The Library as a Liminal Space: Creating, Supporting, and Responding to Change
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This document discusses a presentation about managing change in academic libraries. It begins with introductions from the presenter about their professional background and leadership models. The presentation then covers identifying changes happening internally and externally to libraries, as well as frameworks for creating, supporting, and responding to change. These include models of organizational change, working with colleagues and supervisors during change processes, and developing personal resilience. The overall goal is to help participants understand and navigate their roles during organizational changes.
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The Library as a Liminal Space: Creating, Supporting, and Responding to Change
- 1. The Library as a Liminal Space Creating, Supporting, and Responding to Change
- 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
- 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
- 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
- 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
- 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
- 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
Editor's Notes
- Liminal Spaces I came to library work because of advocacy, but I have found myself working in this change space throughout my career “Participants "stand at the threshold” between the ‘what was’ and the ‘next.’ It is a place of transition, waiting, and not knowing. Liminal space is where all transformation takes place, Continuity of tradition may become uncertain, and future outcomes once taken for granted may be thrown into doubt. Belonging Purpose Identity Disclaimer: will be naming a lot of theories and approaches. None is an answer, but all can point your thinking as you assess a given situation
- My background/why I’m here WFU 10 year transition with dean New roles for library/uni Personal change: microtext Online Learning Tech Massive, top down mission/vision Reorg Spaces Everything UW Tacoma New administration Change campus view of library Ended up giving talks in a number of venues (ex: last ACRL about thinking about people, this ACRL about knowing if ready to change positions) Evolution and revolution
- Agile: people over process, service over documentation
- I want to note that, in particular, Creating, Supporting, and Responding to change are somewhat artificial constructs. I find myself using a given theory in one part of my work to create change (say, how people on campus think about the library) and use the flip side of that theory to help myself respond with change (say new campus administrators and priorities). I had a number of concepts that I’ve found to be helpful that I wanted to share with you, so I roughed them into phases as best I could.
- I give entire talks on this, but I figured this group might have
- Talk about why this order
- Trust Difficult conversations Commitment Clarity Safety To fail And follow up What other ingredients have you found useful in places that have gone through change well?
- It’s easy to start thinking about change from wherever we sit in the organization. Coming up with the ideas is fun. YMMV but In my experience, though I’m pretty creative and have a lot of ideas, the best changes have come from thinking about our objectives as a team: Our values The objectives we’re working towards Everyone bringing their expertise to the table Working together to find the best outcome So the next several slides will be about that.
- David Cooperrider, phd in Organizational Dynamics in 1986 Asking positive questions seemed to be a very productive approach in both finding new information and exploring new methods Constructivist Pay attention to how we each construct truth/our stories The way people tell different stories about past, present, and future Why are they different What do the different stories say about how everyone in the team thinks and acts Simultaneity Inquiry and change happen at the same time and aren’t sequential stages Poetic Everyone is authoring their world continuously, focusing on different parts, etc Engaging the team’s attention and energy and taking them through the authoring process in a way that is accessible to everyone Anticipatory The way people think about the future will shape how people move towards the future START with the idea about the future based on what works well and building off of that Positive Asking positive questions engages people more deeply and for longer times
- Assumptions In every group, something works What we focus on becomes our reality Reality is created in the moment, and there are multiple realities The act of asking questions of an organization influences the group in some way People have more confidence and comfort to journey to the future (and the unknown) when they carry forward parts of the past (the known) If we carry parts of the past forward, they should be what is best about the past It is important to value differences The language we use creates our reality
- It’s a form of critical theory that ensures a transparent distribution of power dynamics Methodology for planning, participation, and evaluation often used in not for profits promoting social change Identifies long-term goals and maps backwards to necessary preconditions. Makes a distinction between desired and actual outcomes Requires stakeholders to model their desired outcomes before deciding on forms of intervention to achieve them. Mention The Surprising Power of Liberating Structures
- Buy in Who is involved Timeline
- Culture of Leadership Everyone represents the library Everyone has expertise in library users needs from their specific role in the organizations Distributed Expertise De-Jobbed organization (William Bridges) Continual Improvement Kaizen Strategies for Successful organizational change by Michael Colenso From processes to relationships Building a belief system in the organization which consistently questions whether there is not a better way “problems are treasures” Incremental and ongoing, not a project
- Making sense and developing a strategy (pull from first part) Bolman and Deal Kotter
- Raci matrix Vulnerability of conversations
- All of the above AND ALSO
- I want to make clear that this is true for everyone in the organization. I apply all these steps both within the library with Betsy, but also at UW Tacoma with our EVCAA And actually, with peers across the university and people within the library who will be making a change
- The first 90 Days by Michael Watkins
- The first 90 Days by Michael Watkins
- Personally and professionally Like it? Thrive on it? Hate it? Difference at home vs. work? Farmer vs miner Comfort level Can you role with it Identity Bit on the Liaison project Came into the field for a reason Spent career building something Patterns you can identify?
- Strengthsfinder: I’m very analytical, so when faced with a change if I approach it through that lens it’s fun—a puzzle. Strengths (Dependable Strengths Articulation Process) DID THAT TELL YOU ANYTHING RELEVANT HERE?
- Jean Lave and Etienne Wenger in early 1990s, following from Dewey, Vygotsky, and others Study of apprenticeships Learning Communities
- Essentially a grid guiding reflection and action D-Syst Diagnose Adaptive challenge Diagnose political landscape Act-Syst Make interpretations Design effective interventions Act politically Orchestrate conflict Build adaptive culture D-Self See self as system/identities Prioritize loyalties Know yourself Broaden your bandwidth Understand your role Articulate your purpose Act-Self Stay connected to your purpose Engage courageously Inspire people Run experiments thrive
- Networks Identity