The document discusses law libraries and innovation, with a focus on change management. It provides: 1) An overview of Stephen Abram's background working with legal information and leading change at various organizations. 2) A discussion of how law librarians have traditionally adapted services to new technologies like CD-ROMs, online resources, and the web, showing they are not always reactive to change. 3) Key aspects of successful change management frameworks, including establishing purpose and vision, analyzing needs, designing and executing game plans, and sustaining momentum through measurement.

1. Law Libraries and Innovation:
A Long Tradition
Stephen Abram, MLS, FSLA
Consultant, Dysart & Jones
CALL Annual Conference, Montreal
May 7, 2013

2. My Background. . . MLS
• Accounting, business, tax, law, consulting librarian
• Thomson change leadership globally
• First major law CDs, Windows, Online law practice,
Web
• Many Personas (lawyers, librarians, engineers, medicine, users, students, academic
researchers, etc.)
• Micromedia, ProQuest, IHS, SirsiDynix, Gale, Cengage
Learning, Sleeping Bear, etc.
• Personas, product leadership

3. Change as a tradition
• Have law librarians been reactive or proactive?
• Adapting to digital – evolution and revolution
• Canadian Abridgement, CED, law reports,
statutes, alerting services, repositories
• Advisory Boards, beta teams, cross-functional
• Focus Groups and changing behaviours
• Legal reporting and copyright issues
management

5. You’re a dinosaur if . . .
• You can’t adapt to change
• You’re not comfortable with social media
• You’re not comfortable with mobility including a
smartphone
• You’re more comfortable with print than digital
• You engage in criticism versus critical thinking
• You avoid change instead of playing
• You cherish your near retirement (professional
extinction…)

6. LOOSELEAF SERVICES??!!
Heretical side comment

8. Print
Online
CD-ROM
Web
Cloud
Mobile
APP/Software
Next . . .

9. Think About It…
Legal information is just about the
most digital of any profession with
the possible exception of medicine –
driven by the text based nature of
the work.

10. AMBIGUITY

11. RISK

12. HOWEVER . . .
• The changes now are NOT being driven by
digitization
• Changes to the global economy
• Changes to business models
• Changes in customer expectations
• Changes in legal consequences

13. Law Library Land
What changes, disruptions and shifts
are already in the environment?

14. CHANGING LEGAL MARKETS
The $75/hour lawyer
More mergers
Online law firms
Global law
Outsourcing

15. CHANGING LEGAL EDUCATION
Changing legal education models
Changing articling and law school proposals
Para-Law
Digital Lawyers

16. CHANGING LAW LIBRARY MODELS
Outsourcing
Embedded Librarianship
Team based performance and value alignment
Digital Libraries – no print
Seriously changing roles and org structures

17. CHANGING GOVERNMENT
PRIORITIES AND FUNDING
What if the federal, provincial and municipal
governments change funding models?
What if higher levels of consortial cooperation are
mandated?
What if courts and societies make radical changes?
What about shocks to the economy?

18. CHANGING USERS
Consumer-driven: If all users are ubiquitously
connected with broadband, have downloading skills
for books and movies, own smartphones, whither
libraries?
Read widely . . .
If the legal system changes radically …?
Alternative dispute resolution, insurance caps,
national regulator, new property . . . etc.

19. STREAMING MEDIA
What if all music, audiobooks, and video moved to
streaming formats by 2018?
What if the DVD and CD go the way of vinyl, VHS,
and cassettes?
What if education, co-location, and service move
with it?

20. E-BOOKS
What if all books are digital?
What if book services move to a subscription model
of unlimited use for $7/month?
What if large cooperatives provide the basics first?

21. ENHANCED E-BOOKS
What if all books are ‘beyond text’?
Can we support books with embedded video,
adaptive technologies, audio, updating, software
tools, assessments, web-links, etc.
Phones that project, link and connect . . .

22. E-LEARNING AND MOOCS
Could your library support advanced higher
education and offer accredited courses or support
practice updates, universities and colleges for
distance education?
Can you see yourself offering diplomas?

23. MOBILITY AND BYOD
Could your library support any kind of mobile
device? Agnostically?
Are you fully ready to deliver, agnostically to
desktops, laptops, tablets, phablets, smartphones,
televisions, appliances, at a much higher level?

