This document discusses building a learning organization within an academic library. It defines a learning organization as one that learns continuously and transforms itself. The author argues that the traditional hierarchical model of leadership must change to allow for integrated thinking and action at all levels. The key principles of a learning organization discussed are personal mastery, team learning, shared vision, systems thinking, and examining mental models. The author details steps taken at West Virginia University Libraries to foster these principles, such as training, developing trust and transparency, and challenging assumptions. The overall goal is for everyone in the library to lead from their own position and for the organization to focus on collaboration, creativity, and cohesion to better serve patrons.

1. Strategic Thinking &
Planning for the Library
of the Future:
The Case for Building a Learning Organization

2. Karen Diaz
Dean, West Virginia University Libraries
Karen.diaz@mail.wvu.edu

3. Rewards and Recognitions
Metrics
Resources
Structures and Processes
The
Leadership
Base
Departments Committees Individuals Programs Services
The Changed
Organization
The
Innovation
Cloud
Library Leadership Team

4. What is a learning organization?
An organization that learns continuously and transforms itself.
Generative learning VS adaptive learning

5. Why build a “Learning Organization?”
In an increasingly dynamic, interdependent, and
unpredictable world, it is simply no longer possible for anyone
to “figure it all out at the top.” The old model, “the top thinks
and the local acts,” must now give way to integrated thinking
and acting at all levels.
- Peter Senge

6. Team
Learning
Shared
Vision
Systems
Thinking
Mental
Models
Personal
Mastery

7. Team
Learning
Shared
Vision
Systems
Thinking
Mental
Models
Personal
Mastery

8. Personal Mastery
• Formalized training and development ownership
(Committee at WVUL)
• CliftonStrengths® – now done at onboarding
• Travel and professional development funds
• Increased communication and transparency

9. Team
Learning
Shared
Vision
Systems
Thinking
Mental
Models
Personal
Mastery

10. Team Learning
• Library Leadership Team
• Learning about the LO together – first through readings
• Building trust – video and discussion
• TALK model – exercise and discussion
• Dialogues workshop TALK
Tell
Ask
Listen
Keep going
Trust
Authenticity
Logic
Empathy

11. Team
Learning
Shared
Vision
Systems
Thinking
Mental
Models
Personal
Mastery

12. Shared Vision
Everyone leads
from their
position
Patron experience - well
resourced, innovative,
and inspiring
Focus of work
changes - to
collaborative,
creative and
cohesive

13. Shared Vision
• Start, Stop Continue Everyone leads
from their
position
Patron experience - well
resourced, innovative,
and inspiring
Focus of work
changes - to
collaborative,
creative and
cohesive

14. Team
Learning
Shared
Vision
Systems
Thinking
Mental
Models
Personal
Mastery

15. Systems Thinking
• Leader as Designer
• Structures and processes
• Resources
• Metrics
• Rewards and Recognition
• People and Culture
• Leader as teacher
• One on one meetings
• Assigning joint problem solving
• Leader as Steward
• Attitude of service – to people they lead / to mission and purpose

16. Team
Learning
Shared
Vision
Systems
Thinking
Mental
Models
Personal
Mastery

17. Mental Models
• Challenging assumptions
without invoking
defensiveness
• Beginning to draw from
the work of Larry Senn
and the Mood Elevator
• Curiosity is the key

18. Team
Learning
Shared
Vision
Systems
Thinking
Mental
Models
Personal
Mastery
The Learning
Organization

19. Thank You!
Questions?
Karen Diaz
West Virginia University
Karen.diaz@mail.wvu.edu