Professional Development

In the '2008 Leadership Institute for Academic Librarians' Category...

One Last Leadership Institute Session to Share

Friday, August 8, 2008 6:00 pm
Graduation SpeakerJoe Zolner

Our final session this morning was designed to pull together everything we have been learning this week and get us thinking about how we can use what we’ve learned to develop our ability to become change agents at our institutions.

Joe Zolner, our program leader and primary instructor this week, shared his thoughts on “The Science and Art of Managing Change.” He talked about common themes that he sees time and again as he studies organizational change. Here are some that resonated with me that I’d like to share with everyone:

The Science

  • Change agents get “outside the box” regularly. They interact with people different from themselves. They find ways to cross traditional institutional and intellectual boundaries.
  • Idea champions make change happen, nurture and support them.
  • Change happens collaboratively. Understand the intricacies of group process.
  • Change always spawns new logistical complexity, anticipate and plan for it.
  • Information is power and should always be transparent to all involved in a change process.

The Artistry

  • Satisfaction derives from mastery of process, not ownership of content.
  • Change has both scope and pace – balance “big” transformative change with “little” change that tinkers and incrementally improves.
  • **(my personal favorite): Every change looks like a failure in the middle – perseverance and persistence count.
  • Think kaleidoscopically.

Final Days at the Institute

Friday, August 8, 2008 5:40 am
Our discussion group at Harvard Faculty ClubOur Discussion Group at Breakfast

Yesterday was another full day of sessions and learning. We worked on two case studies – the first was about the Boston Lyric Opera where we examined how a non-profit organization used a specific tool, the Balanced Scorecard, to improve its organizational performance and outcomes. I could see how this can be a very helpful tool because it provides a framework to detail a complex strategy in a straightforward way. The scorecard puts things into four perspectives, customer, instrnal business, financial, and learning & growth. Each of these perspectives then has four elements to develop: objectives, measures (of success), target, and initiatives.

The second case was an examination of the MBA curriculum change made at Babson College in the late 1980′s/ early 1990′s. We were working with the definition of innovation as being the process of putting new, problem-solving ideas into use. In higher education change is often a prolonged process and this case illustrated all the complexities of the process of implementing substantive change in that framework. We will continue to talk about it in this morning’s session also. A couple things that caught my attention were the contrast in definitions used in this session: creativity as “new idea generation” versus innovation as “new idea implementation.” And the view that “ideas are useless unless used.”

In our afternoon session we turned inward and used and talked about why, personally, change is so difficult. We learned that people typically have “immunity to change.” We spent 2 1/2 hrs working through a specific behavior we would like to change in ourselves (well, call it a self-improvement goal) and examined what is standing in the way of being able to do that. It was like a fast-track therapy session!

As I write this, I just finished packing up my room so I can check out and head off to meet my group for the final morning. We plan to have our last discussion over breakfast at the Harvard Faculty club, so everyone is looking forward to that. The Institute continues until noonish today. Although it seems like I just arrived in Cambridge, it has been a richly rewarding week of learning and reflection.

Next time you hear from me, it will be from Minneapolis where I am heading later to day to meet up with Lauren P. and Kevin. We will be presenting at the Merlot Conference tomorrow afternoon.

Leadership Institute: Monitoring Institutional Performance, Vision & Voice and More

Wednesday, August 6, 2008 6:04 pm

Susan's In! Widener Library Virtual Tour Screen Capture

Today, a full day of discussion and presentations continued. In the small group discussion this morning, we spent an hour trying to frame a mini-case written by one of our group members. Earlier this summer, each person was asked to submit a mini-case in which we described a challenging situation in which we are involved. Each morning, we pick one to “dissect.”

In the large group presentations today, Jim Honan led us through a case study that helped to teach how to monitor institutional performance. We looked at case written about UNITEC Institute of Technology‘s plan and process to systematically evaluate the viability of their programs as part of a strategy to be competitive and gain university status. In examining the case we talked about contexts for planning (external environment and competition, leadership, resource allocation, and governance & decision-making) and how these contexts are all occurring simultaneously so all must be included as you consider how to proceed.

Our second session, with Joan Gallos, was spent talking about 4 leadership challenges

  • How do we find vision for ourselves so that we can offer it to others?
  • What do we bring to advance that vision?
  • How do we identify and involve others to advance a shared vision?
  • How do we give personal voice to the vision so that others take up the call?

For me, this was the session where I felt less experience. We were asked to talk about our greatest leadership moment and our most disappointing and then try to describe what differences we saw between the two.  We heard terms including: “soul”, “creativity”, “values”, “charisma.” The example shown to us was Martin Luther King’s “I Have a Dream” speech. How can you ever think you’d compare with that??

