Change Management: A View from our Colleagues             Jane Dysart      Dysart & Jones Associates        rebecca@dysart...
Why ischange sohard?
Change takes time, alignment, focus & preparation
Focus on what’s critical & (somewhat) controllable                THE CHANGE ENVISIONED         BARRIERS PREVENTING US FRO...
Thank you!         Comments and suggestions to:          rebecca@dysartjones.com                    And            jane@dy...
Change ManagementA View from our Colleagues at RyersonMadeleine Lefebvre, Chief LibrarianSonny Banerjee, Librarian, Librar...
The Context for Change at Ryerson      Rapid growth of the university     Development of graduate studies            Libra...
The Context for Change in the Library   •Extended period of uncertainty in Library                 Administration         ...
The Context for Change in the Library     The Three Wise People
The Context for Change in the Library     The Three Wise People            Report
The Context for Change in the Library    Acting on The Three Wise         People Report
Library Strategic Plan
1. Build Our Space2. Build Our Collections3. Build Our Support of Teaching & Learning4. Build Our Technology5. Build Our R...
The Context for Change in the Library    Rebecca and The Drafters
The Drafters Committee  “It’s only a draft.”
The Drafters Committee “This is hard work.”
The Drafters Committee  “Let’s get started.”
The Drafters Committee“Why are we doing this?”
The Drafters Committee“We need to expand.”
The Drafters Committee  “This is the end.”
The Drafters Committee “Some thoughts...”
How BLS has moved forward…
Near-term Draft Drawing: Borrowing & Lending Services                                                                     ...
Takeaways #1: It has to be from the staff All Staff Brainstorm Session Preparation• Pre-Survey using Survey Monkey & Doodl...
• BLS All Staff Brainstorm Session
Flip chart to Wordle
Takeaways #2: Everyone plays a role in strategic alignment
Takeaway #3: Always start with a trial• Laptop Express Lane Trial
• Circ/AV/ILL OneDesk Trial
Takeaways #4: Communication & Team Building
Takeaways #6: Have some fun!     Response to ILL users:                               By: Anna Collin
September                 August Ramp UP          MADNESS                                         Circulation             ...
THE ONLY THING ONE CAN  DEPEND ON, IS THAT  THINGS WILL ALWAYS       CHANGE
Circulation Services Supervisor
OUR DEPARTMENTCIRCULATION / Reserve
Gently introduce change:          To me!         To staff!
The Drafters suggested what?
Staff respond
The Drafters drift on
Input from our front line experts
Turns out we were on the same page
What we learnt    - that you wont get buy in from everyone...but getting everyone together and involved is another way of ...
Merging service points leads to                             merging procedures, e.g. faculty                              ...
THE ONLY THING ONE CAN  DEPEND ON, IS THAT  THINGS WILL ALWAYS       CHANGE
Thanks for listening!   Mandi Arlain (marlain@ryerson.ca) Sonny Banerjee (sbanerje@ryerson.ca)Madeleine Lefebvre (mjlefebv...
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Change management a view from our colleagues

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Presented at OLA 2011 Superconference

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Change management a view from our colleagues

