innovation: the language of learning libraries notes

Innovation:TheLanguageofLearningLibrariesLOTW2010:Calgary,Alberta

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Innovation:TheLanguageofLearningLibrariesLOEXoftheWest2010

MountRoyalUniversity,Calgary,AlbertaJune10‐12,2010

PresentersM.J.D’Elia([email protected])LearningandCurriculumSupportLibrarianUniversityofGuelphRandyOldham([email protected])WebDevelopmentLibrarianUniversityofGuelphRobinBergart(inabsentia)([email protected])UserExperienceLibrarianUniversityofGuelphObjectivesforthispresentation

1. Understandtheimportanceofinnovativepracticewithinlearningorganizations

2. Learnsimplestrategiestofostermoreinnovativethinkinginyourorganization

3. Recognizethevalueofplaytoproductivity

FreeAssociationGame(Instructions)

• Insmallgroups,answerthefollowingquestion:Howisalibrarylike_______?• Fillintheblankswithoneofthefollowingwords:Airport,submarine,gas

stationandgarage,spaorsalon,hotel,hospital,tattooparlour,orchestra,researchlaboratory,skiresort,farmers’market,amusementpark,hockeyarena,cargovan,policestation,farm

• In2minutes,brainstormasmanysimilaritiesbetweenlibrariesandtheseobjects/placesaspossible

FreeAssociationGame(Purpose)

• Simpleactivitytogetparticipantstopracticetheirlateralthinking–forcesparticipantstolookforconnectionsorfreeassociationsbetweenseeminglyunrelatedobjects


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• Shiftsthemoodandsignifiestotheparticipantsthattheyareinforsomethingdifferent(andthat’sokay)

• Canrevealamoreinterestingpictureoftheobjectsthatarebeingfreeassociated

• Highlightstheimportanceoflookingoutsideourindustry(libraries)forsolutionstotheproblem(toooftenwefocusonwhatotherlibrariesaredoingandwemissbroadertrendsinotherindustries)

UniversityofGuelph(http://www.uoguelph.ca/)

• Mid‐sizedteachingandresearchinstitution• Undergraduate,graduateandprofessionalprograms• Over22,000students

McLaughlinLibrary(http://www.lib.uoguelph.ca/)

• Primarylibraryoncampus• Sciences,socialsciences,humanitiesandarts• Busyhuboncampus–11,000+visitorseachdayduringtheacademicyear• 120+staffmembers,approximately23librarians

McLaughlinLibrary:OrganizationalRenewal&Innovation

• Transitioningfromaliaisonlibrarianmodeltoafunctionalteammodelo Needtobemoreflexibleandresponsiveo Needtodomorewithfewerresourceso Tobemorestrategicinthefaceoftighterbudgets

• RevisitedsomeoftheLibrary’sdefiningdocumentsaspartoftherenewalprocess(e.g.ourcorevalues,ourmission,ourservicephilosophy,etc.)

o Administrationinvolvedstaffatalllevelsrightfromthebeginningasweattemptedtoshapethefutureoftheorganization

• RecognitionthatinnovationisoneoftheLibrary’scorevalues–yettoomanystaffmembersbelievedthattheyweren’tinnovativeorcreative

o Needtocombatthebeliefthatcreativityisaninnateabilityandcannotbelearned

o Buildingourcapacityforinnovationandcreativeproblemsolvingwillbeessentialaswemoveforward

• FormoreinformationontheOrganizationalRenewalcheckout:o http://www.lib.uoguelph.ca/about/organizational_renewal.cfmo http://www.lib.uoguelph.ca/about/components/documents/organiz

ational_renewal_2009.pdf


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KeyQuestions:InnovationInitiatives

• Ifwe’regoingtopushourselvestobemoreinnovativeinourpractice,thenwehavetoaddressanumberofkeyquestions:

o Caneveryonelearntobecreative?o Caninnovationbedevelopedandnurtured,likeahabitofmind,ora

discipline?o Ifso,whatmightthatenvironmentlooklike?o Whatdoesinnovationmeaninalibrary?o Isthereaninherenttensionbetweenalibrary’smandatetocontrol

informationandthechaosthatcomeswithdisruptiveinnovation?o What’sthedifferencebetweenpromotingcreativityinapersonandin

agroup?o Howdoleadersbestpromotecreativity?o Doesmoreamoreinnovativelibraryinfactbettersupportstudent

learning?

