Beyond Survival

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ISBN: 9781591583370 | 1591583373
Cover: Paperback
Copyright: 12/30/2006

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One part theory (borrowed from business world), one part practice (including detailed case studies of the University of Pittsburgh and the University of Arizona), one part inspiration: Beyond Survival offers ideas about how academic libraries can not only survive in the short term, but take advantage of emergent opportunities by judiciously adopting the same organizational development tools and concepts espoused by the business world.

Foreword	p. xvii
Acknowledgments	p. xix
Introduction	p. xxi
Why Not Just Keep On Keeping On?	p. 1
Change All Around Us	p. 1
Universities under Siege	p. 2
No Longer the Heart of the University	p. 3
Slow, Steady Decline	p. 4
Readiness for Change	p. 6
Customer Service/User-Centeredness and New Pedagogies	p. 6
Changes in Living and Learning Spaces	p. 7
Changes in Academics	p. 7
Changes in the Communication Infrastructure	p. 8
Accountability and Planning Tools	p. 9
Strategic Planning	p. 9
Student Learning Outcomes Assessment	p. 9
Technologies that Paved the Way	p. 10
Outsourcing of Non-Core Functions	p. 10
Strategic Use of Outsourcing	p. 11
Outsourcing and Re-Engineering	p. 11
Restructuring	p. 11
Public Services Restructuring	p. 11
The Role of Organizational Development in Academic Libraries	p. 12
No Passing Fad	p. 15
Theoretical Underpinnings of Change	p. 17
Marketing	p. 17
Precursors to Marketing	p. 17
The Product Orientation	p. 18
The Selling Orientation	p. 19
Marketing Orientation	p. 20
The Marketing Mix	p. 21
Product Features	p. 21
Brand Image	p. 22
Price	p. 22
Promotion	p. 23
Place	p. 26
Strategic Planning	p. 27
The Basics	p. 27
Hoshin Planning	p. 29
What Is Unique about Hoshin Planning?	p. 29
The Hoshin Process in Brief	p. 30
Balanced Scorecard	p. 30
Four Critical Balanced Scorecard Perspectives	p. 31
University of Virginia's Experience with the Balanced Scorecard	p. 33
Components of University of Virginia's Balanced Scorecard	p. 33
Analysis of Successes and Failures	p. 34
Annual Revision of the Scorecard	p. 35
Application of the Balanced Scorecard to Organizational Change	p. 35
Benefits Accruing to the University of Virginia Library	p. 35
Organizational Development Concepts	p. 36
The Learning Organization	p. 36
Senge in Context	p. 36
The Five Disciplines	p. 37
Nebraska: A Learning Organization Pioneer	p. 38
Learning Organization Outcomes at Nebraska	p. 38
The Star Model for Reorganization	p. 38
Star Model Essentials	p. 38
Elaboration of Star Model Concepts	p. 39
Necessity: The Mother of Innovation	p. 40
Embedding and Perpetuating Change in Academic Libraries	p. 41
No Ideal Type of Organization	p. 41
Managing Change Avoiders	p. 41
The Hierarchy Endures	p. 42
In Favor of Hybrids	p. 42
Sponsorship: Always a Best Practice	p. 42
The Collaborative Spirit	p. 42
Teams in Tandem with Existing Structures	p. 42
Process Improvement as a Stand-Alone Event	p. 44
The Management Role Is Still Valid	p. 44
Top Management's Role	p. 44
To Team or Not to Team?	p. 46
Popular Myths about Teams	p. 47
Teams Are a Panacea-A Good Tool for Every Environment and Situation	p. 47
Building Teams Is a Desirable End in Itself	p. 47
Operational Expertise Should Be the Primary Criterion for Selecting Team Members	p. 47
One Strong Leader Is All You Need to Make a Team Succeed	p. 48
Teams Lead the Organization	p. 48
The More Members, the Stronger the Team	p. 48
