And its all change Jessie Kurtz Deputy Librarian

And it’s all change…………. Jessie Kurtz, Deputy Librarian Trinity College Dublin

It’s actually organisational development • At the core of OD is the concept of an organisation, defined as two or more people working together toward one or more shared goals. Development in this context is the notion that an organisation may become more effective over time at achieving its goals. • OD is a long range effort to improve organisation's problem solving and renewal processes, particularly through more effective and collaborative management of organisational culture, often with the assistance of a change agent or catalyst and the use of theory of applied behavioral science. • Organisation development is a relationship between a change agent and an organisation for the purpose of using applied behavioral science to improve organisational performance and the capacity of the organisation to improve itself.

With a ‘pinch’ of applied behavioral science. One of the outstanding characteristics of OD that distinguishes it from most other improvement programs is that it is based on a "helping relationship. " The change agent is not a physician to the organisation's ills; s/he does not examine the "patient, " make a diagnosis, and write a prescription. Nor does s/he try to teach organisational members a new inventory of knowledge which they then transfer to the job situation. Using theory and methods drawn from such behavioural sciences as psychology, sociology, communication, cultural anthropology, , organisational behaviour, economics, and political science, the change agent's main function is to help the organisation define and solve its own problems. The basic method used is known as action research. This approach consists of a preliminary diagnosis, collecting data, feedback of the data to the client, data exploration by the client group, action planning based on the data, and taking action.

Action Research: My methodology (1) Preliminary diagnosis – gleaned from my expertise, experience, and as part of my orientation process - it is always a good idea to shadow staff or have them take you on a tour of the procedures. It’s always a great opportunity to ask ‘why’ and get candid ideas about how organisations are set up in the fashion you find them (2) Collecting data – these are my one-on-one meetings with the staff to get their opinions and views (new or annually) (i) what do you like about your job? (ii) what do you dislike? (iii) where do you see yourself in 3 -5 years? (iv) how can we help you get there? (v) if there was one thing about the Library you would change what would it be?

Documenting your finds (3) Feedback of the data (i) This becomes a blend of your ideas and those you heard about in your individual meetings, shadowing exercises and tours. (ii) Depending on the outcomes the document may end up being a 3 -5 year strategic plan with annual actions/goals (iii) The document is draft until the staff agree it (iv) This gives credence to what was said and shows the importance you place on staff and their input.

Use of task groups (4) Data exploration by the client group, action planning based on the data, and taking action – this will be dependent on the ‘change’. I’ve used task groups effectively It is always wise to have a vocal opponent on the task group – as if you can win them over – you have won the whole staff – this can be a bit tricky – so should be used wisely

It’s not as simple as it often looks.

Some examples (1) • University of Saskatchewan – mending project - collection of 10, 000 items and growing - in about 10 sequences and growing - buy-in from the top - some authority - role of mending team - subject librarian input – coffee Fridays - library assistant understanding - life a lot easier + space returned to students - idea sells itself

Some examples (2) • University of Victoria – relocation of the Short Loan Unit adjacent to the Circulation Desk - 2 staffed points on separate floors - staff illness – aging workforce - recruitment issues - closed stacks/retrieval service - workload issues - specialist service concept - only option = relocation, open access - loan desk/periodicals/copier area effected - selling the concept!

Some examples (3) • University of Manchester – self-issue machines - can’t keep up with queues in spite of book boxes etc. - aging workforce - expanding hours – short loan collection accessibility - Task Force to deal with whole project

Gauging Success • • S= strategic U= understood C= communication & consultation C= clear benefits E= enthusiastically anticipated S= staff led S= supported

Wishing you good luck!! – remember No change will be perfect All you can do is your best You’ll have lots of time to practice as…. . “Nothing endures but change ” - Diogenes Laertius (c. 200 A. D. ) Feel free to contact me at: jessie. kurtz@tcd. ie