24. NEW FORMS OF CONTENT
Are you prepared for new forms of content?
Real multimedia? 3D objects and databases?
Holographics? Enhanced media?
Can you be ready for makerspaces, creative spaces,
writing labs, business and start-up incubators, etc.
Can you publish for your community?

25. NEW FORMS OF SPACES
What kinds of discussion spaces are needed in the
future? For societies, courts, firms, etc.
Can CALL or your workplace support learning
spaces, community meeting spaces, performance
spaces, maker spaces . . .?

26. THE CLOUD
What if everything was in the cloud? (software,
databases, metadata, content . . .)
Are you ready to hack? APIs, Arduino, etc.

27. DISCOVERY LAYER
What if search immersive resource discovery
becomes as ubiquitous as search engines?
What if libraries partner on discovery services (a la
BiblioCommons initiative) for legal
recommendations?

28. METADATA VAULTS
What if all metadata and content discovery is freely
available using open APIs through the OCLC
WorldShare vault and the Digital Public Library of
America / Europeana vault of open and free
metadata?

29. Is the library ready to support a world of
unlimited content, multiple formats, massive
access, and consumer expectations of MORE?
Yes?
No?
With Effort, Vision, Leadership?
Never?

30. Is the library ready to communicate value in a
collaborative context? Value, timeliness,
savings, effectiveness, quality, risk
management?
Yes?
No?
With Effort, Vision, Leadership?
Never?

31. A Simple Exercise
No Contest or Judges Involved!

32. An Exercise
Stand Up -
Now Just Cross Your
Arms

33. Exercise: Part 2
Now quickly cross
your arms the
other way

34. How did that change feel?
Comfortable?
Or Uncomfortable?

35. Now, rapidly cross and
re-cross your arms ten times
How did that feel?
Did it get easier with practice?

36. WHY
WHAT
HOW
The
of Change Management

37. WHY
WHAT
HOW
The
of Change Management
The Purpose

38. YOU HAVE A
VISION.

39. YOU HAVE A
MISSION.

40. DO YOU HAVE A
PURPOSE?
Purpose serves to change the state of conditions in a given
environment, usually to one with a perceived better set of
conditions or parameters from the previous state.

41. Put PURPOSE
in the center

42. WHY
WHAT
HOW
The
of Change Management
The Methodology

43. Create PROJECT
TEAM

44. establish leadership alignment;
create the desire and will to change;
build project team clarity around objectives, roles,
scope and processes.
Create PROJECT
TEAM

45. ANALYZE
Change Needs

46. Evaluate the impact of the change on
stakeholders; identify existing change processes
and communication channels; clarify the business
case for change.
ANALYZE
Change Needs

47. GAME PLAN
Design & Execute

48. Develop the detailed Change Game Plan;
identify resources and assign responsibilities for
execution of the plan.
Deliver on the Change Game Plan elements.
GAME PLAN
Design & Execute

49. MOMENTUM
Sustain the

50. Measure progress and success; share
best practices for continuous
improvement.
MOMENTUM
Sustain the

51. WHY
WHAT
HOW
The
of Change Management
The Change Levers

52. 1.0 leadership
…its about inspiring

53. 2.0 involvement
…its about engaging

54. 3.0 communicating
…its about sharing information of change

55. 4.0 learning
…its about building skills and competence

56. 5.0 measurement
…its about defining, quantifying and monitoring

57. 6.0 reinforcement
…its sustainingbehavior change over time

58. WHY
WHAT
HOW
The
of Change Management
The Purpose
The Change Levers
The Methodology

59. Key Features of Successful
Transformational Change
• It is designed around the organization’s
drivers
• It wins emotional and intellectual support
• It models and reinforces the new way of
working
• It puts significant investment into
communication
• It creates experiences that shape future
behaviour
• It aligns all the dimensions of
management behind the change
• It releases talent, creativity and ingenuity
– often in unexpected ways
• Incorporate the drivers into the project plan
• Develop clear engagement / involvement
strategies
• Accomplished before, during and after
implementation
• Communicate from the very start of the
project
• Align and engage all levels of management
behind the change
• Allow for processing resistance and conflict –
natural during change
• Provide processes that emotionally support
people through all parts of the change
Key Features Implications