Sports Teams Are the Model for Implementation of Work Teams	p. 49
Teams Do the Work of the Organization	p. 49
Teams Are More Productive than Individuals	p. 49
Consensus Is the Only Acceptable Decision-Making Mode for Teams	p. 49
Relationships Are Paramount and Maintaining Harmony Is Job One for Teams	p. 50
All Right-Thinking People Enjoy Working Closely with Others	p. 50
Individuals Are Completely Subsumed by the Team	p. 51
The Team Has Primary Responsibility for Its Own Success	p. 51
Teamwork Means More Meetings	p. 51
Team-Building Exercises Carry Over to the Workplace	p. 51
Personality Type Is the Key to Team Dynamics and Team Results	p. 52
A Guide to Implementing Teams	p. 52
How Sweet It Is When Teams Work!	p. 52
What Teams Need	p. 52
Questions to Ask Before Deciding on Teams	p. 53
Readiness for Change	p. 53
Desire for Autonomy	p. 54
Potential to Develop Team Skills	p. 54
Leadership	p. 54
Out of the Frying Pan, Into the Fire?	p. 55
Are Sufficient Resources Available?	p. 55
What about Performance Problems?	p. 56
Steep Learning Curve	p. 56
A Moving Target	p. 56
Hold Your Nose and Dive? Or Dip in One Toe?	p. 57
How Slow Can You Go?	p. 57
Support for Comprehensive Change	p. 57
The Case for Waves of Change	p. 57
Small Steps toward Change	p. 58
Fitting New Strategies to an Existing Organizational Structure	p. 58
More Questions to Explore	p. 59
That's Not Just Ancient History	p. 59
The Planning Process	p. 60
Common Goals	p. 60
Weighing Alternatives	p. 60
Testing the Options	p. 60
Keeping Score: How Effective Was the Planning?	p. 61
Assessing Outcomes	p. 61
Change Implementation: Management Scorecard	p. 62
Change Implementation: The Process Scorecard	p. 62
Advocacy of Learning Organization Concepts	p. 63
Good Human Resource Practices	p. 63
Recruitment and Retention	p. 63
Training	p. 64
Measuring Performance	p. 64
Technological Infrastructure	p. 65
Two Exemplars of Organizational Change in Academic Libraries	p. 65
Lessons in Organizational Change from the University of Arizona Libraries	p. 67
An Organizational Development Pioneer	p. 67
Many Paths to Transformation	p. 68
It Takes Resources	p. 68
The University of Arizona Libraries Advantage	p. 69
University Support	p. 69
Corporate Support	p. 70
Library Budget Allocation	p. 70
Barriers to Change	p. 71
Overload and Competing Priorities	p. 71
Planning Took a Back Seat	p. 72
Lack of Commitment to Some Projects	p. 72
Low Attendance at Early Training	p. 72
Unrealistic Attendance Expectations	p. 72
Timetable for Change	p. 73
Training Takes Time	p. 73
Team Skills Develop over Time	p. 73
Developing Foundation Documents Is a Cyclical Process	p. 73
Motivation Can Suffer from Tight Time Lines	p. 73
Acquiring New Skills and New Behaviors Takes Time	p. 73
Getting Staff Buy-In Takes Time	p. 74
Resolving Complex Problems Takes Time	p. 74
Team Structure and Process Problems	p. 74
Size	p. 74
Common Understandings	p. 75
Communication and Commitment	p. 75
Skill Sets and Team Conflict	p. 75
Unclear Expectations	p. 75
The Cost of Training	p. 76
Creative Solutions	p. 76
Training Is a Process-Not an Event	p. 76
Three Categories of Need for Ongoing Training	p. 77
Tips from Arizona for Overcoming Obstacles to Organizational Change	p. 78
Involve Staff	p. 78
Think Long Term	p. 79
Focus on Mission-Critical Aspects	p. 79
Set Attainable Goals	p. 79
Articulate a Clear Charge	p. 80
Develop a Shared Vision	p. 80
Provide a Supportive Environment	p. 80
Training	p. 81
Management Review and Guidance	p. 81
Communication	p. 81
