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