|LIVING THE FUTURE 4 |
|THURSDAY, APRIL 25, 2002|
|Note: Thursday's presentations will be primarily from University of Arizona functional and cross-functional teams. Refer to the links from the schedule to those teams' websites for additional information.|
|1:45 - 3:00 pm Cross-Functional Team Presentations/Reports|
Customer-Oriented Library Alignment:
"Re-Re-Engineering The Organization: Accommodating New Work In A Team-Based Organization."
In 2000, seven years after the University of Arizona’s initial reorganization, it became apparent that both global and local changes in our work environment meant that it was time to take a fresh look at our structure. To accomplish this in a team-based fashion, the Library appointed COLA, the Customer Oriented Library Alignment Team. COLA members Paula Wolfe and Robert Mitchell will review both the process and the outcome of this yearlong effort to modify the Library’s structure to accommodate new work. (Robert Mitchell and Vicki Mills)
Information Commons Training Team Workshop:
"Developing Training for the Information Commons." A practical workshop about the philosophy and methods of developing reference and technology training modules for staff and students working in the Information Commons (a combined reference room and computer lab). Modules were created so that a variety of instructors, not just those creating the modules, could teach them. Each module was created around learning objectives and included tests to measure learning. Examples of training modules and tests will be shared with participants. (Ruth Dickstein and Vicki Mills)
FRIDAY, APRIL 26, 2002||
9:00 - 10:30 am Concurrent Panels and Presentations||
Process Mapping: The User-Centered Approach to Organizational Design
Raynna Bowlby, Organizational & Staff Development Officer, firstname.lastname@example.org
Dan O’Mahony, Government Documents Coordinator, Daniel_O'Mahony@brown.edu Brown University Library
The Brown University Library has used its Strategic Plan -- with its focus on the future and on the Library’s contribution to students, faculty, and other stakeholders in their research, teaching, learning, and stewarding roles -- as the basis for redefining the Library’s work. The Plan laid out several critical missions for the Library to embrace; to accomplish these we envisioned our human resources grouped into organizational constructs called Collaboratives. From the missions, we determined specific outcomes that enhance the core activities of users. The key work processes required to achieve each outcome were graphically and textually described through process maps.
A Consortium's Model for Staff Commitment.
Jean Lacovara, Assistant to the Chief Information Officer, Library Publications and Communications Librarian, Bryn Mawr College, email@example.com
John Anderies, Music Librarian, Haverford College, firstname.lastname@example.org
This program will discuss how a task force, charged by the directors of the Bryn Mawr, Haverford, and Swarthmore College libraries, explored the topic of staff development, including continuing education and building support for a learning organization. The taskforce constructed a three-step program to initiate organizational change on several levels and to involve the libraries' staff in their own learning development. We will discuss the evolution and results of a survey, discussion groups, and an individual learning development plan that were designed and built by members of the task force. Participants will have an opportunity to fill out the individual learning plan and discuss in small groups the model's possibilities for organizational change from within the institution. Participants will leave with a copy of the survey and their own learning development plan.
Using Cross Functional Teams As a Strategy for Improved Library Communication and Effectiveness
Richard Bleiler, Reference Librarian, Humanities; Library Liaison to English & German Departments, Richard.Bleiler@uconn.edu
Lisa Hendricks, Information Desk Specialist, Lisa.Hendricks@uconn.edu
homas Wilsted, Area Head Archives & Special Collections & Director, Thomas J. Dodd Research Center, Tom.Wilsted@uconn.edu
Rutherford Witthus, Curator, Literary and Natural History Collections & Coordinator of Technical Services & Automation Librarian, Rutherford.Witthus@uconn.edu University of Connecticut Libraries
The University of Connecticut Libraries have developed cross-functional teams as a means of addressing programs that impact the wider library. Some of the teams include the Web Publishing Team, the Liaison Advisory Team, the Network Services Team, and the Homer Advisory Team. These teams are made up of staff from across the Library and are chosen based on the skills needed to populate the team. Each group is given a charge that outlines their responsibility and authority and team leaders are chosen or appointed but each has specific responsibilities for leading the team. This workshop will discuss how this teaming approach has been used, what has been effective, and what modifications have been made over time to adjust and make the model more useful. Workshop participants will be given a case study that involves problem solving. The group will be divided into teams that will be organized around traditional and cross functional team organizations and asked to resolve the problem. They will be asked to report their solution, how each group reached their outcome and how effective each group was in achieving the result.
