Using Change Management to Transform Your Library Workshop
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Transcript of Using Change Management to Transform Your Library Workshop
Using Change Management to Transform Your Library
Catherine B. SoehnerUniversity of [email protected] 4, 2016
J. Willard Marriott Library
Outline
My background Literature on Organizational
Change Commonalities Translation to Real Experience Individual Change
Photo by mkarsakov. CC-BYNCSA
J. Willard Marriott Library
My Background
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National Library of Medicine
Photos by Elizabeth Skene and Accretion Disc. (CC-BY)
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University of California, Santa Cruz
Photos from http://library.ucsc.edu/science and http://www.archive.org/web/web.php
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University of Michigan
Photos by Mlibrary and Rachel S. Goldman
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University of Utah
Photo by Catherine Soehner, CC BY-ND 2.0
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Literature on Organizational Change
Unshelved. Used with permission.
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Four Articles/Book ChaptersEckel, Peter, Green, M., Hill, B., & Mallon, W. (1999). On Change III - Taking Charge of Change: A Primer for Colleges and Universities. Washington, D.C.: American Council on Education.Kotter, John. "Leading Change: Why Transformation Efforts Fail.” HBR Articles, 2007: 1-10.Hanleybrown, Fay, John Kania, and Mark Kramer. “Channeling change: Making collective impact work.” Stanford Social Innovation Review 20 (2012): 1-8.Judge, William Q., R. Steven Terrell. “Navigating the White Water of Organization-Wide Change.” Chapter 4, 51-72. In: Carter, Louis. Change Champion’s Field Guide: Strategies and Tools for Leading Change in Your Organization (2nd Edition) : John Wiley & Sons.
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Common FeaturesEckel, et.al.•Create the Context•Lead with Teams
•Develop Change Strategies•Engage the Campus Community•Deploy Resources
•Provide Evidence of Change
Kotter; and Judge & Terrell•Create Urgency•Form a Powerful Guiding Coalition•Create a Vision
•Communicate the Vision•Empower Others to Act•Plan for and Create Short-term Wins•Consolidate Improvements•Institutionalize New Approaches
Hanleybrown, et.al.
•Backbone Support
•Common Agenda
•Continuous Communication•Mutually Reinforcing Activities•Shared Measurement
Hat tip to Estella Lopez for this table.
J. Willard Marriott Library Judge, William Q., R. Steven Terrell. “Navigating the White Water of Organization-Wide Change.”
…sometimes those leading change become too focused on others changing and adapting
without considering how they must change and adapt themselves.
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Self Reflection
Stone, Douglas, and Sheila Heen. Thanks for the feedback: The
science andart of receiving feedback well.
PenguinUK, 2014.
Oshry, Barry. The possibilities of organization. Power & Systems Training, 1992.
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Douglas Stone and Sheila Heen
Recognizing our Blind Spots Rejecting Feedback – Identity
Trigger Shift from “That’s just wrong” to
“Tell me more”
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Blind Spots
Sometimes feedback that we know is wrong really is wrong.
And sometimes, it’s just feedback in our blind spot.
--Douglas Stone & Sheila Heen
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Identity Trigger
I don’t know what’s going on!
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Tell me more
Move from “That’s just wrong” to “Tell me more.”
--Douglas Stone & Sheila Heen
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How many of you recognize blind spots in others?
Name a few of those.
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Identity Triggers
Using one or two words, describe one aspect of your identity.
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Can you imagine saying “Tell me more” rather than “That’s just wrong”?
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Barry Oshry
Typical = Internal Warfare People respond based on their place
in the organizational structure
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Bottoms We see negative conditions We believe others (higher ups) could
fix these conditions if they chose to And, they don’t We hold the higher-ups responsible
for what is wrong Leads to a sense of oppression
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Middles Between two or more people in the
organization who are in disagreement
Or have differing priorities or perspectives
One or more parties is pulling us into the middle
We slide into the middle of other people’s issues and conflicts
We make their issues our issues
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Tops
We are responsible for some operation or a piece of it
It is complex We suck up all responsibility to
ourselves and away from others Leads to feeling burdened
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Which place in the organization do you identify with most?
Top, Middle, or Bottom
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The Way Out
Individual choices Recognize how we contribute Freedom to act differently
Hope = Partnership
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Translation to a Real Experience
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Article
Kotter, J. P. (2007). Leading change-why transformation
efforts fail. HBR Articles, 1-10.
