Culture EatsStrategy for Lunch

ConnectionsMLA Quad Chapter Meeting

October 16, 2012

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If anything is certain,it is that

change is certain.The world we are planning for today

will not existin this form tomorrow.

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Planning is bringing the future into the present so that you can do something

about it now.

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Traditional Strategic Planning Elements

Mission

Goals

Strategies

Metrics

Action PlansAction Plans – Specific steps to be taken for each strategy with deadline dates and person(s) responsible for execution.

Mission –What the Library needs and wants to fulfill. (Words)

Goals – The specific results needed to achieve mission. Goals are specific, time bound and measurable (Numbers/Dates)

Strategies – How the Library will achieve its goals. Strategies must require us to make a specific decision. (Words)

Metrics – How the Library will know if the strategies are working and thus achieving predetermined goals. Metrics serve as the basis for management success. (Numbers)

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Leading Organizational Change

Environmental ForcesMarketplace Requirements

Business ImperativesOrganizational Imperatives

Cultural ImperativesLeadership/Employee

Behavior

Leadership/Employee Mindset

The Need for Change

How Change Occurs

Click icon to add picture

Competing Values Framework• Leaders understand and appreciate

conflicting values and integrate them successfully so that the organization is open to collaboration and growth.

• Framework inventor, Jeff DeGraff, the Dean of Innovation, advocates ambidextrous leadership—leaders adroit at two conflicting values

• Integrating values when the timing is right results is organizations that are creative, while meeting high quality control standards, and that are open and collaborative, but also maintain their competitive edge.

Design

Assess key stakeholders and external environmentInvolve key stakeholders in fleshing proposed new models and next level structureDetermine leadership needs and appoint/recruitIdentify key positions; critically needed knowledge and skills

Implement

Coalesce new units, staff and leadershipInitiate horizontal structural elements Develop shared vision related to space allocation and programs aligned with curricular and research needsExecute on “targets of opportunity” and achieve near-term successes

Change Management

Cultural integrationLeadership and team developmentContinue to adapt and expand structure Continue to develop shared vision and goals for LibraryContinuously align with changing faculty and student endeavors (evolving curriculum and online learning, research developments, etc.) Contribute to overall success of parent institution

Library Transformation Phases

Environmental Scan • What are some of the major issues/trends impacting the academic

health science library in the next 5 years? 10 years? 20 years?

• How do you see the relationship of libraries and computing in the future?

• What are some of the issues and implications related with the change to electronic everything—medical records, collections, need for research repositories, online curricula and learning, etc.

• What are some of the issues and implications with supporting researchers? data management? translational medicine?

• What are some of the trends you are observing about students—needs? Preparation? Behaviors? Expectations?

Environmental Scan

• What will be some of the issues that surface related to health and healthcare costs and changes in reimbursement, 50 million uninsured? • Equally big for many of our academic centers is the leveling or

reduction in funds for research which fuels many of our institutions.

• How will bio-informatics/medical informatics continue to evolve? Collaboration or competition?

• What are the implications of the patient empowerment movement?• Directly to the implementation of electronic health records where

patients will have much better access to their own information.

A Model for High Performance

ALIGNMENT

Strategy

Structure

Culture

Strategic Direction• Mission• Assessment • Short and Long-Term Goals• Measures• Implementation

Implementation Support• Library Heads • Affinity Groups • Human Resources• Senior Leadership • Policies/Procedures• Systems/Processes• Communications

Personality of the Organization• Shared Values• History and Identity • Faculty Support • Attitudes/Beliefs• Behaviors

Vision

Current reality

Wake up calls: feedback to learn from

and guide course correction

CM Process Map

Creating Shared VisionWhat: a commonly held picture of a collectively desired future to

which each member canfeel a personal connection.

How: 1. build on personal visions to capture staff commitment and

energy;2. use shared values as the "glue" to bind individuals into

teams.

Two types of shared visions in organizations:

1. the products and services it provides;

2. the values its staff lives in daily

interactions internally and with

clientele.

Why is shared vision needed?

Because:

• people desire to be connected to an

important undertaking;• shared vision creates a sense of collective

ownership;• shared vision elicits staff energy and

creativity.

Why is shared vision needed?

Because without it:

• forces in support of the status quo can

overwhelm;• no staff commitment (compliance at best,

outright cynicism likely);• pettiness prevails when the greatness of a

vision disappears.

Vision(what iswanted)

CurrentReality

(what is)

Fear(what is

not wanted)

Engagement

Structural Tension Model

fear VISIONemotional tension creative tension

Adapted from Robert Fritz

The power of shared vision:

Personal visions derive their power from

an individual's deep caring for the vision.

Shared visions derive their power from

a common caring.

A vision is truly shared when you and I have

a similar picture and are committed to each

other having it, not just to each of us

individually having it.

The test of a shared vision is not in the statement,

but in the directional force it gives the organization.

Directional forces1. Commitment

• professional identification with organization’s goals;

• taking a long view;• establishment of community.

2. Creativity• energy to learn;

• courage to take risks;• directional guidance.

Questions to Surface Shared Values

Describe one or two situations in which you’ve observed the values of your organization in action.

Describe one or two situations in which you felt most valued by this organization.