|10:45 am - 12:15 pm Concurrent Panels and Presentations|
Post Breakthrough Change: Aligning Systems, Policies and Programs
Jan Hayes, Assistant Director, NSLS, email@example.com
Maureen Sullivan, Organizational Development Consultant, MSull317@aol.com
The focus of this session will be NSLS’s efforts to sustain change over the long term by rethinking the areas of leadership development, planning, organizational processes and staffing. NSLS is one of the pioneers in organizational redesign. Their journey to become a learning organization began in 1996. The presenters will introduce tools and techniques used to gain staff commitment and to realign organizational systems.
The Organizational Change Highway: Green Lights and Speed Bumps
Sue Baughman, Assistant Dean for Organizational Development, firstname.lastname@example.org
Lori Goetsch, Director, Public Services, University of Maryland Libraries, email@example.com
The University of Maryland Libraries is committed to becoming a learning organization. In response to the changing needs of the University and the changing information needs of faculty, students and staff, the Libraries renewed and transformed its commitment to quality service. The Libraries have begun a systemic change process with the emphasis on individual and organizational advancement. Join us at this session to hear about the strategies that we are using to address the challenges staff face in preparing for change. One critical strategy is development of a broad-based learning curriculum that serves as the foundation for preparing staff for their new roles and responsibilities. Other strategies will also be shared. As part of this session, participants will assess their organization’s readiness for change and brainstorm strategies for preparing staff for organizational change efforts.
Crossing the Cultural Divide: Teams and IUPUI University Library
David Lewis, Dean of the IUPUI University Library, firstname.lastname@example.org
This session will tell the story of the IUPUI University Library's five year journey as a team-based organization. The focus will be on the strategies that have evolved to more successfully deal with our technology intensive environment and the expectations of our involvement with student success and retention. These strategies include our three times a year "organization weeks", overlapping team assignments, a commitment to developing talent internally, a recently developed client focus for our services group, a flat hierarchy, and a focus on assessment and performance measures. Participants will be presented with a case study of a team-based organization and have an opportunity to reflect on what has worked and what has not. The underlying assumption is that all libraries must cross the cultural divide that separates organizations which are internally focused on control and continuity from those that are outward looking, fast moving, and innovative.
|1:30 - 3:30 Concurrent Panels and Presentations|
The Gelman Library System, The George Washington University. A 2-part Presentation:
This work session is an interactive learning opportunity for LTF4 participants to compare the tools and/or techniques they use to facilitate major change within their organizations with those used by the Gelman Library System (GLS). In their recent efforts to weave learning organization principles into everyday operations and services, employees at the GLS decided it was time to 'walk the talk.' They wanted to stop talking about theories and start doing something! So far, their efforts have resulted in staff wide education in the concepts of a learning organization, the formation of LO action groups, and one department's initiative to function as a self managed team. Discussions include:
-A history of the learning organization within the GLSWalking the Talk is certainly a risk for GLS! Workshop participants will leave this workshop with an understanding of those risks, ideas for implementing significant change within their organizations, and the courage to "walk their own talk."
