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Managing for change

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Keynote presentation at the Ikaroa region LIANZA weekend school: e tipu e rea.

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Managing for change

  1. 1. Managing for Change<br />The only thing constant is change<br />Joann Ransom<br />Horowhenua Library Trust<br />
  2. 2. Managing<br /> to cope<br /> to control<br /> <br />“Accept the things you cannot change,change the thingsyou can, and have the wisdom to know the difference.”<br />
  3. 3. Coping <br /> surviving<br /> making do<br /> just get through<br /> achieving despite the odds <br /> <br /> <br />  … and sometimes that’s enough<br />“All you can do is play the cards in your hand.”<br />
  4. 4. Influence<br /> Have options<br /> Make choices<br /> Develop strategy<br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br />“Get yourbig girl panties on and deal with it.”<br />
  5. 5. Spheres ofInfluence<br />Society<br />Sector<br />Workplace<br />Me<br />
  6. 6. The BigPicture<br />http://www.sl.nsw.gov.au/services/public_libraries/publications/docs/bookendsscenarios.pdf<br />
  7. 7. Environment<br />Climate change<br />Water scarcity<br />Peak oil<br />Pandemics<br />“Humans have fought for oil and grain and the final source of conflict in the 21st century will be over water”.<br />Akio Shibata, Director. Marubeni Research Institute (Japan)<br />
  8. 8. Society<br />Ageing<br />Urbanisation<br />Households<br />Generational<br />Education<br />Multiculturalism<br />Obesity<br />Paper vs pixels<br />“Population aging is not a crisis … it stems from a series of highly desirable outcomes<br />David Suzuki<br />
  9. 9. “Web use is rising by 60% per year … will inevitably lead to ‘brownouts ‘… unless a solution is found the internet could become too unreliable a tool for business - little more than a toy.”<br />Economics<br />growth<br />employment<br />work<br />creative economy<br />
  10. 10. “We have turned the focus inward and concentrate on things that seemed to be within our control: backyards, home renovation, our children’s schools, our next holiday and reality TV over current affairs”.<br />Hugh Mackay<br />Culture<br />Popular culture<br />values<br />Risk aversion<br />Inward focus<br />Consumerism<br />Downshifting<br />
  11. 11. Technology<br />Internet<br />Web 2.0<br />E-books<br />Other digital media<br />Telecommunications<br />Bio technology<br />Nano science<br />Robotics<br />copyright<br />“YouTube was responsible for more internet traffic in 2006 than the whole of the internet was in 2000”.<br />The Economist<br />
  12. 12. “the library profession has a touch of the fin de siècle about it”.<br />John Blyberg<br />
  13. 13. Scenarios<br />
  14. 14. SilentSpring<br /> <br />
  15. 15. HowBuildingsLearn<br /> <br />
  16. 16. Neuromancer<br /> <br />
  17. 17. BeingDigital<br /> <br />
  18. 18. Can we exert influence ? <br /> Societal changes are of direct concern and we must think strategically in lots of areas<br />( there is a lot to think about !)<br />
  19. 19. Funding<br />
  20. 20. Resourcing<br />
  21. 21. Governance and Regulations<br />
  22. 22. Community Engagement<br />
  23. 23. Influence<br />
  24. 24. “Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
  25. 25. Sector<br /> Consortia / Kotui<br /> Sharing / collaboration<br /> open source “is the new black”<br /> funding tighter - user pays<br /> we are busier – doing more with less<br /> outsourcing ‘everything’<br /> digital ‘everything’<br />
  26. 26. HLT issues : 7 years<br />
  27. 27.
  28. 28.
  29. 29.
  30. 30.
  31. 31. Traditional roles<br /> selections<br /> acquisitions<br /> cataloguing<br /> processing<br /> circulation<br /> reference<br /> readers advisory<br />
