Libraries as Learning Organizations
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Transcript of Libraries as Learning Organizations
5th Marina G. Dayrit Lecture SeriesNational Library of the Philippines
T.M. Kalaw, Manila, 29 November 2013
LEARNING ORGANIZATION IN LIBRARIESChristine M. AbrigoDe La Salle University Libraries
“It is not the strongest of the species that survives, nor the most intelligent, but the ones most responsive to change.”
-- CHARLES DARWIN(on survival of the fittest)
“It is not the strongest of the species that survives, nor the
most intelligent, ARE the ones most responsive to change.
-- CHARLES DARWIN(on survival of the fittest)
Does your library thrive on…
“Academic librarians struggle to understand the dimensions of (the) change and to find the
means to accomplish it.”
-- FOWLER, 1998
UnderstandingLEARNING
when do you know you are learning?
When you commit shortcomings;
When you fail at something
Problem: Making mistakes in an organization becomes a personal issue.
This culture has to be erased and
instead, be realigned to the
culture of learning.
Learning in the context of LO
Lifelong generative• expanding it to
produce the results that we want to achieve
Continuous and conscious
Getting your act together and move forward• Lessons learned,
lessons applied
Doing your homework• Identify
problems/gather data, review all areas - people, processes
Types of Learning
• Short term• Just in time; deal everything at hand• Keeping current processes, systems,
operations, services at bay• End product: Plateau
• Nothing added, nothing removed, nothing changed, no new development; Just existing
Maintenance learning
Types of Learning
• Long term• Vision-oriented
• New knowledge is acquired and applied; working to achieve the best improvements
• Participatory• End product: Bamboo
• Adaptable, useful, forward-looking, injects innovations and change
Anticipatory learning
UnderstandingLEARNING ORGANIZATION
Learning Organization
• Ideal form of organization• Needs effort
Organizational Learning
• Activities/processes• Exists without any efforts
vs.
LEARNING ORGANIZATION
Learning Organization
"Organizations where people continually expand their capacity to create results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.“
(Peter Senge, 1990)
Learning Organization
"An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.“
(Giesecke and McNeil, 2004)
An organization that rocks the boat.(CMAbrigo, 2013)
LO takes place in…
Organizational
Group
Individual
LO takes place in…
Your library
Your team
You
Learning Organization
NOT a self-serving school of thought,
but an organization-serving discipline
NOT a self-serving school of thought,
but an organization-serving discipline
Always geared towards
improvement (all levels)
Always geared towards
improvement (all levels)
A source of competitive advantage
A source of competitive advantage
End goal: Organizational effectiveness
End goal: Organizational effectiveness
How do you spell LO?
A cquiring knowledgeC reating knowledgeT ransferring knowledgeI nstituting changeO vercoming failures to gainN ew knowledge
…For YOUR Library.
Disciplines of LO (Senge, 1990)
Designed to be inter-connected; You can choose to learn and apply any.
You are not expected to master all in one go. But you can try.
Disciplines of LO (Senge, 1990)
Personal mastery• Developing knowledge and
skills that will benefit both self and organization
• Continuously hones craft with the future of the organization in mind
Disciplines of LO (Senge, 1990)
• Embedded assumptions and generalizations of how the organization is viewed
• Ingrained perceptions that affect one's actions and learning behavior
• Maybe negative, maybe positive
Mental models
Disciplines of LO (Senge, 1990)
Shared vision
Forming one vision for the organization and work together to realize it
Not just a statement, but a picture of the future that will inspire one to learn and be a contributor to keep the organization moving forward
Disciplines of LO (Senge, 1990)
Team learning
Personal masteries in one pot
Open environment; all on equal footing
Successful only if there is a shared vision
Disciplines of LO (Senge, 1990)
• The glue that sticks all disciplines together
• Seeing that one action affects the entire organization (holistic view)
• Everything in the organization is interrelated
• A thinking that will lead to the continuous improvement of the organization
Systems thinking
LO Model (Senge, 1990)
CORE LEARNING CAPABILITIES
• Personal mastery• Shared vision
• Team learning• Mental models
• Systems thinking
The ball game calledLEARNING ORGANIZATION
Players
Manager
•Leader•Visionary•A 'big picture' person•Learner
•Staff•Work-related learning•Brains are picked; allowed to speak their minds out•Skills are appreciated•"Strike anywhere" attitude
People
Players
Should create opportunities for learning (therefore, improving services)
Organization
Game
• Learning behavior
Ball
• Knowledge • You manage it, then you share it
LEARNING ORGANIZATIONin Libraries
How does your library become a LO?
