Sign in or 
| Version | User | Scope of changes |
|---|---|---|
| Sep 17 2010, 5:56 PM EDT (current) | Anonymous | 33 words added |
| Sep 15 2010, 7:53 PM EDT | Anonymous | 1 word added, 1 word deleted |
Changes
Key: Additions Deletions
Present: Debra Furtado, Merrilee Chapman, Gretchen Louden, Lloyd Jansen, Tara Gallegos, Bev Hine
The SPIT addressed the issue of "Change Burn-out". The following questions were presented and discussed:
From Chapter 1 of PLA's "Implementing for Results" text:
1. Overcoming the, “Oh here we go again syndrome.” Why the simple belief that things must change is not enough.
Brainstorm: What factors do you think may be currently present in our organizational culture (ticking time bombs) that may work against a successful Strategic Plan outcome?
· Identify components of the Library’s existing organizational culture that you think will work against change.
· Identify components that you think will facilitate change.
Notes from discussion:
"Why are we doing this?" "How does it relate to individual staff?" "Just an exercise for management."
Can be seen as an insult. "I do what I do well - why do you want me to change?"
"If my job isn't important, am I needed?"
We want people to feel good about coming to work.
Need to have better priorities.
LSSI! Worry about being privatized.
Can we do something right away? No one has time to be a leader. Staff are winging it in the absence of leadership.
Communication issue. Some people more comfortable making decisions and trouble-shooting than others.
Organizational structure has been reduced along with staff. Loss of committees that may have been responsible for certain policies.
Are some existing meetings too long? We don't have a regular reference meeting like we do for Circulation.
The strategic plan needs to be practical. We do too much of trying to make what we already do fit the strategic plan.
People not excited by the plan because it's been forced on people, not sold to them.
People understand we have a new culture at the top now.
Inconsistent messages across the system - especially supervisors. All need to be on the same page. No different messages.
People will say they don't have time.
This will not make people's job different - have to convince them it will help.
What [tasks] can we take away from people? We're down to the bone. What can be cut?
Link+ may be causing more work. Also credit/debit card payments/deposits.
Maybe if we had been better about promoting all the work we do, we would be in better shape (e.g. LSSI swooping in).
We're the underdogs now. We need to get our word out for our survival.
Numbers need to be put into context (e.g. What we're still doing with fewer staff).
Another "time bomb": signs of tensions between sections/staff, not just between front-line and management. Cracks from stress happening within the ranks.
Feeling overwhelmed by what is being added. Bad timing for the strategic plan.
LII's and Supervising Librarians having jobs that used to be done by higher levels with better pay. And not trained well enough. Too much On the Job Training!
People could use techniques to work more efficiently.
Should we come up with something by end of each meeting that would be an action step for the system? Something visible.
Trust/empowerment.
Looking for a more revolutionary model for this committee. What committees are still functioning?
Employee of the Month? People would like to be recognized.
Branch/County/City wedge. Was dissolving of Neighborhood Services publicized?
Return to more formal memos announcing changes? Ask Chris and Pam to work on more regular communications? Model the service goals.
2. How do we motivate staff to re-prioritize and reallocate resources based not on personal preference, but on service priorities?
Go on staff "field trips" to other libraries; places that are innovative and successful. Many long-time staff don't have a good picture about the trends and the new technology in other library systems.
How do we ensure there is buy-in AND follow-through?
How can we avoid feelings trumping facts
Tough for staff to give up services that they feel are important in favor of service responses.
De-professionalism of librarians.
Grumbling over Library Trainer position being an LA.
LA's can also feel unappreciated.
Worry that there may not be a profession in the future.
Find other "underdog" libraries that are doing things well. Use as inspiration!
Use service goals in communications with public, but less jargony. More straightforward language for the public.
Regular bookmarks/publicity for programs. Not just Summer Reading. Too many barriers to publicity have been set up. Need to decentralize?
Ask Chris to be more proactive about communicating his vision. Send something out once a week that models the service responses. Do we need some healing first before vision? Would people feel like more change is being upon them?
Have a GSM where staff can get issues off their chest? A big "group therapy" session? There should be boundaries and the meeting should end with action items. These could be contributing to the strategic plan project. Hire Larry Bienati to facilitate?
Conceptual Exercise:
How do you visualize the status quo at the Library:
Anger with management
Overworked staff
Not a status quo right now
Insecure right now
Frantic/hamster on a wheel
Territorial behavior
Incredible resources/potential being squandered by lack of direction.
Lines at the circulation desk
Piles of things waiting to be worked on
Staff caring about patrons
Frustration/anxiety
Staff being defensive and protective of patrons
We need to be brave, stick our necks out, and give Chris a chance. We need to go with him with an argument and give him a chance to adjust things. But he may not always do what we ask.
