1.
The Library as a
Liminal Space
Creating, Supporting,
and Responding to
Change

2.
Introductions

3.
> Name
> Role
> Typical response to change
> Current changes?
Introductions

4.
Professional background
> Instruction librarian (constructivist and reflective)
> Technology librarian (innovation and agile)
Leadership models
> Servant Leadership
> Feminist Leadership
> Critical Leadership
Change perspective
> Perfect is the enemy of the good
> Evolutionary
Lauren’s Perspectives/Assumptions

5.
1.Understand and identify models of change
in order to make sense of changes at work and in organizations.
2.Understand and navigate your role in change
in order to feel empowered and have agency in changes you face.
3.Identify strategies and techniques for working with your
colleagues and supervisor
in order to help minimize stress and maximize the successful
implementation of change.
4. Recognize change happens at different scales
in order to identify positive changes you can effect within
the organization.
By the end of this session…

6.
Our Agenda
• Introductions
• Change in Academic Libraries
• Creating Change
• Supporting Change
• Responding to Change
• Reflection

7.
Our Agenda
• Introductions
• Change in Academic Libraries
• Creating Change
• Supporting Change
• Responding to Change
• Reflection

8.
Change in
Academic Libraries

9.
> What changes are happening in your work?
> What changes are happening across the library?
> What changes are happening externally that will
impact our work?
> 2 minutes think
> 5 minutes pair
> 10 minutes share
Think/Pair/Share

10.
Creating Change

11.
Creating Change Agenda
• Culture for Change
• Identifying Change
• Implementing Change

12.
> Trust
> Clarity
> Safety
Culture for Change

13.
> Bolman & Deal
Culture for Change
Bolman & Deal’s Four Frames, image from
http://soniamdavis.blogspot.com/2014/07/organization-theory-and-behavior.html

14.
> What frames do you tend to focus on?
> What frames do your colleagues use?
> What gaps might exist?
Tip: If this is hard in the abstract, think of a recent
change in your work and use that as a lens.
> 2 minutes think
> 5 minutes pair
> 10 minutes share
Think/Pair/Share

15.
Identifying Change

16.
> Appreciative Inquiry
– David Cooperrider
1. Constructivist Principle
2. Principle of Simultaneity
3. The Poetic Principle
4. The Anticipatory Principle
5. The Positive Principle
Identifying Change

17.
> Appreciative Inquiry
1. Constructivist Principle
2. Principle of Simultaneity
3. The Poetic Principle
4. The Anticipatory Principle
5. The Positive Principle
Identifying Change

18.
> Theory of Change
Identifying Change
Long Term
Vision
Outcome
Intermediate
Outcome
Output/Results
Activities
Intermediate
Outcome
Output/Results
Activities
Outcome
Intermediate
Outcome
Output/Results
Activities
Intermediate
Outcome
Output/Results
Activities

19.
When changes happen within your work:
> Where do they come from?
> How do you know if you have the information you
need to move forward?
> Who has authority to decide?
A Minute to Reflect

20.
Implementing Change
• Mission/Vision
• Strategic plan
• New administration
• Reorganization
Large Scale
Change
• Organizational recalibration
• Staff leaving/New hires
• New service
Significant
Change
• Adapting existing service
• Changes within individual work
• Evolutions
Typical
Change

21.
> John Kotter
– 8 Step Process
Implementing Change

22.
Create a
sense of
urgency
Build a
guiding
coalition
Form a
strategic
vision and
initiatives
Enlist a
volunteer
army
Enable
action by
removing
barriers
Generate
short term
wins
Sustain
acceleration
Institute
change

23.
Creating Change Agenda
• Culture for Change
• Identifying Change
• Implementing Change

24.
Supporting Change

25.
Supporting Organizational Change
• Culture of change
• Diagnosing change
• Clarifying the context
• Working with your colleagues
• Working with your supervisor

26.
> Culture of Leadership
> Distributed Expertise
> Continual Improvement
Culture that Supports Change

27.
When thinking about the people you work with the
most:
> Do you (all) think of yourselves as leaders and
change agents?
> What expertise do you uniquely bring to the table?
> Is change ongoing, or is it easier to effect through
projects?
A Minute to Reflect

28.
> What does this change solve?
> Where is this change originating?
> What has lead to this particular change proposal?
> What barriers might exist?
> What internal and external factors are contributing
to this change?
> What possible impacts will this change have?
Diagnosing the Change

29.
Clarifying the Context

30.
> What procedures and structures are in place or
could be put in place to diagnose a change and have
clarity around it in your own work?
> 2 minutes think
> 5 minutes pair
> 10 minutes share
Think/Pair/Share

31.
> Mission/Vision/Strategic Plan
> Communication
> Developing a shared language
> Understanding your roles
Working With Your Colleagues

32.
> Mission/Vision/Strategic Plan
> Communication
> Developing a shared language
> Understanding your roles
Working With Your Supervisor

33.
> Mission/Vision/Strategic Plan
> Communication
> Developing a shared language
> Understanding your roles
> Clarify what is needed
– By your supervisor to make the change
– What you need to participate in the change
> Diagnose their change process
– Top down or seek input?
– How open are they early in their thinking
– How they prioritize
Working With Your Supervisor

34.
What do you need to know from your supervisor?
A Minute to Reflect

35.
> What efforts have been made to change the
organization? What happened?
> Who has been instrumental in shaping this
organization?
> What have been the relative contributions of
strategy, structure, systems, culture, and politics
> What are the most formidable barriers to making
changes? Are there technical, cultural, or political
barriers to be aware of?
What do you need to know from your supervisor?
A Minute to Reflect

36.
Supporting Organizational Change
• Culture of change
• Diagnosing change
• Clarifying the context
• Working with your colleagues
• Working with your supervisor

37.
Responding to Change

38.
Responding to Change
• Taking time to reflect
• Authenticity
• Transition Model
• Situated Learning
• Methods for Resilience

39.
> Personally and professionally
> Comfort level with change
> Issues of identity
> Patterns
Taking Time to Reflect

40.
• Personally and professionally
• Comfort level with change
• Issues of identity
• Patterns
A Minute to Reflect

41.
> Know your approach to change
> Know your strengths
> Have conversations about what you need to be
successful
Authenticity

42.
William Bridges’ Transition Model
https://wmbridges.com/what-is-transition/

43.
– Lave and Wenger
> Grounded in actions of everyday situations
> Authentic applications
> Social process
> Participatory/cooperative
> Structure of learning implicit in experience
Situated Learning

44.
> Adaptive Leadership
– Heifetz, Grashow, Linsky
Methods for Resilience
Diagnosis/System Action/System
Diagnosis/Self Action/Self

45.
> What methods do you have for managing change in
your own life?
Think/Pair/Share

46.
Responding to Change
• Taking time to reflect
• Authenticity
• Transition Model
• Situated Learning
• Methods for Resilience

47.
Reflections

48.
> Introductions
> Change in Academic Libraries
> Creating Change
> Supporting Change
> Responding to Change
> Reflection
Our Agenda