But there were some good, practical aspects also. We were introduced to Malcolm Gladwell’s The Tipping Point: How Little Things Make a Big Difference. We learned about important people alliances to help deliver your message (the power of social context): connectors (people who have major social relationships established across many different groups), mavens (people who are seen as knowledgeable and respected), and salespeople (those who are seen as charismatic and influential). It made me start to consider who those people might be at Wake Forest?

Our afternoon session was led by Maureen Sullivan, who focused us in on library-specific issues. We spent 2 hours considering critical forces for change in the academic library; actually, things we are all familiar with, thanks to our strategic planning process: students as customers, shifts from teaching to learning, changes in the nature of our collections, scholarly communications, changing demographics, ownership to access, etc. Maureen showed a You Tube video, A Vision of Students Today, that helped to get her point across.

The nice surprise for the day, however, came with the news that one of the Widener librarians in the Institute had made arrangements for all of us to be admitted to Widener Library for a tour. As I mentioned a few days ago, one needs a Harvard ID to gain access. Any other exceptions have to be specially approved. So you’ll see the picture above shows my special pass. The other picture is a screen capture of the virtual tour of the library on the Harvard website, as  they do not allow photographs. The building is beautiful, but our access was restricted to a very small area. We were able to admire the Memorial Room, which is in honor of Harry Widener, for whom the library is named.  As we learned on our campus tour yesterday, Harry was a graduate of Harvard, and was a bibliophile. He obtained a copy of the Gutenberg Bible which is on display in the room. Harry perished on the Titanic and his mother donated the money to build Widener Library. It had a few strings attached: The footprint of the library can never change, or else ownership of the building reverts to the city of Cambridge. This means that they are not able to add on or alter the outside dimensions of the building. So stacks go underground 5 stories. The Memorial Room I mentioned above is dedicated to Harry. It is a requirement that fresh flowers are maintained in the room and nobody is allowed in there to read. That is because the room is reserved for use by Harry’s ghost! But we got to stand at the entrance, see the flowers, and the bible. It was an impressive room. We also got to see two murals painted by John Singer Sargent.

The other areas we were able to see were the reading room and reference on the second floor, and the periodicals room and circulation on the main level. I must make mention of the fact that, in the circulation room, there is an information desk staffed M-F from 9-5 by a reference librarian, to help users who might be intimated by the prospect of 50 miles of shelves and 3 million volumes.

Leadership Institute: Reframing and Frame Flipping

Tuesday, August 5, 2008 6:43 pm
Large Group ClassroomLarge group class time

The past two days have been filled with in-depth discussion and analysis using the four frames (perspectives) for making leadership choices. As I mentioned in my overview a few days ago, this week is being structured around the framework of Bolman and Deal’s four frame model of organizations (structural, human resources, political and symbolic). After our Sunday afternoon overview of the model, Monday and Tuesday have been filled with studying and discussing various case studies of scenarios where we have been asked to apply each of the four frames to examine the different perspectives you would want to consider when deciding how to handle the situation. Our instructors for the two days have been Joan Gallos, Joe Zolner and Maureen Sullivan.

One of the first things we did was a self assessment to find out what our preferred frame really is. We used a self-rating survey to accomplish this. Most people found that they had one or two strong frames, and then the other two were weak or almost non-existent. As you might expect, the strongest frames were structural (after all, it is a group of librarians) and human resources. The other two frames, political and symbolic, were very under represented. As one moves up the leadership ladder, these two frames become the more important ones to master.

To help visualize the types of issues that might be focuses of the different frames, here are some concepts that the instructors highlighted:

Structural: rules, regulations, goals, policies, roles, tasks, job descriptions, chain of command, assessment and reward systems, spans of control, formal feedback loops, specialization/division of labor

Human Resource: needs, skills, relationships, perceptions and attitudes, morale, motivation, training and development, interpersonal and group dynamics, teams, job satisfaction, participation and involvement, support, respect for diversity

Political: key stake holders, divergent interests, scarce resources, agendas, bases of power, influence, conflict, competition, coalitions, alliances, networks

Symbolic: culture, ceremonies, stories, myths, symbols, metaphors, vision, charisma, values

The structural leader

  • clarifies organizational goals
  • develops clear rules and effective procedures
  • defines roles and clarifies responsibilities

The human resource leader

  • identifies people’s needs
  • offers personal support
  • recognizes participants’ strength
  • provides opportunities for growth

The political leader

  • understands distribution of resources
  • identifies major constituencies
  • builds coalitions
  • assesses risks and opportunities
  • negotiates differences and reaches compromises

The symbolic leader

  • interprets meanings
  • articulates vision or purpose
  • strengthens norms
  • reinforces culture with traditions or rituals

We have been learning that, in every organizational situtation, each of these four frames plays a role. And a good leader will try to examine every situation through each of these four lenses. Instead of settling for the perspective with which we are most comfortable, we can expand our choice of options by “flipping the frame” and looking at the situtation through one of the other lenses.