  1. 1. Change Management: A View from our Colleagues Jane Dysart Dysart & Jones Associates rebecca@dysartjones.com
  2. 2. Why ischange sohard?
  3. 3. Change takes time, alignment, focus & preparation
  4. 4. Focus on what’s critical & (somewhat) controllable THE CHANGE ENVISIONED BARRIERS PREVENTING US FROM EVER CHANGING BARRIERSWE CAN CONTROL FACTORS CRITICAL FOR THE CHANGE TO BE REALIZED STEPS THAT FOCUS ON WHAT’S CRITICAL & WHAT CAN BE CONTROLLED
  5. 5. Thank you! Comments and suggestions to: rebecca@dysartjones.com And jane@dysartjones.com
  6. 6. Change ManagementA View from our Colleagues at RyersonMadeleine Lefebvre, Chief LibrarianSonny Banerjee, Librarian, Library Learning ServicesWeina Wang, Head, Borrowing & Lending ServicesMandi Arlain, Circulation Services Supervisor OLA Superconference February 4, 2011
  7. 7. The Context for Change at Ryerson Rapid growth of the university Development of graduate studies Library expansion
  8. 8. The Context for Change in the Library •Extended period of uncertainty in Library Administration •Arrival of new Chief Librarian •New Provost and new Academic Plan
  9. 9. The Context for Change in the Library The Three Wise People
  10. 10. The Context for Change in the Library The Three Wise People Report
  11. 11. The Context for Change in the Library Acting on The Three Wise People Report
  12. 12. Library Strategic Plan
  13. 13. 1. Build Our Space2. Build Our Collections3. Build Our Support of Teaching & Learning4. Build Our Technology5. Build Our Reputation
  14. 14. The Context for Change in the Library Rebecca and The Drafters
  15. 15. The Drafters Committee “It’s only a draft.”
  16. 16. The Drafters Committee “This is hard work.”
  17. 17. The Drafters Committee “Let’s get started.”
  18. 18. The Drafters Committee“Why are we doing this?”
  19. 19. The Drafters Committee“We need to expand.”
  20. 20. The Drafters Committee “This is the end.”
  21. 21. The Drafters Committee “Some thoughts...”
  22. 22. How BLS has moved forward…
  23. 23. Near-term Draft Drawing: Borrowing & Lending Services Library Access Materials Materials Account Mngt Registration Loans Preparation Fines Continuing Special Loans Inter-Library Ed’n Services Loans Receiving & Readying Preparing Renewal Lost & Providing Security mail for stickers for Found change courier One cards
  24. 24. Takeaways #1: It has to be from the staff All Staff Brainstorm Session Preparation• Pre-Survey using Survey Monkey & Doodle• Functional Task Analysis Working Group• S.W.O.T. = Strength Weakness Opportunities Threats Q:What are the major Q: What are our Q: What are our services we offer? Major Strengths ? Weaknesses? functions, tasks • Among the functions, •What do we do well? • What can we improve? pick one or two that are • What unique resources • Where do we have increasing or decreasing can we draw on? fewer resources than in demand • What do others see us others? as our strengths? • What are others likely to see as weakness?
  25. 25. • BLS All Staff Brainstorm Session
  26. 26. Flip chart to Wordle
  27. 27. Takeaways #2: Everyone plays a role in strategic alignment
  28. 28. Takeaway #3: Always start with a trial• Laptop Express Lane Trial
  29. 29. • Circ/AV/ILL OneDesk Trial
  30. 30. Takeaways #4: Communication & Team Building
  31. 31. Takeaways #6: Have some fun! Response to ILL users: By: Anna Collin
  32. 32. September August Ramp UP MADNESS Circulation Reserve/e-Reserve AV Bookings October/November CRUNCH ILL VICIOUSSummer Lull…la la la CYCLE OF B.L.S. December PILE UP Stacks maintenance Circulation Reserve/e-Reserve February/March CRUNCH ILL April/May PILE UP Stacks maintenance Circulation January MADNESS Reserve/e-Reserve Circulation Reserve/e-Reserve AV Bookings
  33. 33. THE ONLY THING ONE CAN DEPEND ON, IS THAT THINGS WILL ALWAYS CHANGE
  34. 34. Circulation Services Supervisor
  35. 35. OUR DEPARTMENTCIRCULATION / Reserve
  36. 36. Gently introduce change: To me! To staff!
  37. 37. The Drafters suggested what?
  38. 38. Staff respond
  39. 39. The Drafters drift on
  40. 40. Input from our front line experts
  41. 41. Turns out we were on the same page
  42. 42. What we learnt - that you wont get buy in from everyone...but getting everyone together and involved is another way of informing staff of the planned changes...youll have your keeners...staff you can depend on for almost anything...and then youll have some who arent very interested in anything...or perpetually negative...focus on the goodand on the plan...on the plan...the helpers will be thrilled to help, and the others will eventually come along...- change can be slow...and its not always clear that change is happening...but setting timelines that one can look back on is useful...it provides a clear picture of whats been accomplished...even a shift in culture - when staff are included in the change process, in the decisions driving the change...then change isnt that scary...
  43. 43. Merging service points leads to merging procedures, e.g. faculty fines AV/ILL handled different from Circ, bookings (searching for staff)Some good, but mainly the same Why are we doing the work of others at our The changes are good, desk, when we’re not better utilization of being paid additionally for space…now we have a it counter to serve users with access issues We’re asked for our opinion, but whether we like it or not, change happens!
  44. 44. THE ONLY THING ONE CAN DEPEND ON, IS THAT THINGS WILL ALWAYS CHANGE
  45. 45. Thanks for listening! Mandi Arlain (marlain@ryerson.ca) Sonny Banerjee (sbanerje@ryerson.ca)Madeleine Lefebvre (mjlefebv@ryerson.ca) Weina Wang (weina.wang@ryerson.ca) (. )

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