Different frames change what you see.500-600 employees, SAs, GAs, APs CivServ, FacultyWe had BethBeth was in Staff *development* -- this changed the perspective from a purely task based training department to one interested in whole person growth. Staff training had committees for Untenureds, technology, Wellness, among othersMy background. I have always been primarily an educator. My dispositions inclined me towards exploring technology for enhancing servicesI was moved in to this position because “things were coming” but the timeline was very squishy. Preparing for Unified Comm was all good, but I was responsible for otherwise filling my time Technology competencies?
That’s my background. What’s yours?
Analyzed the organizationWhat was already happening in terms of training? what strengths and weaknesses were present for moving forward? We require nothingWork in small units, not as big L Library, lack of communication, lack of morale, lack of trustHuge hugechanges in organizational shape, personnel, technology, and the hits just keep on comingSet big soft goals: help us become more flexible, mentor dispositions, do it without demanding as much time away from desks as would really be needed to do Capital T training. Learning OrganizationDon’t wait, DO! As I was trying to determine how to move us towards the decisions I would need support for in developing Tech Competencies, I decided to start addressing the needed skills
Is better situated to respond to the unexpected as well as get ahead of the curveSystems thinking – Big L library, campus as a whole, highered, etc. See the bigger pictures (Context!), make connections, prepare for what’s comingPersonal Mastery – individual skills growingMental models – Individual and organizaitonal. For successful learning environment, develop an open culture, inquiry and trust. Sometimes need to unlearn history, move away from “we’ve always done that” Develop organizational action plans (and assess!)Shared vision – cannot be instituted top down, must be grown from the inside outTeam learning – bringing it out to the whole. The theory has has some criticism in terms of actual attainability, but the challenges of changing leadership and org culture are no reason not to emply the principles
Massive changes. New TechHiring freezes (of a sort)Massive retirements (and a second round now upon us)Growth in job duties with attention to UX and digital branch services, as well as digitization and outreach
SO much to do. SO much need. Time is relativeThink in different time scales.
The Staff development BlogImmediate change, but with built in potential over time Some successes, some failures. Again, patience, time, flexibilityThere was so much that had been introduced and never mentioned again. Paper handouts given and lost and unfindable. Selected a platform with multiple push and pull options, sent out emails to announce blog posts initially and still occasionallyEmails get archived on to the blogPoll: do you have staff training blogs? Or newsletters or communication?
If lots fo folks said yes, use this whiteboard to ask what kinds of staff development communications they have
Professional development collectionItems not held by the library
Came out of conversation with becky, changed how I planned to do thisDigital branch servicesFacebookTwitterGoogle analyticsReference servicesCollectionsWeb design best practices
Poll on 23 Things.Did you hold it?Once? Twice? More often? Good turnout?Evidence of impact? (chalkboard)
It’s all about building a solid foundation. And then building on that foundation, patientlyBuilding communityBuilding trustWorked from instinct and past practice* Past practice included designing affordances into technology outreach and space design. Have been working backwards via the literature to understand the theory behind what I have been creating
Facilitates the learning of its members Continuously transforms itself Is better situated for change Implications for leadership and organizational culture The 5 Disciplines: Systems thinking Personal mastery. Mental models. Shared vision. Team learning.A Learning Organization?
So much stress, so much change, so much hands on *training* needed But, at the same time We need to build our capacity for learning, for supporting each other, for adjusting to the new normal. Or we would break
“Training”Soft Skills Growing Training New hire People, part 2 orientation 1 Thing at a Time Chutes & Ladders Skills Inventory Professional Development Growing People
Peter Senge, The Five Disciplines Jay Cross Informal Learning John Seely Brown and Douglas Thomas, A New Culture of Learning Stephanie Gerding The Accidental Technology Trainer Rudy’s brain dumps: Zotero, Mendeley, Evernote, DelciousFor Further Research
Rudy Leon Technology Training & Outreach Librarian University of Illinois at Urbana Champaign firstname.lastname@example.org @rudibrarian http://deepening.wordpress.com http://www.slideshare.net/rudibrarian http://flavors.me/rudyleon