ARLD - April 25, 2003 Organizational Change: DeWitt Wallace Library Macalester College Going from “Good to Great” in Turbulent Times: Changing Library

ARLD - April 25, 2003

Organizational Change: DeWitt Wallace Library

Macalester College

Going from “Good to Great” in Turbulent Times: Changing Library Organizational Structures

DeWitt Wallace LibraryMacalester College



Macalester College

Introduction

Reorganizing, re-structuring, re-engineering, …making do with less

Staying ahead of constant and rapid change Overcoming a climate of negativity Developing a climate that rewards process

improvements Implementing new services, being creative and

innovative Combating the “deserted library” syndrome –

perceived or real Transitioning to digital library while preserving print



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Outline for today

Background on Macalester Brief overview of process of organizational

change Development of cross-functional working

groups Development of Performance Measures Ongoing change and future developments Model as it applies to other academic

libraries



Macalester College

Background on Macalester

Small-medium sized liberal arts undergraduate college 1800 students, 150 faculty, 350 staff “emphasize academic excellence in the context of

internationalism, diversity, and commitment to service” Library staff currently is 18.11 FTE (20) 11 staff members with an MLS, 9 without an MLS

No faculty status Member of CLIC consortium – 8 institutions

Shared integrated online system – CLICnet Staff participation on working groups and committees within

CLIC



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Organizational Change at DeWitt Wallace Library, Macalester CollegeWhy did we start back in 1996…

Tasks that had migrated from traditional department structure Outdated job descriptions New tasks, new responsibilities, increased workload – no

new staff New systems, new services Need to improve communication - more interconnections,

decisions that impacted others Need to improve decision-making Need to eliminate some tasks – prioritize Morale



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Guiding principles

A commitment to collaboration in which ideas and skills of others are recognized and valued – all voices are equal –

My philosophy - all staff are “professionals” Process was always all-staff inclusive Desired outcome – less hierarchy, flatter organization

Maintain traditional services – preservation of print and non-print materials

Strive to be innovative and introduce new information technologies

Continuous, ongoing training – learning organization Defined the ideal organization…



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The ideal organization – as defined in 1997 Everyone knows what is going on Team leaders are a cohesive group Everyone is involved/committed Team members and team leaders are empowered

to make decisions Everyone on campus views the library as accessible

and responsive We have flexible staffing to respond to changing

needs



Macalester College

Ideal, cont’d

Everyone is stretching, growing, or enhancing his/her capacity to create and learn

Visions of the direction of the enterprise emerge from all levels

Responsibility of top management is to manage the process whereby new emerging visions become shared visions

(+more; formed by staff, agreed upon on May 29, 1997)



Macalester College

Changes in organization

Teams Formed Collection Management Public Services Technology and Administration

Job classification Library Associate Senior Library Associate Library Specialist Team Leader



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Vision, Mission, Goals

User-centered library Personalized and

customized service Emphasis on outreach

and marketing Ongoing feedback and

evaluation



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Technology&

AdministrationTeam

Public Services

Team

ManagementTeam

Collection Management

Team

Three Teams + Management Team



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What do we currently have in 2003? Shared vision

Shared values Strategic Plan based on “Strategic Directions” – 3

years – developed in January 2002 Teams – 3+ Management Team Cross-Functional Working Groups – members from

each team Performance Measures/Personal Portfolios –

Strategic Frameworks for teams, working groups, and individuals based on strategic plan



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Cross Functional Working Groups Proposed in 1999 Improve collaboration – less work centered

in just one team To effectively accomplish library goals Improve/increase communication Increase participation in decision-making Encourage all library staff to participate in

areas according to interests, skills, and expertise

Two areas left untouched Performance Measures Outreach and Marketing



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Started with a few groups…

Staff Training and Development Committee – model that was used to develop cross-functional teams

Collection Development – involved public services and technical services

Web Development – all teams contribute to library web site information Staff Intranet



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Reporting Structure

Team members continue to report to team leaders Evaluations conducted by team leaders Working groups included team leaders Decision-making

No budgetary implications – decision within groups Budgetary or procedural changes – to Management Team



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Groups defined

Statement of Purpose Identified membership – reps from each team Decision-making authority (who did group

report to) Meetings – frequency Communication – minutes taken and shared

with staff Recently added Library Digest Newsletter



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Existing Working Groups – includes at least one member from each team Collection Development

Special Collections Ejournals Preservation

Outreach Preservation Reference

Instruction Staff Training & Development Student Employment Web



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Two more items

Performance Measures Staff Training and Development



Macalester College

Performance Measures/Personal Portfolios Developed in 2000, implemented in June 2001 Full year implementation 2002 Features

Each team has a strategic framework tied to library strategic plan

Each team member has personal goals tied to team strategic framework

Personal goals may be part of working group or team strategic plan

Measurable goals – milestones, outcomes, deadlines Peer reviews twice a year Total staff “buy-in”



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Staff Training and Development In order to be a learning organization

Every staff member participate in a professional development opportunity Workshop Professional conference Symposium Course (Science Museum)

January – In House Training Opportunities Professional development included in

performance measures



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Rewards and Recognition

Performance measures and merit increases Milestone Celebrations – annual lunch Fun – personal recognition, staff meetings



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What’s working…

Improved communication Staff training – every single staff member

participated in a continuing education, conference, or workshop experience in 1999-2000, 2001-2002 Budget for 2001-2002 increased funds

Outreach group finally formed Collaboration greatly improved Performance reviews occur annually, much

better participation by staff



Macalester College

Ongoing Change and Future Developments Job classification and ladder of

advancement Liaison program Ongoing review – January is our month for

planning and development of goals January 2003 – reviewed organization and

agreed “it’s working”



Macalester College

Model as it applies to Academic Libraries Flattened hierarchy Automation and interconnectivity of all areas

a major influence in our development Faculty status may be an issue Macalester culture a factor Collaboration within library - improved Collaboration with faculty – developing

Center for Scholarship and Teaching



Macalester College

Strategic Directions

New initiatives – campus portal (LESTER) development made possible by this organizational structure

Ongoing change – new technologies, new software, new processes SFX implementation Tested Virtual Reference Wireless in the library 1st library in CLIC to implement eReserves in 1997

Information Fluency – pilot project for 1st year seminars

More outreach, more programs, more instruction



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Conclusion

Are we better off today than six years ago? How much is structure and how much is staff? Would this work somewhere else? Depends on the

culture of the organization. Has the staff become more flexible and adaptive?

Catalog librarians working at the reference Leadership - participatory, walk around regularly,

more delegation – always with an eye on inclusion



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Challenges and Opportunities Greatest challenge is to have everyone engaged

and in agreement on the direction the library should be heading and which priorities should receive the most attention and effort.



Macalester College

Leaders don’t drive change

“You drive a car. It is a machine that you control, with the aim of getting where you want to go. The car takes you there. You do not ‘drive’ a plant to grow…Nor, we would argue do leaders ‘drive’ their organization. The organization is a human community. It is a living system, like the plant…There is no one driving it. But there are many tending the garden.” [Peter Senge, The Dance of Change, p.21]



Macalester College

Your comments or questions?



Macalester College

You will find the presentation@

www.macalester.edu/~fishel/arld2003.ppt

Thank you!

Documents

ARLD - April 25, 2003 Organizational Change: DeWitt Wallace Library Macalester College Going from “Good to Great” in Turbulent Times: Changing Library