InnovationBootCamp

• Operateda12‐weeksocialexperimentcalledInnovationBootCamp• Adoptedamilitarymetaphor(includingcamouflage)because:

o Wewantedtobedisciplinedinourtraining(likemilitarybootcamp)o Inherenttensionbetweenthechaosthatoftencomeswithcreativity

andtheregimentedorderthatcomeswiththemilitary• Deliveredanopencalltothelibraryandrecruitedsixindividuals• Spent2hourseveryFridayafternoonforanentiresemestersomecreativity

experimentsandlearningtogether• UsedTomKelley’sbook,TheTenFacesofInnovation,tostructurethe

programo KelleyworksatIDEO(http://www.ideo.com/),afairlywell‐known

internationaldesignconsultingfirmo Dividesthetenfacesintothreecategories:

Learningpersonas Organizingpersonas Buildingpersonas

o Presentsabroadperspectiveofthetypesofpersonasrequiredforinnovativethinking(enabledustoseewhatwe’regoodat,butalsowherewe’relacking)

o Thegoalofthebookisnottoidentifywithasingleface,itistobecomeawareofthefacesneededtogenerateandexecutegoodideas

o Attimesyoumayplaymultiplerolesonagiventeam,oryoumayplayoneroleononeteamandadifferentoneontheother

o Whileyoumayinherentlyleantowardone“face”,youcandevelopskillsandabilitiesintheotherfaces


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The10FacesofInnovation:ShortOverview

Learningpersonas• Description:Informationgatherers• Purpose:Tohelptheorganizationavoidbecomingtoointernallyfocused• Responsibilities:

o Gathernewsourcesofinformationo Openlyquestionassumptionso Remainopentonewinsights(regardlessofthesource)

• Credo:EnemyofcomplacencyTheAnthropologist

• Developsadeepunderstandingofhowpeopleinteract• Observeshumanbehaviourwithproducts,servicesandspaces• Watchessubjectsintheirnaturalenvironment• Keyphrase:

o “fresheyes”–it’saboutseeingthingsforthefirsttimelikeatouristinaforeignplace

TheExperimenter

• Learnsbytrialanderror;takescalculatedrisks• Continuallyprototypingandproduct‐testingnewideas• Expecttofailoften,butfailingearlyleadstofasterandbettersolutions• Keyphrases:

o “experimentationasimplementation”o “thinkingbydoing”;“thinkingwithyourhands”

TheCrossPollinator

• Exploresotherindustriesandcultures• Translatesfindingsfromotherenvironmentsintothecurrentcontext• Effortsarefocusedexternally• Nurturescuriosity;exploresadjacencies• Keyphrases:

o “connectcultures”;“workthemetaphor”–everyobjecthasthecapacitytostandforsomethingelse

o “connectcultures”Organizingpersonas

• Description:Ideasorters• Purpose:Tohelpgoodideasmoveforwardintheorganization• Responsibilities:

o Movepastorganizationalchallengestoaccomplishtaskso Allocateresourceseffectively

• Credo:Survivalofthefittest


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TheHurdler

• Hasaknackforovercomingobstaclesandroadblocks• Intricateknowledgeoftheorganizationalprocessesandhierarchy• Politicallyawareandunafraidofbureaucraticprocess• Willingnesstobendtherulestoaccomplishtasks• Thrivesonconstraints–doesn’tliketohearthatsomething“can’tbedone”• Keyphrases:

o “seekforgivenessnotpermission”o “seethroughconstraints”

TheCollaborator

• Bringseclecticpersonalitiesanddiverseindividualstogether• Encouragesandenablescooperationamongtheteammembers• Helpsgeneratemulti‐disciplinarysolutions• Co‐optstheDevil’sAdvocates• Getspeoplelearninganddoingtogether• Thrivesinthemessyspacesofpeopleworkingtogether(conflict,friction,

strife,delight,creativepotential)• Keyphrases:

o “Leadfromthemiddle”o “breakdownsilos”