Be best friends with Change
Promote learning; challenge thinking
SHARE knowledge
(leads to change for the
betterment of the organization)
Reward learning
Current reality
You subconsciously practice LO principles.
How other libraries apply LO
• Session 100 - Libraries as learning organisations: how to nurture growth in our staff and our communities - Continuing Professional Development and Workplace Learning with Education and Training (79th IFLA WLIC 2013, Singapore)
Some LO practices mentioned in Session 100
University of Western Australia• Service implementation method (New
service: Student ID Support)• Core capability: Reflective conversation
State Library of Victoria• Maturity assessment matrix• Core capability: Aspiration
Some LO practices mentioned in Session 100
University of Bucharest• KM model for Romanian academic libraries• Core capabilities: Aspiration and Reflective
conversation
Virginia Tech University Libraries• New instructor cohort• Core capabilities: Aspiration and Reflective
conversation
So, you think your library can dance to the tune of LO?
LEARNING ORGANIZATION in the Local Library Scene
Why do we strive for our library to become a learning organization?
Because we are in the business of imparting knowledge (and this is dynamic) to our clients.
We level up our learning as an organization because lifelong learning is our
mission for our stakeholders.
Why do we strive for our library to become a learning organization?
Because of the growing• competition for services• new technologies• changing customer expectations• changing values in the workplace• challenges of higher education
Common issues
Making excuses about learning new things (e.g., low confidence level, no budget, et
al.)
Making excuses about learning new things (e.g., low confidence level, no budget, et
al.)
Organizational
near-sightedness
Organizational
near-sightedness
Complacency
(simply exists)
Complacency
(simply exists)
FactionsFactionsBundy clock attitude (a willing prisoner of
routine)
Bundy clock attitude (a willing prisoner of
routine)
Taxing in time and energy to implement
ideas
Taxing in time and energy to implement
ideas
Practical applications
TIP: Focus and develop 1 or 2 LO disciplines e.g., Shared vision + Mental models
Practical applications
• Should be the primary mover on behalf of the entire library organization
• Maps out strategic directions for the library
Head or Chief
Librarian
• Should be active not just in acquiring new knowledge, but more importantly, to use this knowledge and SHARE it with co-staff
Staff
DLSU Libraries version of LO
Our motto
Though no concrete framework yet, LO principles are apparent
Lifelong learning
“Re-defining the way we learn”
Team learning
• Annual in-house general staff training and policy refresher
• Librarians’ mentoring
Team learning
Sharing knowledge gleaned from trainings / conferences / seminars participated in
Shared vision
Framing a common vision from bigger group down to the library group
Personal mastery
• Active participation in skills trainings and research
• Integrating knowledge gleaned to the library operations for improved service
“Mission and purpose will abide; methods and modes
will morph.”-- Rettig, 2003
What is your charge?
Be flexible. Sway with the wind but keep your stand.
Challenge
As the Supervisor/Head
Create a climate of learning,
experimenting, risk taking. (Giesecke &
McNeil, 2004)
See the big picture LEAD
Challenge
As the Staff• Appreciate change; accept
challenges• Acquire new and beef up
skills…BUT, impart what you know
Challenge
As an ORGANIZATION
Be one in mind
Acquire new knowledge and beef up skills…BUT, impart what you know
Is your library a LEARNING ORGANIZATION?
SCALE
4 = applies fully
3 = applies to a great extent
2 = applies to a moderate extent
1 = applies to little or no extent
*Source: Marquardt, M. (2002). 16 steps to becoming a learning organization. Virginia, USA: ASTD (American Society for Training & Development) Press.
Learning Organization Profile*
Below is a list of statements. Read each one carefully, then decide the extent to which it actually applies to your
organization by using the scale below:
4 = applies fully
3 = applies to a great extent
2 = applies to a moderate extent
1 = applies to little or no extent
Be honest with your answers as the goal is to identify where your organization is presently at so that you can make
improvements.
Learning Dynamics: Individual, Group or Team, and Organization
_______ We are encouraged and expected to manage our own learning and development.
_______ People avoid distorting information and blocking communication channels, using such skills as active listening and
effective feedback.
_______ Individuals are trained and coached in learning how to learn.
_______ Teams and individuals use the action learning process. (that is, they learn from careful reflection on problem
situations, and then apply their new knowledge to future actions.)