Additional Components	p. 81
Performance Review Process	p. 82
Compensation Reforms	p. 82
Articulation of Competencies	p. 82
Cautionary Advice for Change Makers	p. 83
Evolution Not Revolution: First Cycle of Change at the University of Pittsburgh's University Library System	p. 85
The University Library System in Context	p. 85
A Legacy of Problems Becomes Critical	p. 86
Organizational Problems	p. 87
The Hierarchy and Communication	p. 87
Mixed Attitudes about Change and Operational Priorities	p. 87
Unexamined Work Processes	p. 89
Performance Problems	p. 89
Changes in the External Environment	p. 90
A Budgetary Black Hole	p. 90
Anticipation of the Need for Change within ULS	p. 91
New Leadership, Old Problems	p. 91
Twenty-First Century Expectations	p. 91
Internalization of the Vision	p. 92
Shifts in Patron Expectations	p. 92
Preparing for Change Initiatives within the ULS	p. 92
The Case for Damage Control	p. 93
University of Pittsburgh's Vision for Change	p. 93
Re-Engineering Technical Services	p. 94
First Steps	p. 94
The Library Consultant's Role	p. 95
The Context for Re-Engineering	p. 95
Recommendation: Eliminate Redundancies/Repetitive Steps Where No Value Is Added	p. 96
Recommendation: Consider Outsourcing or Adopting a Team-Like Structure	p. 96
Other Issues, Including Learning Organization Concepts	p. 97
The Human Resource Considerations	p. 97
Approaches to Downsizing	p. 97
Biting the Bullet: Relocating Existing Staff	p. 98
Open Communication	p. 98
The HR Consultant's Role	p. 98
All-Staff Workshop	p. 99
Reactions to the Workshop	p. 100
Short-Term Personnel Actions	p. 100
The Implementation Phase	p. 101
The Management Workshop	p. 101
Formulating the Technical Services Reorganization Plan	p. 102
Implementing Technical Services Reorganization	p. 103
First Steps toward Outsourcing	p. 104
Transition to an Automated Environment	p. 105
A Positive Verdict on Outsourcing	p. 105
Rebuilding Phase	p. 106
Organizational Outcomes of Re-Engineering	p. 107
Short-Term Gains	p. 107
Long-Term Gains	p. 108
Change Becomes a Given	p. 111
Making Change the Norm	p. 111
Planning for the Future	p. 112
Preparation for Strategic Planning	p. 112
Organizing the Foot Soldiers	p. 112
The Central Question	p. 113
Foundation Documents	p. 113
Task Force Support and Guidance	p. 114
Planning Assumptions	p. 114
Process Guidelines	p. 115
Task Force Charges	p. 115
Specific Task Force Responsibilities	p. 115
Implementing the Strategic Plan	p. 120
The Implementation Document	p. 120
Core Values	p. 121
New Structure	p. 121
Assigning Responsibility	p. 121
Affirmation of Continuous Organizational Change	p. 122
Strategic Planning Outcomes	p. 122
Consolidation of Regional Libraries	p. 122
Library Storage Facility	p. 122
The Digital Research Library	p. 123
Preserving Threatened Print Materials	p. 124
Adding Value through Special Collections and Partnerships	p. 125
An Invaluable Lesson	p. 126
Looking Beyond Technical Services: The Second Change Cycle at ULS	p. 127
The Second Cycle Begins: Rethinking Public Services	p. 127
The Rationale for Change	p. 128
Initial Data Scan	p. 129
Review and Evaluation of Local Data	p. 129
Alignment of RPST Efforts with the Existing Strategic Plan	p. 130
Key Strategic Plan Issues	p. 130
QSS: An Early Benchmark	p. 130
Initial Hypotheses from Local Data	p. 131
National Data Sources	p. 131
Council on Library and Information Resources Report	p. 131
OCLC White Paper	p. 132
LibQUAL+ Findings	p. 133
Aggregate Ratings across All LibQUAL+ Groups	p. 135
