Sharon Stewart Twitter sjstewart email sharon stewartcity ac

Sharon Stewart Twitter: s_jstewart e-mail: sharon. stewart@city. ac. uk TO WHAT EXTENT DO LIBRARY & INFORMATION PROFESSIONALS ACTIVELY MANAGE CHANGE? AND WHY DOES IT MATTER?

CONTENT • Background • Definitions • Methodology • Results & Conclusion • Questions

BACKGROUND • Personal experience • Change is necessary for survival • 70% Change efforts fail • Rapid change commonplace for LIPs • Need strategic approach: mounting pressures • Drivers: External & Internal

WHY DOES IT MATTER? “If we fail, let's fail because we tried too hard rather than because we failed to act. Let not some future library historian look back at our moment in time and say they could have adapted, they would have met change, but they failed to act. ” (Summers, 1990, p. 179)

RESEARCH OBJECTIVES 1. Identify CM theories, models, tools and techniques. 2. Do LIPs manage change or endure it? 3. LIPs attitudes towards CM. 4. Is there a correlation: systematic approach to change / perceived success of a transition.

DEFINITIONS ‘Change Management’ ‘Change Agent’ ‘Model’ Sources: ‘Change Agent’ - https: //visionedgemarketing. com/five-steps-for-serving-as-an-effective-agent-of-change/ ‘Model’ - https: //saylordotorg. github. io/text_principles-of-management-v 1. 1/s 11 -05 -planning-and-executing-change-. html ‘Change Management’ - https: //kissflow. com/bpm/make-bpm-stick-with-good-change-management/

METHODOLOGY • Desk Research (i. e. books, LISTA, journal articles, reports, websites, blogs, TED & You. Tube) • Mixed Methods Research Approach (surveys: questionnaire & semi-structured interviews)

LITERATURE HUGE amounts! (engineering, business & psychology) Major Themes • • Conflicting theories Paradigm shift Limitation of CM research Why change efforts fail • • 70% failure rate Resistance Change Agents Leadership

MANAGING CHANGE 1. Models 2. Tools 3. Resistance Techniques 4. Outsourcing 5. CM Mentoring/Coaching 6. Drawing on one’s own experience

RESISTANC E Source https: //www. biggestjob. com/2013/attitudes-productive-andunproductive/ Source: www. forbes. com/sites/jacquelynsmith/ 2014/01/17/12 -tips-for-overcoming-your-fear-ofchange-at-work-2/#5366525 d 2735

RESULT S 90% of LIPs surveyed think that CM is important in LIS (108) • Survival • Advancing Technology • Environmental changes (i. e. economic & regulatory) • LIS changing roles • Public sector funding cuts • Resistance And yet, nearly one third of respondents have never received CM training in any form.

CM CHALLENGES • PEOPLE: teamwork, culture, subjectivity, resistance, resilience, engagement, expectations & delivery. • PROCESSES: inefficient workflows, ineffectual automation, poorly designed procedures & lack of quality assurance. • APPROACHES: Poorly managed change can lead to failure, chaos, mental health issues, financial loss, demotivated/loss of staff, regulatory issues & compliance breaches.

WHY DO SO FEW LIPS ACTIVELY MANAGE CHANGE? 72% of LIPs are convinced that a more proactive approach to CM would increase the likelihood of a favourable outcome for future transformative changes. • • Lack of awareness Lack of training Lack of time Models too rigid • • Pressure to deliver Not my job/grade Don’t get heard Lack of resources

RECOMMENDATIONS • CM & Leadership Training on LIS courses • CM forum for LIPs to share their experience • Further research on how effective CM is in LIS

CONCLUSION • Change is hard • CM can be confusing: conflicting theories & approaches. • Resistance is the main blocker for successful change. • Issues: lack of awareness, training, time & money. • Culture has a significant impact on the way employees view change so addressing the issues might not be enough.

SUMMARY • Background and why CM is important in LIS • Definitions of CM, Change Agent & Models • Research methodology & results • Recommendations: Education, LIS CM forum & further research

ANY QUESTIONS? Source: http: //startupmanagement. org/2017/12/26/13 -questions-for-the-blockchain-as-weenter-2018/