understanding culture as one essential ingredient of information literacy programming courtney...
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Understanding Understanding CultureCulture as one as one Essential Ingredient Essential Ingredient of Information of Information
Literacy ProgrammingLiteracy Programming
Courtney Bruch, FRCC
Carroll Wetzel Wilkinson, WVU
LOEX 2012
Outcomes
• Define organizational culture and transformational change in the context of IL programming
• Use one assessment tool in order to examine the fundamental assumptions and values of your work culture
• Consider change strategies that may advance IL programming at your institution
Bruch and Wilkinson LOEX 2012
Organizational Culture
“a pattern of shared basic assumptions basic assumptions learned by a group as it solves its problems of external adaptation and internal internal integrationintegration, which has 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.”—Schein (2010)
Bruch and Wilkinson LOEX 2012
Challenges with IL Program Development
Internal Integration–Librarians Disagreement over
Instructional Role–Tension between Service and
Education–Various Forms of Support are Weak
Bruch and Wilkinson LOEX 2012
Types of Change
Single Order
“involves structural or procedural changes that can be made within the organization’s current frameworks or rules, procedures, and leadership roles.”-- Komives et al (2009)
Second Order (Transformational)
“ 1) alters the culture of the institution by changing select underlying assumptions and institutional behaviors, processes and products; 2) is deep and pervasive, affecting the whole institution; 3) is intentional; and 4) occurs over time.”-- Komives et al (2009)
Bruch and Wilkinson LOEX 2012
Organizational Development
General Framework:
• Conducting organizational assessment• Developing a dialogue• Investing in organizational learning • Developing systems that support the change—
Deiss (2004)
Bruch and Wilkinson LOEX 2012
Insights on Cultural Assessment
• Assessment is of little value unless it is tied to some org problem or issue.
• It is best used when the org has a purpose, new strategy,
problem to be solved, or a change agenda • The assessment process should first identify cultural
assumptions, and then assess them in terms of whether they are a strength or a constraint.—Schein (2010)
Bruch and Wilkinson LOEX 2012
Organizational Culture Assessment Instrument (OCAI)
OCAI: reliable and validated instrument for diagnosing a culture– Includes dimensions of org culture– Covers current culture as well as preferred culture to
develop – Cameron & Quinn (2011)
Bruch and Wilkinson LOEX 2012
Criteria for Success Now Preferred
A The organization defines success on the basis of the development of human resources, teamwork, employee commitment and concern for people.
B The organization defines success on the basis of having unique or the newest products.
C The organization defines success on the basis of winning in the marketplace and outpacing the competition.
D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.
Total 100 100
Sample OCAI Questions
Bruch and Wilkinson LOEX 2012
OCAI Example
Bruch and Wilkinson LOEX 2012
Criteria for Success Now Preferred
A The organization defines success on the basis of the development of human resources, teamwork, employee commitment and concern for people.
38 50
B The organization defines success on the basis of having unique or the newest products. 8 15
C The organization defines success on the basis of winning in the marketplace and outpacing the competition. 4 6
D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.
50 29
Total 100 100
Competing Values Framework (Modified)
Clan Culture (A)
Orientation: Collaborative
Leader Type: Facilitator, Mentor
Theory of Effectiveness: Human development and participation
Adhocracy Culture (B)
Orientation: Creative
Leader Type: Innovator, Visionary
Theory of Effectiveness: Innovation, vision and new resources
Hierarchy Culture (C)
Orientation: Controlling
Leadership Type: Coordinator, Monitor, Organizer
Theory of Effectiveness: Control and efficiency with capable processes
Market Culture (D)
Orientation: Competing
Leader Type: Competitor, Producer
Theory of Effectiveness: Aggressively competing with customer focus
Bruch and Wilkinson LOEX 2012
Bruch and Wilkinson LOEX 2012
Bruch and Wilkinson LOEX 2012
Interpretation
• Discover the type of culture that dominates your organization or IL program
• Discover discrepancies between your current and preferred culture
• Examine the congruence of culture profiles created by different individuals
• Change your culture– Cameron & Quinn (2011)
Bruch and Wilkinson LOEX 2012
Ideas for Change Strategies
• Cameron and Quinn: lists change actions to explore based on preferred culture quadrant
• Bruch and Wilkinson: lists change strategy techniques for both solo change agents and change agents working with a group
• Kezar and Eckel: reviews a two-tiered cultural framework to examine the effect of institutional culture on change strategies
• Lucas: uses the academic department as her focal point in discussing a teamwork approach to change
Bruch and Wilkinson LOEX 2012
Essential Ingredient Conclusions• Basic assumptions affect internal integration of IL
programming in libraries.• Second Order change can sustain IL programming
in both academic libraries and higher ed.• The OCAI and CVF can be used as a first step to
measure culture/assumptions of your IL program.• Librarians charged with IL programming need to
intentionally employ change techniques.
Bruch and Wilkinson LOEX 2012
Thank you!Thank you!
Carroll Wetzel Wilkinson
West Virginia University Morgantown, WVcwilkins@wvu.edu
Courtney Bruch
Front Range Community College Westminster, CO
courtney.bruch@frontrange.edu
Wilkinson & Bruch LILAC 2012
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