Responses to User Data	p. 136
Further Collection of Local Data	p. 137
Staff Input from Open Meetings	p. 137
Important Staff Observations about Users	p. 138
Using Focus Groups to Gather Data	p. 138
Synthesizing the Data	p. 140
Following Through on RPST's Work	p. 140
Recommendations of the Rethinking Public Services Team	p. 141
Acceptance of Key Recommendations	p. 141
Institutional Change	p. 141
Bringing Remote Users into the Fold	p. 142
Ask a Librarian	p. 142
Web Usability	p. 142
Removing Barriers for All Users	p. 143
Wireless Access	p. 143
Electronic Reserves	p. 144
HelpHub	p. 144
Filling Collection Gaps	p. 145
Enhancing Physical Access	p. 145
Additional New Initiatives	p. 146
Scholarly Publishing	p. 147
Extending Diversity within Academic Libraries	p. 148
Positioned for Ongoing Change	p. 152
Standing Up to Scrutiny	p. 153
Library Accountability	p. 153
The "Good Old Days"	p. 153
A Sea Change in Accountability	p. 154
Documenting the Effectiveness of Organizational Changes	p. 154
Portfolio Method of Evaluation	p. 155
Quality	p. 156
Centrality	p. 157
Marketability	p. 159
Library Use: Complex Motivations	p. 159
Fight Barriers with Benefits	p. 160
Additional Factors to Consider	p. 161
Crafting Strategies from Portfolio Analysis Results	p. 161
Clear-Cut Strategy Options: Building, Terminating, and Downsizing	p. 162
Tougher Decisions	p. 162
The Biggest "Bang for Your Buck"	p. 163
Hoshin Planning and Analysis	p. 164
Assessing and Managing Library Performance	p. 164
Assessment and Evaluation Issues	p. 164
Choosing Measures of Organizational Effectiveness	p. 165
No Clear Consensus	p. 165
Better Data Gathering and Analysis	p. 165
Using Multiple Measures	p. 166
Grounded Theory	p. 167
Texas A & M	p. 167
University of Arizona	p. 168
Successful Data Users	p. 169
Positioning the Academic Library for a Vibrant Future	p. 171
Different Perspectives on Library Performance	p. 171
Traditional Evaluation Methods: Focus on the Library's Perspective	p. 171
Adopting the User's Eye View	p. 172
Libraries and Social Exchange Theory	p. 172
Analysis from the User Perspective	p. 174
Customer Relationship Management	p. 175
Not an Add-On	p. 175
Aligning All Strategy	p. 176
Organizational Implications of CRM	p. 176
Moving toward CRM	p. 177
Four Stages of Coordinating Customer Relationship Information	p. 177
The Third Perspective for Library Evaluation: The Hand that Feeds Us	p. 179
Assessing Student Learning Outcomes	p. 179
Evaluation versus Assessment	p. 179
Good Assessment: A Mix of Objective and Subjective Measures	p. 180
Correlation versus Causation	p. 181
Performance Evaluation: Institutional Outcomes	p. 181
If It's So Hard, Why Even Try?	p. 182
No More Free Passes	p. 182
How Do We Cope?	p. 183
Become Proficient in Quantitative Aspects of Operations and Planning	p. 185
Please the Holders of the Purse Strings (Administrators)	p. 185
Assess and Report Progress	p. 185
Keep Asking the Hard Questions	p. 186
Be Proactive	p. 186
Reach Out	p. 186
Do 360-Degree Evaluation and Communicate Fully	p. 187
Emphasize Recruitment and Training	p. 187
Establish a Safe Atmosphere	p. 188
Maximize Planning Outcomes	p. 188
For This I Went to Library School?	p. 190
Optimistic View	p. 190
Darker View	p. 190
The Handwriting on the Wall	p. 192
Changing Nature of the Internet	p. 192
Volatility of Academic Library Environment	p. 193
Appendix	p. 195
Reference List	p. 207
Index	p. 215
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Beyond Survival

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