiblioCommons initiative)
  • 137. 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?
  • 138. Is this library ready to support a world ofunlimited content, multiple formats, massiveaccess, and consumer expectations of MORE?Yes?No?With Effort, Vision, Leadership?Never?
  • 139. Embracing Change
  • 140. Change is….
  • 141. Global
  • 142. Constant
  • 143. Inevitable
  • 144. Stressful
  • 145. Breathe
  • 146. Rhythm
  • 147. Do you like change?Does it matter?
  • 148. What are the risks of not changing?
  • 149. We can’t control change…We can control our attitude towardschange…
  • 150. DenyResist/React ExploreCommit
  • 151. DenyResist/React ExploreCommit
  • 152. 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
  • 153. Deny
  • 154. DenyResist/React ExploreCommit
  • 155. Resist/React• Anger• Loss and hurt• Stubbornness• Blaming others• Complaining• Getting Sick• Doubting yourability
  • 156. Resist
  • 157. React
  • 158. DenyResist/React ExploreCommit
  • 159. Anticipate/Explore• What’s going tohappen to me?• Seeing possibilities• Chaos• Indecisiveness• Unfocused work• Energy• Clarifying goals• Seeing resources• Exploringalternatives• Learning new skills
  • 160. Explore
  • 161. DenyResist/React ExploreCommit
  • 162. Commit• Where I amheaded?• Focus• Teamwork• Vision• Cooperation• Balance
  • 163. Commit
  • 164. Change can be difficult
  • 165. Personal change precedesorganizational change
  • 166. Negativity
  • 167. Contagious
  • 168. I can learn and I can change and Ican do it quickly.
  • 169. What can you do to deal with change?
  • 170. Accept thatchange is anattitude
  • 171. Create a personal vision
  • 172. Focus on what you can do………not what you can’t do
  • 173. Develop a perspective ofopportunity
  • 174. Create a willingness to learn & develop
  • 175. Learn to love ambiguity
  • 176. Owen SoundPL StaffOwen SoundPL Staff
  • 177. Questions/Comments?