60. Ten Points of Potential Failure
1. A continued discrepancy between top management statements of values or styles and
their actual managerial behaviour – Saying one thing and doing another
2. A big programme of activities without any clear goals for change
3. Confusion between ends and means – the question of ‘training for what’ must be
answered
4. Short-term perspective. Three to five years is a realistic time framework for organizational
change
5. Lack of coordination between a number of different activities aimed at increasing
organizational effectiveness
6. Overdependence on others – either outside consultants or inside specialists
7. Large gap between the commitment to change at the top of the organization and the
transfer of this interest to the middle of the organisation
8. Trying to fit a major organizational change into an old organizational structure
9. The constant search for cookbook solutions
10. Applying an intervention or strategy inappropriately. The tendency to apply someone
else’s package

61. Key Features of
Leading Change
• Making the journey and destination compellingly attractive
• Helping people see a future they want to be part of
• Helping people find a purpose and meaning for themselves
• Requesting commitment
Enrolling
Enabling
Energizing
Exemplifying
• Helping people see possibilities for their contribution
• Challenging self-limiting beliefs
• Setting (together) stretch targets
• Building self-esteem, confidence and trust
• Putting into action
• Building and sustaining people’s energy
• Celebrating successes
• Giving recognition
• Expressing optimism
• Demonstrating the behaviours and values that are being
required of others

62. Key Features of
Leading Change
• Explain the basic
purpose behind the
outcome
• ‘What was the
problem?’
• Who said so and on
what evidence?
• What would have
occurred if no one
had acted to solve it?
• What could have
happened to us if that
had occurred
Purpose Picture Plan Part
• Paint the picture of
how the outcome
will look and feel
• What is the
outcome going to
look, feel and sound
like?
• How are people
going to get their
work done and
interact with each
other?
• How will a day be
organised?
• Lay out the plan for
phasing in the
outcome
• Outline steps and
schedules in which
people will receive
information, training &
support they need to
make the transition
• People oriented to tell
employees how and
when their worlds are
going to change
• Start with where
people are & work
forward to leave the
past behind and
emerge with new
attitudes, behaviours
& identity
• Establish each
person’s part in both
the plan and the
outcome
• Show employees the
role & their relationship
to others. Until they
see it they can’t adjust
hopes & fears to the
new reality
• Show employees what
part they play in the
outcome & the
transition process

63. The Transition Curve:
How Attitudes & Feelings Change
Confidence
Time
“I’m not sure I know
what’s going on”
“I feel overwhelmed”
“I can handle this”
“We can’t do this. It won’t work. We’re not allowed”
“Actually, things might get better”
“This could be a better way of doing it”
“This way is more effective”
“S/he really made the effort to help us
implement this change”

64. Choosing the Right
Communications Tools & Channels
Levelofchange
Level of involvement
Tell Sell Consult Join
Awareness
Understanding
(and Action)
Acceptance/
Alignment
Ownership/
Engagement
Newsletters,
emails, memos,
letters, notices
Booklets, plenary
sessions, presentations,
videos, intranets
Focus groups, working
parties, suggestions
schemes, consultative
presentations
Working sessions, 1-to-1
conversations, workshops,
coaching

65. Information + Involvement
to Build Commitment & Change
Increasing Commitment
Awareness
of desired change
Understanding
of change direction
Translation
to the work setting
Commitment
to personal change
Internalization
of new behaviour
“Yeah, I saw the memo”
“I understand where we
need to go”
“I know how we need to
do our jobs differently”
“OK, I’m ready to do it the
new way”
“This is the way we do things
here”
Stages of Individual
Behaviour Change
Information with some
involvement sufficient here
Significant
involvement
needed

66. Ten Strategies for Employee and
User Involvement
1. Meet regularly with employees and openly discuss the organisational changes and why
they occurred
2. Recognise that employees understand that you may not have the answers to everything,
but it’s important for them to feel the communications are open and honest
3. Constantly communicate clear goals and vision of the new situation
4. Encourage people to discuss fears and concerns in teams
5. Open ‘suggestion boxes’ for employees to raise questions in anonymity
6. Set up weekly lunches or other informal meetings to discuss the progress of the
restructuring process
7. Whenever possible, assign roles and responsibilities in line with peoples interests
8. Develop rituals and marker events that allow people to connect
9. Involve employees affected by the changes in making decisions about what’s best for
them
10. Discuss realistic career options with employees and ensure training is available for any
new skills that are needed

