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Making an impact beyond the library and information service - Barbara Allan (LILAC Keynote Speaker)

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Presented at LILAC 2017

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Making an impact beyond the library and information service - Barbara Allan (LILAC Keynote Speaker)

  1. 1. Barbara Allan Making an impact beyond the library and information service
  2. 2. IMPACT
  3. 3. 1. Why is it important for all library and information professionals to make an impact beyond the library? 2. What strategies can we use to influence our institution’s leaders? 3. How can we facilitate information literacy policies and practices across our institution? 4. How can we influence the managers and leaders of the future? 4 Questions
  4. 4. Workplace librarian Serials librarian My journey Lecturer - librarianship
  5. 5. Part time lecturer Centre for Learning manager Self employed Academic library – resources manager
  6. 6. Part time lecturer Project manager Interim Dean, Deputy Dean, Director of L&T, Lecturer Dean and PVC Self employed
  7. 7. Decision making in universities (and other organisations)
  8. 8. Faculties – groups of academics Professional services Executive team Governing body
  9. 9. Faculties – groups of academics Professional services Executive team Governing body Research Learning and teaching Workload Promotion
  10. 10. Faculties – groups of academics Professional services Executive team Governing body Professional practices Workload Resources Promotion Job security
  11. 11. Faculties – groups of academics Professional services Executive team Governing body Strategy Targets Finance Reputation Quality Personal ambitions
  12. 12. Faculties – groups of academics Professional services Executive team Governing body Governance – legal, finance, reputation, quality
  13. 13. What underpins decision making?
  14. 14. Finance Quality Reputation What underpins decision making?
  15. 15. Finance Quality Reputation What underpins decision making?
  16. 16. Finance Quality Reputation What underpins decision making?
  17. 17. Finance Quality Reputation What underpins decision making?
  18. 18. Finance Quality Reputation What does this mean?
  19. 19. What distracts senior leaders from IL development
  20. 20. What are the opportunities for IL development?
  21. 21. Knocking on the door? Or, be part of the party? How do we get it on the agenda?
  22. 22. How do we get it on the agenda?
  23. 23. * PRINCE2® Project management tools and techniques Large scale projects
  24. 24. Large scale projects - analysis 1.Who makes the decisions? 2.What underpins the decision making – quality, reputation, finance? 3.Who are the gatekeepers? 4.Who are working in the back offices? 5.How do I make a difference?
  25. 25. What is Learning Futures? Improving the student experience The Learning Futures programme is improving our undergraduate courses, and how we teach and assess.
  26. 26. Development of Learning Futures • Asked students and staff what needs to change • Students and staff involved in planning the changes • Continuing consultation with students and staff • Students became co-creators
  27. 27. Learning Futures projects Curriculum and assessment Academic Support Westminster Distinctiveness Transforming Learning and Teaching
  28. 28. 1.It was on top of my day job! 2.Focus on big picture and milestones 3.Very aware of accountability 4.Lots of stakeholders ‘to keep happy’ 5.Listened to people who engaged with it and spoke up 6.No time for the detail (unless things were going wrong) My experience as project board chair
  29. 29. University Executive Board Programme Board Project Project Project Project Organisation of Learning Futures
  30. 30. 1.It was on top of my day job! 2.Focus on big picture and milestones 3.Very aware of accountability 4.Lots of stakeholders ‘to keep happy’ 5.Listened to people who engaged with it and spoke up 6.No time for the detail (unless things were going wrong) My experience as programme sponsor
  31. 31. University Executive Board Programme Board Project Project Project Project Organisation of Learning Futures
  32. 32. 1.It was part of my day job 2.Huge agenda and paperwork 3.Fight for my area of responsibility and interests 4.Very political – aware of tribes and territories 5.Importance of informal networks and meetings 6.Colleagues rarely offered to brief me if they were presenting a paper My experience - University Executive Board
  33. 33. Opportunities for IL development
  34. 34. Making an impact on large scale projects 1.Join the boards 2.Volunteer to be chair or other vital role 3.Ask to join quality and standards committees (or equivalent) 4.Make sure your voice is heard 5.Keep on repeating yourself 6.Deliver the goods
  35. 35. Small scale projects
  36. 36. Making an impact on small scale projects 1.Link them to the strategy 2.Work with a range of stakeholders 3.Publicise them internally and externally 4.Go for external funding 5.Go for national awards 6.Use them as pilots …..
  37. 37. How do you convince someone to agree to your agenda?
  38. 38. Model of convincers Convincer channel * Looks right * Sounds right * Feels right * Makes sense Convincer mode * Always * Number of examples * Period of time * Never Charvet, R. S. (1997) Words that change minds, Kendall Hunt.
  39. 39. Finally ….
  40. 40. 1.Make our voices heard 2.Network 3.Link our work to strategy, etc 4.Target our efforts, e.g. quality and standards, teacher training 5.Enhance our skills and techniques Implications
  41. 41. Thank you Due September 2017

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