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Kotter’s 8 Stages
1. Establish a sense of urgency2. Form a powerful guiding coalition3. Create a vision4. Communicate the vision5. Empower others to act on the vision6. Plan for and create short-term wins7. Consolidate improvements and produce
more change8. Institutionalize new approaches
J. Willard Marriott Library
BackgroundUniversity of Utah•Public institution in Salt Lake City•32,000 students
Marriott Library•150 full-time employees•Two IT departments: “Library IT” and “Computing and Media Services”•IT departments: total of 43 employees
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Is it working? Duplicate processes and servers Desire to increase our digital library
efforts
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Feedback
Open invitation to meet with Associate Deans
Small group meetings Individual meetings
Photo by: Highways Agency CC-BY
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SWOT Analysis Weaknesses
o Work across organizational lines is difficulto Very little transparencyo Lack of coordination
Threatso Duplication of effortso Desire to build everything ourselveso Technology is changing rapidly
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Step 1: Establish a Sense of Urgency
Photo by Lauren Currie. Used with permission.
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Step 2: Form a Powerful Guiding Coalition
Photo from The University of Utah – Athletics collection.
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Step 3: Create a Vision
Photo by Catherine Soehner, CC BY-ND
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Observations
Managers are not always capable of leadership
“You’re not listening to us!” More communication! Blunt conversations are sometimes
necessary
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Leadership
A paralyzed senior management often comes from having too many managers
and not enough leaders…--John P. Kotter
Photo by Critter, CC BY-SA
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“You’re not listening to us!”
We are listening.
We just disagree.
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Communicate Even More
Sense of Urgency Vision
Without credible communication, and a lot of it,
the hearts and minds of the troops are never captured.
--John P. Kotter
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How many of you have implemented a change very well, did many of the things that we have talked about, and still found that there was at least
one person who continued to
resist the change?
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“Resistance is Futile”--The Borg, Star Trek: The Next Generation
Photo by Nathan Rupert CC-BYNCND
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Blunt Conversations
Move from Selling
To Telling
--Peter Bromberg
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Blunt Conversations
I understand what you are saying. I hear that you still have concerns. I just disagree that those concerns will be
devastating. And,
Unfortunately for you
I’m in charge.
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Individual Change
Our organizations are made up of individuals.
Our ability to work with individuals to help them succeed is pivotal.
Often involves conflict.
Photo by Amy McTigue CC-BYND
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Types of Difficult Conversations
You are not performing adequately.I need you to do something you don’t want to do.I need you to stop doing something you like to do. Maybe something you feel entitled to do.Privately confront a resister to change.
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How many of you would rather do anything else than have a difficult conversation with a “difficult employee?”
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A Productive Difficult Conversation Preparation
Get ClearGather ResourcesClarify your Message(s)
During the conversationState the FactsAskListenExplore optionsPay Attention
After the ConversationWrite it upKeep it up
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Preparation – Get Clear
Why do you need to have this conversation?
Why do you need to have this conversation now?
What might happen if you don’t have this conversation? Photo by Fabiola Medeiros. CC-BY
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Preparation – Gather Resources
Relevant documentation
Consult other people
Personal information
Photo by Anne G. CC-BYNCSA
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Prep – Clarify Your Message(s)
What do you need to make sure is clear to this person? Facts of the situation Your expectations of them
Have you considered your emotions? Keep message(s) to a minimum Be Direct and Compassionate Think about potential options
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During the Conversation – State the Facts
Avoid: It has come to
my attention Always and never Imputing motive
Photo by _andrew. CC-BYNC
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During the Conversation – Ask
“So, tell me what you think about this.” “Tell me more about this from your
perspective.” “I want to understand your position, so
tell me about your point of view.”
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During the Conversation – Listen
Photo by Jonathan Powell. CC-BY
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During the Conversation – Repeat Back
Repeat back what you heard. They will immediately clarify. The point = the other person feels heard. Ask, “Is that right? Is there anything
else?”
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During the Conversation – Explore Options
I want you to succeed. Let’s work together.
What options are available that help this person meet expectations that are still ok with you?
Options that work best for both parties.
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During the Conversation – Pay attention
Limit small talk. Limit distractions. Use immediacy cues. Manage time.
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After the Conversation – Write it up Thank you The facts and the expectations Anything the employee agreed to do Anything that you agreed to do Correct any misunderstandings By a particular date Keep Human Resources in the loop
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After the Conversation – Keep it up
Keep up appointments and write up the content
Establish a pattern Talk to Human Resources If continued non-compliance, begin
disciplinary action after talking to Human Resources
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Conclusions Flexibility is important Have a real reason to change Communicate even more Individual conversations
Photo by Chrissy Wainwright, CC BY-NC 2.0
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Thank you Ann Darling, Department of Communication,
Office of Undergraduate Studies Ann Marie Breznay, Interim Associate Dean for
Library IT, J. Willard Marriott Library, University of Utah
Melanie Hawks, Learning and Development Coordinator, J. Willard Marriott Library, University of Utah
Teri Olsen, Director of Project Development, Innovation and Collaboration, University of Utah Health Care, University of Utah
J. Willard Marriott Library
Questions?
Catherine B. SoehnerUniversity of Utah, [email protected]
Photo by U-EET. Used with permission.