Strategic change

A shared vision is made achievable

through the development of strategic

priorities, i.e., chunks of work that

address critical gaps (creative tensions)

between current reality and vision.

Characteristics of good strategic priorities:

• linked to shared vision very clearly;• galvanize commitment from as least the

implementation team;• are limited enough to be doable;• are quantifiable or at least observable.

A lot of questions about the woods can’t be answered by staying all the time in the woods…

Norman MacLean

A River Runs Through It

Organizational Culture is

a pattern of shared basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration" that have worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems”

Formal Intervention: Initiating Culture Change

• What results and new ways of working do you want to create?

• What characteristics of the culture are most likely to hinder the change? • And which are most likely to help?

• What attitudes have to shift in order to develop the results you want?

Definitions• Artifacts: visible signifiers of culture

• Espoused values: what we say we value

• Values in action: how we behave

• Cultural assumptions: neutral “givens” upon which culture is built

Aspects of Culture• Culture is learned.• Cultures are inherently logical.• Culture forms our self-identity and community.• Culture combines the visible and the invisible.• Culture is dynamic.

Important to know• The power of story

• “How things work around here” • Culture and climate are not the same thing• Difficult to have a direct impact on culture• Culture seeks stasis

Organizational Structures Reporting relationship with parent institutionSchool of MedicineUniversity LibraryCombined

*Michigan, Minnesota, Washington, UNC Chapel Hill—combined University and Health Sciences Libraries

Internal structure: • Functional • Divisional• Matrix • Hybrid • Team • Virtual

Culture Eats Strategy for Lunch

Making the Connections

Profession

University/Hospital

Library

Take-Away #1: Conduct a Professional Scan1. Identify 5 - 8 peer and aspirant peer institutions2. Assign institutions to investigative team members.

Each pair:• Examine general web and published LIS sources to see

how the library is being discussed; what the library is known for

• Examine the web site of the library in some depth• Examine the library’s strategic plan, if developed within

the past 3 years• Examine the library’s organizational structure

Connections with the Profession

Examine 5 – 10 peer or aspirant peer libraries

Professional Scanning

Maryland

UC San Francisco

Duke

John Hopkins

Michigan

Virginia

PittsburghU Southern Cal

Minnesota

NCSU

U Washington

UC Berkeley

Stanford

3. Consider these questions about peers/aspirant peers:• In what ways is the library setting out to create change,

undertake new initiatives, reallocate resources, etc.?• Identify innovative and “radical” initiatives underway in the

library that should inform and inspire our planning • Are there initiatives that we should consider?

• Collect data to identify resource needs for new goals• What resources (staff, budget) are other libraries devoting to some

key areas, (e.g. digitization, scholarly communication, e-books), compared to our current staffing and budget levels?

• Begin to validate/evaluate our developing ideas for your against developments seen in other health science libraries• Are others doing what we are proposing?

Conduct a Professional Scan

4. Record your observations and analysis, highlighting your assessment of the library’s most significant strategic directions for the future

Conduct a Professional Scan

Institution (peer or aspirant?)

Vision

Strategic Initiatives

Potential for Library

Professional Scanning: a consideration of key health science library strategic directions/initiatives

Your Library’s Professional Scan

THIS IS THE HARD PART! Consider to what extent, if any, the libraries may want to pursue one or more strategic directions/initiatives similar to those in the peer/aspirant peer library. In particular consider what positive impact these initiatives may have on your library’s faculty, students, academic and health professionals. A full discussion of the Strategic Planning Committee will help to flesh out the appropriateness of these initiatives for the libraries. Strategies and goals will be based on these considerations.

What are the major new initiatives, priorities, where is this library putting its new resources?

Summarize the library’s vision

Connections with your institution

Take-Away #2: Conduct your own Cultural Awareness Audit

Exercise, Part One:• Briefly describe your organizational culture—at the library and at the parent

organization levels, the way you would if you were summarizing for an external candidate for a position.

Library:

Parent Organization: • Now list one or two things about your organization that you came to know only

after operating in that culture for period of time. • How did you discover these things?

Part Two: Reflect on a change effort within your organization (at the library and/or parent organization level). Was it met with resistance? Was it successful? How did the acknowledgment of the culture (or lack of) affect the change effort’s success?

Take-Away #3: Create Opportunities to Build Positive Emotional Reservoirs

Examples: Describe a peak experience or high point of the Library’s

existence. Identify a time in your experience when you felt most

effective and engaged. What are three wishes you have to enhance the health and

vitality of your organization?

Connections within Your Library

Positive Organizational DevelopmentThere are three basics of positive organizational development:

1. Individualization promotes employee growth.

2. The emotional climate of an organization defines the outer limits of productivity.

3. Monitoring movement toward organizational goals promotes organizational growth.

Leadership Role

• Be optimistic yet realistic • Plan carefully, but don’t hesitate to engage• Share plan at big picture level and detailed level

• Tie to vision, and to employee’s job/role at individual level

• Make sure that process includes opportunities for small successes early • Celebrate/recognize successes and progress

• Communicate that course corrections are necessary in any change effort

Leadership Skills• Vision• Strategic thinking• Analytical thinking• Management• Effective communication• Group and process facilitation