In the fall 2001, the opportunity arose for the Department of Special Collections to shift from a hierarchal organizational structure to that of a self managed team with co team leaders or facilitators. This presentation will address how the team came about, the choice of co team leaders, tools to assist the team, early and current difficulties in team management, individual mental models and concerns, turning points (a retreat with Shelley Phipps), administrative support and current direction (near the end of the one year trial). The attendees will be addressing the advantages and disadvantages involved with the creation and maintenance of a permanent departmental team, with a diverse work force. It will also apply to a library system relatively new to the concept of a learning organization.
Developing a Culture of Flexibility and Assessment: Reassignment of Staff and Implementation of the Balanced Scorecard
Gail Oltmanns, Associate University Librarian for Organizational Development, University of
Virginia Library, email@example.com
James Self, Director, Management Information Services, University of Virginia Library, firstname.lastname@example.org
The University of Virginia Library has in the last decade devoted considerable time and energy to working with employees and managers on staff reassignments within the Library. The purpose of these reassignments is to provide opportunities for employees to fill staffing needs in other departments while learning new skills to accomplish career goals. The benefits of these ongoing reassignments are: 1) library priorities are addressed more efficiently, 2) job enrichment for the employees, 3) an increase in staff and organizational flexibility, 4) increased knowledge of the overall operation and organization of the library, 5) staff growth and development, and 6) an improvement in interdepartmental understanding and cooperation.
The University Library is also working to develop a culture of assessment within the organization. A central element in this effort is the implementation of the Balanced Scorecard. The Balanced Scorecard is a collection of 20 to 30 metrics, or performance indications, based on library goals and objectives. It measures both current performance and potential for the future. The scorecard is balanced into four areas or perspectives: the user, finance, internal processes, and the future.
At the end of this session, participants will be able to: 1) Develop a program of staff reassignment based on organizational and staff needs, 2) Develop a plan to address a specific staffing challenge, 3) Identify and describe the components of the Balanced Scorecard, including the four perspectives, as well as the strategic objectives and metrics for each perspective.
Facilitating Change: Team Start Up at Emory
Alice Hickcox, Electronic Full-Text Specialist, email@example.com
Frances Maloy, Leader, Access Services, firstname.lastname@example.org
Linda Nodine, Human Resource Associate, email@example.com
Catherine Shiel, Team Leader, Circulation and Reserves, firstname.lastname@example.org Emory University
As part of the reorganization of the General Libraries at Emory University we designed a team startup process that uses library staff as facilitators to implement the process. The team start up process uses modular sessions that are flexible and customized to the needs of each team. Each module uses similar principles to build team understanding. A major design principle is that each module begins with individual inputs and moves to team inputs and team decisions. We will demonstrate one of the modules, and show how it does this. We will describe the team start up plan, and how we used internal facilitators to work with each team. The role of the facilitators is to help each team through the forming process, and to enable them to make team-based decisions, so that the teams can begin working together in the new organizational structure. Participants will experience a team building exercise and will gain an understanding of the overall process of team start up. The notebook, which is a step by step description of the process, is on our web site.
Drawing Board Dreams - Staffing Realities: Reorganizing to Fit the 21st Century Library
Jennifer Church, Head, Information Commons, email@example.com
Victoria Nozero, Head, Research and Information II, firstname.lastname@example.org
Wendy Starkweather, Director of Public Services, email@example.com University Libraries – UNLV
The session will focus on two organizational changes that occurred as part of UNLV Libraries' move to its new central library - the merger of 3 separate units and their existing staff into one large department (Research and Information II) and the creation of an entirely new department (Information Commons) with newly hired staff. A key leadership challenge associated with both of these changes was that of communication. The role and importance of communication will be addressed especially as it related to the tasks of keeping morale high despite numerous building delays, mixing and matching of personalities and working styles into a cohesive unit, identifying levels of information competencies among staff and student workers, and meeting internal and external expectations. Attendees will engage in interactive opportunities designed to help them experience some common communication problems. They will also have the chance to consider communication strategies that are needed to successfully implement new services and to effectively identify the needs and motivations of staff facing organizational change.