67. Coaching Others in Building
Employee Commitment
1. Identify individuals or groups whose commitment is necessary to the
success of the change effort
2. Create and follow a departmental plan to increase commitment of all
players
3. Continually encourage and enable employee involvement
4. Continually communicate the goals of the change process
5. Turn covert resistance to overt resistance and then to commitment
6. WALK THE TALK!

68. What People Pay Attention To:
1. Leader attention, measurement, rewards and controls
2. Leader reaction to critical incidents
3. Leader role modelling, coaching
4. Criteria for recruitment, promotion, retirement and excommunication
5. Formal and informal socialisation
6. Recurring systems and procedures
7. Organisation design and structure
8. Design of physical space
9. Stories and myths about key people and events
10. Formal statements, charters, creeds, codes of ethics etc
Between 80-90% of behaviour is determined by
the first three points

70. Top 10 sources of workplace stress
 Too much to do at once
 Random interruptions
 Constant changeConstant change
 Mistrust, unfairness, and office politics
 Unclear policies and no sense of directions
 Career and job ambiguity
 No feedback - good or bad
 No appreciation
 Lack of/poor communications
 Too much or too little to do.

71. Tips for coping with change
 Take responsibility for what you can control
 Accept that some things are out of your control
 Keep an open mind and ask questions
 Ask yourself - what does a good ending look like for me?
 How is the ending I visualized going to be achieved?
 Think of good examples of change that has worked well
 Talking about it helps – talk to colleagues, your manager, relatives, your partner,
and friends
 Go on online check change advice sites
 Work towards achieving great success out of the change
 Hard, but remain positive and be proactive
 Focus on a final good outcome and a new beginning

72. Embracing Change

73. Change is….

74. Global

75. Constant

76. Inevitable

77. Stressful

78. Breathe

79. Rhythm

80. Do you like change?
Does it matter?

81. What are the risks of not changing?

82. We can’t control change…
We can control our attitude towards
change…

83. Deny
Resist/React Explore
Commit

84. Deny
Resist/React Explore
Commit

85. Deny/Ignore• How good things were
here in the past
• They don’t really mean
it
• It can’t happen here
• Numbness
• Everything-as-usual
attitude
• Minimizing
• Refusing to hear new
information

86. Deny

87. Deny
Resist/React Explore
Commit

88. Resist/React
• Anger
• Loss and hurt
• Stubbornness
• Blaming others
• Complaining
• Getting Sick
• Doubting your
ability

89. Resist

90. React

91. Deny
Resist/React Explore
Commit

92. Anticipate/Explore
• What’s going to
happen to me?
• Seeing possibilities
• Chaos
• Indecisiveness
• Unfocused work
• Energy
• Clarifying goals
• Seeing resources
• Exploring
alternatives
• Learning new skills

93. Explore

94. Deny
Resist/React Explore
Commit

95. Commit
• Where I am
headed?
• Focus
• Teamwork
• Vision
• Cooperation
• Balance

96. Commit

97. Change can be difficult

98. Personal change precedes
organizational change

100. Negativity

101. Contagious

102. I can learn and I can change and I
can do it quickly.

103. What can you do to deal with change?

104. Accept that
change is an
attitude

105. Create a personal vision

106. Focus on what you can do…
……not what you can’t do

107. Develop a perspective of
opportunity

108. Create a willingness to learn & develop

109. Learn to love ambiguity

112. Stephen Abram, MLS, FSLA
Principal
Lighthouse Partners /Dysart & Jones
Cel: 416-669-4855
stephen.abram@gmail.com
Stephen’s Lighthouse Blog
http://stephenslighthouse.com
Facebook, Google+, LinkedIn: Stephen Abram
FourSquare, Pinterest, Tumblr: Stephen Abram
Twitter, Quora, Yelp, etc.: sabram
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