TheDirector

• Gatherstalentedcrewandinspiresthemtoperform• Intimateknowledgeofteammembers’strengths• Abilitytoharnessthecreativityofothers• Allocatesresources,keepspeopleontasks,showcasestheteam• Drawspeopleout–motivatesandencourages• Lessdictation,morefacilitation• Putsothersonthecentrestage• Keyphrase:

o “showcasetheteam”

Buildingpersonas• Description:Ideaexecutors• Purpose:Toturngreatideasintorealprojects• Responsibilities:

o Applyinsightsfromlearningpersonaso Recognizesuccessesfromorganizingroles

• Credo:BuilditandtheywillcomeTheExperienceArchitect

• Designcompellingexperiences• Connectwithcustomersandusersatadeeperlevelthanmerefunctionality


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• Surprisesanddelightsinunforgettableexperiences• Authentic• Attentiontodetails• Keyphrase:

o “maketheordinaryextraordinary”TheSetDesigner

• Createastageonwhichmemberscandotheirbestwork• Considerthephysicalenvironmentasatool• Findhiddenperformanceimprovementsbyreshapingspace• Buildsspacesforcreativeplay• Providesthematerialstobecreative• Keyphrase:

o “shapethespaces”TheCaregiver

• Anticipatecustomerneedsandarereadytolookafterthem• Willingtomovebeyondsimpleservice• Demonstratesempathytowardtheplightofthecustomer• Goesfor“intimacynotscale”• Treatpeopleasindividualsnotasanaggregatedgroup• Providesvaluableexpertise• Makespeoplefeelgoodaboutthemselves• Keyphrases:

o “showmore,tellless”o “smile”

TheStoryteller

• Buildinternalmoralethroughstories• Reinforceorganizationalculturethroughfirsthandaccounts• Createexternalawarenessthroughstories(marketingangle)• Importanceofauthenticity• Useavarietyoftoolstocommunicate• Keyphrase:

o “collectcompellingnarratives”

StrawBuildChallenge(Instructions)

• Insmallgroups,haveparticipantsfindaspotonthefloor• Challenge:

o Buildthetallestfreestandingstructureo Materials:100strawsand15cmoftapeo Time:10minutes


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StrawBuildChallenge(Purpose)

o Generateasenseofteam(groupshaveasimple,sharedobjective)o Getteamsworkingquickly–justenoughtimetoaccomplishthetask,not

enoughtimetobedistractedbypoliticalpowerstruggleso Encouragesparticipantstoworkwiththeirhands

o Communicatestheimportanceofrapidprototypingandtheiterativedesignprocess(build,refine,buildagain,refineagain,etc.)

o Recognizethatthereisnosinglesolutiontoagivenproblemorchallengeo Groupsbuildverydifferentlookingstructurestoaccomplishthetask

o Importanceofembracingfailure–notallstructureswillstandontheirowno Foranentertainingdiscussionofasimilarbuildchallenge(calledthe

Marshmallowbuild)watchthisTEDtalkfromTomWujec:o http://www.youtube.com/watch?v=H0_yKBitO8M

KeyThemes(or,TheThingsWeLearnedAboutRunningBootCamp)

Workisplay/Playiswork

• Thegroupthatplaystogetherissimplymoreproductive• Organizationsareincreasinglypressuredtobecomemoreefficientinan

efforttosavemoney,butthiscouldsendthewrongmessagetotheemployees(theyturnoffandmoralestartstodrop)

• Enablingthemtoplayandhavesomefunloosensupthemind,getspeopleengaged,andtrulyleadstoinnovativebreakthroughs

• Whenyouplay,failureislessofaconcern(becausethereisnocost)–ifwecantranslatethistotheworkenvironmentwe’llbelessafraidtotrystuff

• Similarlywhenemployeesareatplay(outsideofwork)theynoticethingsthattheycanbringintotheworkplace(i.e.cross‐pollinate)

• Workandplayarenotpolaropposites–theyreinforceeachotherandcanwork(orplay)quitenicelytogether

InnovationisaSocialProcess

• Creativityisnotthemagicofalonegenius• Welearnedthatworkinginagroupprovidesmanyadvantages

o Buildsteamo Enablesmorediverseideastoemergeo Encouragespeopleto“jumpandbuild”oneachother’sideaso Allowsthegrouptoaccomplishmoreandarriveatmoresuitable

solutionsthananysingleindividualwouldhaveontheirown


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Usethespace

• Thinkofyourspaceasacharacterinwhatyou’retryingtoaccomplisho Howcanyouchangeit,oruseittoyouradvantage?

