University Library as Institutional Change Agent

Elizabeth L. Paul, Ph.D.Provost and Vice President of Academic Affairs

Stetson University

Charleston ConferenceNovember 8, 2013

The Higher Education Landscape

American higher education has become … increasingly risk-averse, at times self-satisfied, and unduly expensive. It is an enterprise that has yet to address the fundamental issues of how academic programs and institutions must be transformed to serve the changing educational needs of a knowledge economy. It has yet to successfully confront the impact of globalization, rapidly evolving technologies, an increasingly diverse and aging population, and an evolving marketplace characterized by new needs and new paradigms.

– Commission on the Future of Higher Education, 2006

One University in the National Higher Education Landscape

• Stetson University

– A private university with four locations in Central Florida

– 2700 undergraduate students / 1400 graduate students (1000 law)

– Primarily residential

– Four Colleges/Schools: Liberal learning core

– Character of learning: rigor, relationship, responsibility

One University in the National Higher Education Landscape

• Libraries

– duPont-Ball Library• Multidisciplinary• Supports undergraduate and graduate programs in College

of Arts and Sciences, School of Music, School of Business Administration

– Dolly and Homer Hand Law Library• Unidisciplinary• Supports College of Law graduate programs• Tampa Law Center Library (satellite)

One University in the National Higher Education Landscape

University Renewal

Whynotunlimited.com

The Critical Role of the University Library and Library Leaders in

University Renewal

• University libraries are more reflective than academic departments of what society needs from higher education

– Interdisciplinarity

– Multiple literacies

– Swimming vs. drowning in information

– Nimbleness, risk-taking, adaptability

The Critical Roles of Library Leaders

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Change Agents and Path Makers

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Change Agents and Path Makers

• Adaptive Leaders

– Constant business model adaptation

• Demand-driven acquisitions; ebooks

– Proactive vs. reactive

– Innovative and resourceful

– Future oriented – leading vs. lagging

Innovators

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Innovators

• Proactive vs. reactive

– New tools

– Integration of technology

– Academic innovation

– “Inciters” – under guise of service provision, introduce new strategies and resources as triggers for pedagogical or research advancement

Educators

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Educators

• Experts in learning

• Informants about students as learners

– Front line interaction and observation

• Faculty and staff development

Hosts

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Hosts

• Sense of place

• Place for wonder, expanding one’s mind, transformation

• Place for intellectual interaction and celebration

Library Leaders as Hosts

• Sense of community, belonging, wellness

Library Leaders as Hosts

• Place for innovation, intellectual play and experimentation

• Reinforce intellectual identity as part of a life well lived

Success Coaches

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Success Coaches

• Learning Commons

– Student Success partnership

• Integrated Success Coach model

– Key role in retention and progression

• Student employer / career developer

– Transferability of librarian skills

– Students as active leaders of innovation in library

Neutral

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Neutral

• “Safe,” “trusted,” “apolitical”

• Integrated / central in University

• The role of librarian faculty in shared governance

• Neutral role in curriculum development (disciplinary, interdisciplinary, General Education)

• The role of library dean on the senior academic leadership team

Collaborators and Bridges

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Collaborators and Bridges

• Collaborators– Coalition builders – inside and outside of the University– Mutually-beneficial consortial agreements

• Bridges – To new information/knowledge– Between people / entities

– New student / faculty socializers• Dean meetings – prospective faculty• Personal librarians – all new students• Establish partnership for learning right from the beginning

Integrators

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Integrators

• Integrators

– Place for interdisciplinary percolation

– Teacher-scholar integration

– Culture change agents – reducing boundaries, silos

– Academic and Student Affairs

Role Models

Educators

Path Makers

Bridges Integrators

Success Coaches

Change Agents

Neutral Hosts

Role models

Innovators

Collaborators

Library Leaders as Role Models

• Curious – thinking ahead – looking into the future• Risk-takers• Path-makers• University stewards

– Mission – unique recognition of interdependence of all components

– Resources – responsible management

• Assessment – use of data for continuous improvement, innovation, and fiscal responsibility

• Strategic choices – clarity of purpose and goals

Library Personnel Models for University Adaptive Leadership

• Faculty vs. staff

• Tenure vs. non-tenure-track/term-limited faculty

• Director vs. dean

• Imperative of professional development, renewal, leadership development