achieving change: theory and practice - library association of

Achieving Change: Theory and Practice

Professor Sheila CorrallHead of Department of Information Studies

Shifting Sands: Experiencing Change in the Library and Information Environment

Shifting Sands: Experiencing Change in the Library & Information Environment © Sheila Corrall 2007

A key issue for libraries

‘implementing change is one of the chief challenges confronting today’s managers. . . those managers who are most successful at creating environments in which change can flourish will be remembered among the leaders of this generation of library professionals.’

(Dougherty, 1997)

Change


Presentation outline• Types and levels of change• Theories and models of change

– a selection of the tried and tested tools• Roles and tasks of change facilitators

– an introduction to middle-up-down managing • Recommended reading: books and articles


Change situations in LIS• Organisational restructuring in LIS/parent body • Traditional ICT

– new library management systems, e-journals, e-books, etc

• Emerging ICT– blogs, wikis, RSS, Web 2.0, VLEs, institutional repositories, etc

• New, extended or remodelled library buildings• Consortia, collaboration and partnership working• User support, eg information literacy education


Transformation Radical or

Discontinuous change

EvolutionIncremental change

Types of organisational change

Tinkering

Quick Fix

Magnitudeof change

(Sadler,1995)Timescale in years


Tinkering

Transformation

Evolution

Types and levels of change

Quick Wins

Magnitudeof change

Various sources, eg Sadler (1995) Kanter (1997)

Timescale in years

Change Projects

Change Projects

Change

Change Programmes

Programmes

Change

Change--adeptadept

Organisations

OrganisationsFine Tuning

Smooth

Bumpy

CorporateModular

Adaptation

Reconstruction

Thinking about change

What theories and models are available and how can they help the change management process?


Theories and models of change• Conceptual models can enable us to understand

the process of changing and identify where to give attention to achieve desired outcomes

• Models can be broadly categorised into: – process models (how to change) – diagnostic models (what to change)

• Models can also guide managers on the types of interventions to use in particular circumstances


Lewin’s (1951) three-step model

Managing change involves helping an individual, group or organisation:

1. Unfreeze or unlock existing behaviour2. Move to a new level of behaviour3. Refreeze behaviour at this level

Reaching a new state is not enough in itself…Many process models are based on Lewin’s work. Is ‘refreezing’ relevant in turbulent environments?


Kotter’s (1995) ‘leading change’ model1. Establishing a sense of urgency2. Forming a powerful coalition3. Creating a vision4. Communicating the vision5. Empowering others to act on the vision6. Planning for and creating short-term wins7. Consolidating improvements and producing still more

change8. Institutionalising new approaches


Models of change as a transition

Stages of psychological reaction1. Awareness/shock2. Denial3. Depression4. Letting go5. Testing6. Consolidation7. Internalisation, reflection and learning


People’s Network Change Management Toolkit (2004)

DenialConfront – Explain –Explore – Allow time

ResistanceListen – Acknowledge –Support – Show results

ExplorationFocus – Set goals –Coach – Teambuild

CommitmentReward – Give feedback – Plan flexibly - Develop


Williams, D. (1999) ‘Human responses to change’ Futures, 31 (6) [online].

The ‘transition/coping cycle’ or ‘resistance curve’


Force field analysis (Lewin, 1951)• A diagnostic model for analysing forces that are driving

or pushing for change (different behaviour) and those that are restraining or resisting change

• Provides a basis for developing action plans to achieve and secure the desired change in behaviour

• Managers can change the dynamic equilibrium of a situation by increasing the driving forces or diminishing the strength of the restraining forces

• This technique is also known as equilibrium analysis


Example of LIS force field analysis

Library review

Academic complaints

Teaching Quality Assessment

Technological developments

Grading anomalies

Frustrated talent

Budget constraints

Low staff turnover

Professional isolation

Long-serving staff

Management (in)capacity

Forces for change Forces against change


Seven S framework

Strategy

Skills

Structure

Staff

Systems

Style

Shared Values

Pascale & Athos (1981)The Art of Japanese Management

Peters & Waterman (1982)In Search of Excellence

Cold Triangle‘Hard Ss’

Warm Square‘Soft Ss’

Change in one area is likely to require changes in other areas

Facilitating change

Who are the change facilitators, where are they likely to be located and what do they contribute?


Roles and locations of change agents

‘Good change agents are central to the process of managing change effectively: people who can take the change forward; people who can provide the right blend of support and pressure to motivate staff; people who can maintain momentum. Potential change agents can be found anywhere in your library service. They may be managers – but not necessarily...’

People’s Network Change Management Toolkit (2004)


Managing change from the middle‘…when it comes to implementing radical change, middle managers are your best bet for success.’

(Quy Nguyen Huy, 2001)

‘…their contributions in interpreting, nurturing, developing, and promoting new capabilities take on new importance as organizations strive to achieve increased levels of adaptability and responsiveness.’ (Floyd & Wooldridge,1994)


Contributions of people in the middle1. They often have value-adding entrepreneurial ideas,

which they are able and willing to realise.2. They are good at leveraging informal networks that

make substantive, lasting change possible.3. They are tuned into staff moods and emotional needs,

helping to ensure sensible momentum is maintained.4. The manage the inherent tension between continuity

and change, avoiding extreme inertia and total chaos.

The EntrepreneurThe Therapist

The CommunicatorThe Tightrope Artist


In complex dynamic environments…People in boundary-spanning roles, who interact with customers, suppliers and technologies can have a key role to play, with significant impact

– gathering data, synthesising information– interpreting signals, translating messages– providing advice, championing alternatives– involving others, facilitating adaptability– implementing strategies and projects

Reading about change

Some recommended books and journal articles from the general management and LIS literature


Good booksHayes, J. (2002) The

theory and practice of change management.Palgrave Macmillan

Wilson, D.C. (1992) A strategy of change. Routledge.

Van Maurick, J. (1999) The effective strategist: key skills for all managers. Gower.

Colenso, M. (1998) Strategic skills for line managers. Butterworth.

Pugh, L. (2007) Change management in information services. 2nd. ed. Gower.

Whetherly, J. (1998) Achieving change through training and development. Facet.

Gallacher, C. (1999) Managing change in libraries and information services. Aslib.

Theory

Practice


Recommended articlesFloyd, S.W. & Wooldridge, B. (1994) Dinosaurs or

dynamos? Recognizing middle management’s strategic role. Academy of Management Executive, 8 (4), 47-57.

Quy Nguyen Huy. (2001) In praise of middle managers. Harvard Business Review, 79 (8), 72-9.

Dougherty, R.M. (1997) Getting a grip on change. American Libraries, 28 (7), 40-42.

Custer, J.A. (2000) Managing internal administrative change. Law Library Journal, 92 (1), 71-79.

Morgan, S. (2001) Change in university libraries: don’t forget the people. Library Management, 22 (1/2), 58-60.

McIlwaine, A. (2001) Changing the culture: the change…programme at UCL. SCONUL Newsletter, 24, 33-36.

achieving change: theory and practice - library association of

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