Institutional Commitment And The Action Plan

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Institutional Commitment And The Action Plan

  1. 1. Institutional commitment and the Action Plan Peter G. Underwood [email_address]
  2. 2. Starting points – the parent organisation <ul><li>Knowledge of the organisation </li></ul><ul><ul><li>where is the locus of its management? </li></ul></ul><ul><ul><ul><li>centre </li></ul></ul></ul><ul><ul><ul><li>distributed, regional </li></ul></ul></ul><ul><ul><li>is its decision-making focussed on a leader or is it participative? </li></ul></ul><ul><li>Climate of trust </li></ul><ul><ul><li>what happens when there is success? </li></ul></ul><ul><ul><li>what happens when mistakes are made? </li></ul></ul>
  3. 3. Starting points – your service <ul><li>What is the reputation of your service? </li></ul><ul><li>What is the capacity of your service? </li></ul><ul><ul><li>What does it do well? </li></ul></ul><ul><ul><li>What does it do badly? </li></ul></ul><ul><ul><li>What does it avoid doing? </li></ul></ul><ul><ul><li>Are constraints because of people or resources? </li></ul></ul>
  4. 4. Starting points - you <ul><li>To what extent do you trust your staff? </li></ul><ul><li>How do you react to success and failure? </li></ul><ul><li>to what extent are you willing to learn from experience? </li></ul>
  5. 5. The paradigm shift <ul><li>Information literacy empowers individuals – they become </li></ul><ul><ul><li>more self-reliant </li></ul></ul><ul><ul><li>less dependent on YOU </li></ul></ul><ul><ul><li>more aware of the spread of resources </li></ul></ul><ul><ul><li>more demanding of access to a wide range of resources </li></ul></ul><ul><ul><li>less dependent on format and location </li></ul></ul>
  6. 6. The image <ul><li>Information literacy is a product with “our brand” </li></ul><ul><li>Marketing becomes key to generating institutional commitment </li></ul><ul><li>Marketing “mix” – now the “7 Ps” </li></ul><ul><ul><li>Product </li></ul></ul><ul><ul><li>Price </li></ul></ul><ul><ul><li>Promotion </li></ul></ul><ul><ul><li>Place </li></ul></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Physical evidence </li></ul></ul><ul><li>[BOOMS, B. H. and BITNER, M. J. 1981. Marketing: strategies and organization structures for service firms. In Marketing of services , edited by J. H. Donnelly and W. R. George. Chicago: American Marketing Association, pp. 47-51.] </li></ul>
  7. 7. Institutional commitment <ul><li>Depends on </li></ul><ul><ul><li>clear and shared perceptions </li></ul></ul><ul><ul><li>trust in the quality of the product </li></ul></ul><ul><ul><li>confidence in the providers </li></ul></ul><ul><ul><li>demonstrated need </li></ul></ul>
  8. 8. But . . . <ul><li>Disconnections </li></ul><ul><ul><li>individual study versus group study </li></ul></ul><ul><ul><li>multi-media digital culture </li></ul></ul><ul><ul><li>library “complexity” versus search engine “simplicity” </li></ul></ul><ul><ul><li>library-centred versus user-centred </li></ul></ul><ul><ul><li>Primary task: how to align user and library expectations </li></ul></ul>
  9. 9. Action plan <ul><li>Critical Success Factors (CSFs) </li></ul><ul><ul><li>how will you determine success? </li></ul></ul><ul><ul><li>do the factors align with institutional thinking and “success recognition”? </li></ul></ul><ul><li>Goals </li></ul><ul><ul><li>what does the library team want to achieve? </li></ul></ul><ul><ul><li>does this align with institutional thinking? </li></ul></ul><ul><li>Audience </li></ul><ul><ul><li>who is to be influenced? </li></ul></ul><ul><ul><li>how can they be reached? </li></ul></ul><ul><ul><li>how will diversity be accommodated? </li></ul></ul><ul><li>Evaluation </li></ul><ul><ul><li>how will the progress of this audience strategy be measured? </li></ul></ul><ul><li>Who is to be involved and in what ways? </li></ul><ul><li>Timescale </li></ul>

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