  32. 32. New roles<br /> teachers<br /> social workers<br /> researchers <br /> archivists<br /> development<br /> businessman<br /> digital media<br />
  33. 33. How to exert influence <br />become informed<br /> join the conversation<br /> be the squeaky wheel<br /> ‘fit in’ to the big picture<br />
  34. 34. “Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
  35. 35. Your place<br /> Who are you serving?<br /> How relevant are you?<br /> What is going to change?<br /> How relevant will you be then?<br />Sources:<br /> Statistics NZ<br /> Population projections<br /> Council strategy docs<br /> Look around<br />“Peoplelike us”<br />
  36. 36. “Boomers want to have it all and Y-ers want to have it all right now”.<br />Judith Ireland<br />
  37. 37. Horowhenua<br /> Browner: Maori, Pasifika, Asian<br /> Older : retirees and rest home-ers<br /> Poorer: intergenerational benefit dependency<br /> Kids having kids<br />HDC influencing change:<br /> Youth and education<br /> Positive aging<br /> Business development<br /> Arts and culture<br /> Attract families<br />Horowhenua : a great place to grow up in and grow old in<br />Judith Ireland<br />
  38. 38. Organisational culture<br /> has to be ‘safe’ to try things,<br /> if you try and fail you are no worse off,<br /> what is the worse that can happen,<br /> have a fall back position,<br /> tolerate failure,<br /> sometimes have to suck and see,<br /> doesn’t have to be perfect<br /> just get it done. <br />Be the change you want to see. <br />Ghandi<br />
  39. 39. Change Management strategies<br />External strategies:<br /> get up on the balcony,<br /> court the uncommitted,<br /> court the conflict,<br /> place the work where it belongs.<br />Internal strategies:<br /> manage your hungers : control and self importance,<br /> anchor yourself : safe harbour, confidant,<br /> role not the soul<br />Heifertz, R and Linsky M (2002, June) A survival guide for leaders. Harvard Business Review, 80(6), 65-72.<br />
  40. 40. “Never be afraid to trust an unknown future ”.<br />Bookends Scenarios<br />Society<br />Sector<br />Workplace<br />Me<br />
  41. 41. Constant Change<br /> society is changing<br /> the sector is adapting<br /> our organisations must change – or die<br />What will you do ?<br />“No time too busy” is a weak excuse - <br />although you will have plenty of time once you are redundant”.<br />
  42. 42. Plan<br /> is your job still going to be there?<br /> where will you be ‘put,<br />where do you want to be ?<br /> how will you get there?<br /> who are the decision makers?<br /> who do you need to ‘influence’ <br /> can you influence them?<br /> who can help?<br /> what do you need to do?<br /> <br />A great career doesn’t happen by accident<br />
  43. 43.
  44. 44. PD on a budget<br />Library 101<br />23 things<br />Podcasts<br />Webcasts - ALJ<br />Twitter<br />Blogs<br />Proverbial Lone Wolf Librarian <br />Librarian in Black<br />Librarians Matter<br />LibraryTechNZ<br />Library Garden <br />LibraryBytes<br />Lybrarian<br />My Favourite blogs<br />
  45. 45. How<br /> be positive<br /> be proactive<br /> be indispensible (in a good way)<br /> volunteer <br /> find a peer group<br /> move<br /> don't be modest<br /> become an expert<br /> be the go-to person<br /> don’t be afraid<br /> build reputation<br /> manage your online identity.<br />Say yes<br />to everything<br />
  46. 46. Manage<br /> to cope<br /> to control<br /> <br /> both are about achievement ….<br /> <br />the difference is attitude<br />The difference is YOU<br />
  47. 47. Managing for Change<br />“Be the change in the world you want to see”<br />Ghandi<br />The only thing constant is change<br />Joann Ransom<br />Horowhenua Library Trust<br />email: jransom @ library.org.nz<br />twitter: jransom<br />blog: http:// library–matters.blogspot.com<br />Slides: http://www.slideshare.net/jransom <br />

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