• Changingthespacebeforeameetingcanentirelychangethedemeanoroftheparticipants

o Signifytotheteammembersthatsomethingisdifferent–allowsthemtobreakoutoftheirmentalmodelsofthatparticularspaceandprovidesanopportunityforfreshthinking

o Varietyhelpsthemindwork• Somesimpleideastoimplement:

o Ifyouarealwaysfacingascreen,thenfaceawayo Ifyou’realwaysworkingonatable,takethetablesawayo IfyourelytooheavilyonPowerPoint,thenbanPowerPointfora

montho Moveyourmeetingstodifferentlocations(evenoutdoors)

Constraintscanbeenablers

• Thecreativeprocesscangetboggeddownbyconstraintsorbarriers(e.g.wedon’thavethebudgettodothat,wedon’thavethepeopletodothat,wedon’thavetheskillstodothat,etc.);asaresult,projectsandgoodideasnevergetofftheground

• Thinkoftheseconstraintsasopportunitiesratherthanbarrierso Withmorerestrictiveconstraintsthegroupcannottakethewell‐

traveledpatho Membershavetopushthemselvestothinkmorecreativelyabout

solvingtheproblemsathand

Creativityisapractice

• Thereisaroleforeveryoneintheinnovationprocesso Youdon’thavetobeadesigneroranartisttobecalled“creative”

• Creativityandinnovativepracticecanbelearned(justlikeyoucanlearntobeabetterwebdesigner,orabetterteacher)

• Practicingcreativehabitsisthekey–ifyouexpecttodeliverinnovativebreakthroughswhenitcounts,thencontinuallypracticesimplecreativeexercises

o Startsmallandpushyourselfoutofyourcomfortzonealittlemoreeachtime

• Ifyou’refacilitatingacreativebrainstorming/problem‐solvingsession,thenprovideanenvironmentwhereparticipantscangrow


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BuildYourOwnBootCamp

• Librariesareperfectlysuitableenvironmentsforinnovation(infact,innovationandcreativeproblemsolvingmaybeessentialforthefutureoftheprofession)

• Withbuy‐infrommanagement,“bootcamps”canbedoneinexpensively(e.g.asidefromthecostofstafftime,ourentire12‐weekprogramcostunder$500)

• Ifafullsemesterprogramisn’tfeasibletrysomethingthatfitsbetterwithyourinstitution/organization:

o Takeonemorningpermontho Takeadaylongretreatwithyourteamo Usesimplecreativityexercisesatthebeginningofeachstaffmeeting

MotivateYourOrganization–BorrowedfromDrivebyDanielPink

• Autonomy–givepeopletheopportunitytobeself‐directedo Givetheteamaclearobjective,butdon’tbetooprescriptiveinhow

theyneedtoachievetheobjectiveo Trustyourpeopletodeliver

• Mastery–givepeopletheopportunitytogetbetteratstuffo Trytoavoid“one‐shot”creativitytrainingo Worktomakeitahabitbyincorporatingitthroughoutthe

organization(eveninsmallways)o Peoplewilleventuallyovercometheirinitialfearandbecomemore

willingtotakerisks• Purpose–providetasksthatarelevantandmeaningful

o Noonewantstodosomethingforthesakeofdoingito Betransparentinwithyourpurposeandyou’llget“buy‐in”from

participants• FormoreinformationonDanPink’sbookcheckoutthisvideofromRoyal

SocietyfortheencouragementofArts,ManufacturesandCommerce:o http://www.youtube.com/watch?v=u6XAPnuFjJc

InnovationBootCamp(StealTheseIdeas!)

• MoreinformationonInnovationBootCampcanbefoundatourblog:o http://innovationbootcamp.wordpress.com/

• Feelfreetoborrowandadapttheseideasforyourorganization!

innovation: the language of learning libraries notes

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