So many changes, so little time? How can we create, keep up with, and manage change in our libraries? Thank you for attending the breakout session on march 4, 2008. Feel free to log in an add your own comments to this page!


We are seeing the evolution of libraries and attempting to be all things to all people (without increasing the budget, of course!).

Our ability to change and do it well is what has kept us alive thus far.

What is the relationship of fear to change?

What is "the transparent library"?

• Open communication (no secrets, encourages conversation)
• Adapting to change
• Scanning horizons

Is this necessarily different than a "flexible library"?
What prevents a library from being transparent?
Is being flexible or transparent greater than organizational change?

Scanning the horizon: What's coming?

• Embedded librarians & more decentralization of services.
• Changes in library positions
• Job descriptions will be changing to include recruiting librarians and non-librarians in the fields of graphic design, marketing, computer programming, and outreach. This will alter workflows for everyone.
• We are moving from information providers to information collaborators by creating additional content for our users.
• Perhaps we will have a virtual library for each field of study.
• We are no longer simply the place users come to; more and more we are going to the users. As we go more digital, the library as a space becomes more valuable.
• The library is more than the resources on its shelves. It's people, feelings, an environment, a sense of community (specifically during times of disaster like 9/11), a safe, neutral place to share, learn and explore.
• People have a need to connect with other people.
• We are seeing a new generation of users who don't always need physical things.

What should/can we do?

• Do more user studies to determine what they want, in order to effect meaningful change for our users, (not just change for the sake of change)
• Find niche audiences and target our marketing towards them.
• Overcome silos
• Be known as librarians (not always a certain type)
• More outreach
• Inspire internal people to change their attitudes. Is this possible?
• Facilitate changes in public perception about libraries (we're notjust a place to read)
• Start thinking of different avenues to reach students (people are the added value in libraries)
• Be more personable
• Watch that we're not doing things that make us comfortable or happy, but focus on talking and listening to users.

The way people get information now is completely different than the past generations.

Remaining Relevant
One way we can remain relevant is to start with talking with and about the community. What are the user needs? At first, don't even think about library applications or services. After brainstorming about user and community needs, then start thinking about how the library can meet those needs. Then, do it!

One thing that helps us is that we offer free space, free materials and services, and (usually) immediacy. However, are people willing to pay for faster & better services?

What do we need to do to be leaders for the future?
• NYLA Leadership Institute
• SU class leadership in libraries and management in libraries
• Perhaps we need more management skills
• Lack of mentoring in libraries

Leadership is different than library management

What are the qualities of a real leader?

• Knowing when to take control
• When to let go of control
• Different levels of vision
• To recognize and encourage leadership in others (empowerment)
• Respect for staff, that you value them, constructive criticism
• Ability to listen without becoming defensive

How do you work with someone who is resistant to change?

• Encourage them to take responsibility, help them understand that this is a reality and at some point they have to decide to buy in or not.
  
• When encountering problems with tenured or long-time civil service librarians (and faculty members), they sometimes see no need or reason why they should change. How do you deal with that kind of a mindset?
• Sometimes these people are embedded in a cynical micro-culture. As a leader, you need to try to make changes to those micro-cultures (move people around, make small changes, appreciate the network in which that person works, try to influence social work factors).

Strategic Planning Changes:
What library skills were taught/needed before we started focusing on technology? Perhaps we need to go back to the people skills and basic library functions of the past. It isn't all about technology, we should work more on the people aspect of librarianship.

Case Study of strategic planning discussed: We developed an assessment plan for the library to identify things we would like to do (facilities) and resources. We identified that what we could do without investing a lot of money was improve our services (in place, in the dining hall, in the dorms, where the users are). We planned changed aided by assessment. Our library is thinking about using LibQUAL. The writing center & education resource center are now going to be housed in the library.

Resources
One Stage at a Time: migration, grief and a new generation - ILS Migration Stages of Grief by Andrew K. Pace

Keeping Up With the Field- Ideas for staying "in-the-know"

The Transparent Library- what makes us succeed as a team
(you can get the Transparent Library column from Library Journal in your RSS reader here)

Planning for New Library Futures- long- range strategic planning