_______ People are able to think and act with a comprehensive, systems approach.
Organization Transformation: Vision, Culture, Strategy, and Structure
_______ Top-level managers support the vision of a learning organization.
_______ There is a climate that supports and recognizes the importance of learning.
_______ We learn from failures as well as successes.
_______ Learning opportunities are incorporated into operations and programs.
_______ The library is streamlined--with few management levels--to maximize communication and learning across all levels.
People Empowerment: Employee, Manager, Customer, and Community
_______ We strive to develop an empowered workforce able to learn and perform.
_______ Authority is decentralized and delegated.
_______ Managers take on the roles of coaching, mentoring, and facilitating learning.
_______ We actively share information with our customers to obtain their ideas to learn and improve services and products.
_______ We participate in joint learning events with supplies, community groups, professional associations, and academic
institutions.
Knowledge Management: Acquisition, Creation, Storage and Retrieval, and Transfer and Use
_______ People monitor trends outside our library by looking at what others do--for example, by benchmarking best
practices, attending conferences, and examining published research.
_______ People are trained in the skills of creative thinking and experimentation.
_______ We often create demonstration projects to test new ways of developing a product or delivering a service.
_______ Systems and structures exist to ensure that important knowledge is coded, stored, and made available to those
who need and can use it.
_______ We continue to develop new strategies and mechanisms for sharing learning throughout the organization.
*Source: Marquardt, M. (2002). 16 steps to becoming a learning organization. Virginia, USA: ASTD (American Society for Training & Development) Press.
Technology Application: Information Systems, Technology-Based Learning, and EPSS (Electronic Performance
Support Systems)
_______ Effective and efficient computer-based information systems help our organizational learning.
_______ People have ready access to the information superhighway--for example, through local area networks, the Internet,
and so on.
_______ Learning facilities such as training and conference rooms incorporate electronic multimedia support.
_______ We support just-in-time learning with a system that integrates high-technology learning systems, coaching, and
actual work into a seamless process.
_______ Electronic Performance Support Systems (EPSS) enable us to learn and do our work better.
Scoring (Maximum Score 100)
81 - 100: Congratulations! You are well on your way to becoming a learning organization!
61 - 80: Keep on moving! Your library has a solid learning foundation.
40 - 60: A good beginning. Your library has gathered some important building blocks to become a learning organization.
Below 40: Watch out! Time to make drastic changes if you want to survive in a rapidly changing world.
YOUR PROFILE
E-mail address: _________________________________
Type of library where you are currently connected:
☐ Academic
☐ School
☐ Public
☐ Special
Number of years connected to this library:
☐ 0 - 3
☐ 4 - 6
☐ 7 - 9
☐ 10 - above
Your current level of management in this library:
☐ Top management (i.e., Director/Chief Librarian/University Librarian, and the like)
☐ Middle management (i.e., Section/Department/Branch or satellite library Head)
☐ Others (please specify) _________________________________
SCORES
81 - 100 = Congratulations! You are well on your way to becoming a learning organization!
61 - 80 = Keep on moving! Your library has a solid learning foundation.
40 - 60 = A good beginning. Your library has gathered some important building blocks to become a learning organization.
Below 40 = Watch out! Time to make drastic changes if you want to survive in a rapidly changing world.
What does it take…?
Proactive LibrarianProactive Librarian
Flexible Organization
Flexible Organization
Learning Library
Organization
Learning Library
Organization
KEEP.MOVING.
FORWARD.
Thank [email protected]
ReferencesGarvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization?. Harvard Business Review, 86(3), 109-116.
Giesecke, J. and B. McNeil. (2004). Transitioning to the Learning Organization. Faculty Publications, UNL Libraries. Paper 5. http://digitalcommons.unl.edu/libraryscience/5
Jain, P. and S. Mutula. (2008). Libraries as learning organisations: implications for knowledge management. Library Hi Tech News, Vol. 25 Iss: 8, pp.10 - 14.
Marquardt, M. (2002). 16 steps to becoming a learning organization. Virginia, USA: ASTD (American Society for Training & Development) Press.
Ortenblad, A. (2001). On differences between organizational learning and learning organization. The Learning Organization, 8(3-4), 125-133.
Stephens, M. (2013). Learning To Learn. Library Journal, 138(11), 44.
Worrell, D. (1995). The learning organization: Management theory for the information age or new age fad?. Journal Of Academic Librarianship, 21(5), 351.
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