** Recommendation: A weekly bulletin to staff from Chris updating us on what's going on. Can tie back to Service Responses.
The SPIT addressed the issue of "Change Burn-out". The following questions were presented and discussed:
From Chapter 1 of PLA's "Implementing for Results" text:
1. Overcoming the, “Oh here we go again syndrome.” Why the simple belief that things must change is not enough.
Brainstorm: What factors do you think may be currently present in our organizational culture (ticking time bombs) that may work against a successful Strategic Plan outcome?
· Identify components of the Library’s existing organizational culture that you think will work against change.
· Identify components that you think will facilitate change.
Notes from discussion:
"Why are we doing this?" "How does it relate to individual staff?" "Just an exercise for management."
Can be seen as an insult. "I do what I do well - why do you want me to change?"
"If my job isn't important, am I needed?"
We want people to feel good about coming to work.
Need to have better priorities.
LSSI! Worry about being privatized.
Can we do something right away? No one has time to be a leader. Staff are winging it in the absence of leadership.
Communication issue. Some people more comfortable making decisions and trouble-shooting than others.
Organizational structure has been reduced along with staff. Loss of committees that may have been responsible for certain policies.
Are some existing meetings too long? We don't have a regular reference meeting like we do for Circulation.
The strategic plan needs to be practical. We do too much of trying to make what we already do fit the strategic plan.
People not excited by the plan because it's been forced on people, not sold to them.
People understand we have a new culture at the top now.
Inconsistent messages across the system - especially supervisors. All need to be on the same page. No different messages.
People will say they don't have time.
This will not make people's job different - have to convince them it will help.
What [tasks] can we take away from people? We're down to the bone. What can be cut?
Link+ may be causing more work. Also credit/debit card payments/deposits.
Maybe if we had been better about promoting all the work we do, we would be in better shape (e.g. LSSI swooping in).
We're the underdogs now. We need to get our word out for our survival.
Numbers need to be put into context (e.g. What we're still doing with fewer staff).
Another "time bomb": signs of tensions between sections/staff, not just between front-line and management. Cracks from stress happening within the ranks.
Feeling overwhelmed by what is being added. Bad timing for the strategic plan.
LII's and Supervising Librarians having jobs that used to be done by higher levels with better pay. And not trained well enough. Too much On the Job Training!
People could use techniques to work more efficiently.
Should we come up with something by end of each meeting that would be an action step for the system? Something visible.
Trust/empowerment.
Looking for a more revolutionary model for this committee. What committees are still functioning?
Employee of the Month? People would like to be recognized.
Branch/County/City wedge. Was dissolving of Neighborhood Services publicized?
Return to more formal memos announcing changes? Ask Chris and Pam to work on more regular communications? Model the service goals.
2. How do we motivate staff to re-prioritize and reallocate resources based not on personal preference, but on service priorities?
Go on staff "field trips" to other libraries; places that are innovative and successful. Many long-time staff don't have a good picture about the trends and the new technology in other library systems.
How do we ensure there is buy-in AND follow-through?
How can we avoid feelings trumping facts
Tough for staff to give up services that they feel are important in favor of service responses.
De-professionalism of librarians.
Grumbling over Library Trainer position being an LA.
LA's can also feel unappreciated.
Worry that there may not be a profession in the future.
Find other "underdog" libraries that are doing things well. Use as inspiration!
Use service goals in communications with public, but less jargony. More straightforward language for the public.
Regular bookmarks/publicity for programs. Not just Summer Reading. Too many barriers to publicity have been set up. Need to decentralize?
Ask Chris to be more proactive about communicating his vision. Send something out once a week that models the service responses. Do we need some healing first before vision? Would people feel like more change is being upon them?
Have a GSM where staff can get issues off their chest? A big "group therapy" session? There should be boundaries and the meeting should end with action items. These could be contributing to the strategic plan project. Hire Larry Bienati to facilitate?
Conceptual Exercise:
How do you visualize the status quo at the Library:
Anger with management
Overworked staff
Not a status quo right now
Insecure right now
Frantic/hamster on a wheel
Territorial behavior
Incredible resources/potential being squandered by lack of direction.
Lines at the circulation desk
Piles of things waiting to be worked on
Staff caring about patrons
Frustration/anxiety
Staff being defensive and protective of patrons
We need to be brave, stick our necks out, and give Chris a chance. We need to go with him with an argument and give him a chance to adjust things. But he may not always do what we ask.
** Recommendation: A weekly bulletin to staff from Chris updating us on what's going on. Can tie back to Service Responses.