Sunday: The Institute Begins

Monday, August 4, 2008 6:15 am
Lots of Reading AssignmentsProgram Materials

The Leadership Institute began Sunday afternoon by assigning each of the 99 participants into one of 10 small discussion groups. We will be with our assigned group throughout the week and will start each day off with the group to discuss, share and/or to supplement content covered the previous day or assigned to us to read overnight. The groups aren’t task-oriented, they are designed for sharing. Our first session was a get-acquainted period. There are 10 in my group and the people range from a library director to a person who has just been given a person to supervise for the first time. We shared our professional backgrounds, our current responsibilities and our reasons for coming to the Institute. Somehow the discussion did get around to talking about the popularity of coffee shops in academic libraries and the politics of Starbucks!

The first general session followed. Throughout the week, all participants will meet as a group 3 times daily. One reason is to create a shared group experience. Yesterday’s large group session introduced the concept of the case study, which is going to be the primary way leadership issues are explored this week. Since many in the class have not had experience learning using case studies and with discussion-based learning, this first session was a way to teach us how they are used and what we can do to best prepare to take part in the discussion.

When the 2 hour session ended at 5:30, we were all given Harvard umbrellas (there have been substantial afternoon storms daily) and were led to the Radcliffe Gymnasium for an opening reception. This provided another venue to get acquainted with participants outside of my discussion group. I finished off the evening by going to dinner with two new colleagues where we had spirited exchanges of how things are at each of our libraries. One of the women is a bibiliographer/collection development librarian at Widener Library. The whole decentralized organization of the Harvard Libraries is fascinating, making our consensus building among 3 libraries seem like child’s play.

Small group discussion starts this morning promptly at 8. I’ve been up since 4:30 finishing my reading assignments. Now off to find a good cup of coffee and a cheap breakfast (read, not here at the hotel!).

Saturday Afternoon in Cambridge, MA

Saturday, August 2, 2008 4:46 pm
Looking Out onto Massachusetts Ave.Harvard College Campus

I arrived in Cambridge, Massachusetts late this morning to spend a week at Harvard to attend the Leadership Institute for Academic Librarians. The Harvard Institutes for Higher Education collaborates annually with ACRL to present this institute. Their goal (and mine) is to increase attendees’ (my) capacity to lead and manage.

The program starts tomorrow afternoon, so I arrived today to get acclimated and be ready to dive into what promises to be a fairly intense week of discussion and study.  Issues that we will examine are:

  • How well positioned is our organization to meet current and future challenges?
  • How effective is my own leadership?

We’ll be looking at characteristics of effective leadership in academic organizations, transformational learning, planning, and organizational strategy and change.

One of the main texts that will be used to help shape discussion is Bolman and Deal’s Reframing Organizations: Artistry, Choice and Leadership. It advances a four-frame model of organizations -as factories (structural frame; formal roles and responsibilities), families (human resources frame; organizations as extended family), jungles (political frame; organizations as contests), and temples (cultural frame; organizations as tribes). Each of these has its own image of reality. We will be learning how it is important to understand all four and use all of them to gain a better overall understanding by viewing different perspectives. They maintain that learning multiple perspectives is a good defense against cluelessness (think Lay/Enron).

I’m looking forward to this opportunity to spend a week where I can focus in-depth on issues that are very important to me in my new role and to our library as we start the process of implementing our ambitious strategic plan. I will try to keep a daily update (if we don’t have too much homework!).


Pages
About
Categories
2007 ACRL Baltimore
2007 ALA Annual
2007 ALA Gaming Symposium
2007 ALA Midwinter
2007 ASERL New Age of Discovery
2007 Charleston Conference
2007 ECU Gaming Presentation
2007 ELUNA
2007 Evidence Based Librarianship
2007 Innovations in Instruction
2007 Kilgour Symposium
2007 LAUNC-CH Conference
2007 LITA National Forum
2007 NASIG Conference
2007 North Carolina Library Association
2007 North Carolina Serials Conference
2007 OCLC International ILLiad Conference
2007 Open Repositories
2007 SAA Chicago
2007 SAMM
2007 SOLINET NC User Group
2007 UNC TLT
2007_ASIST
2008
2008 Leadership Institute for Academic Librarians
2008 ACRL Immersion
2008 ACRL/LAMA JVI
2008 ALA Annual
2008 ALA Midwinter
2008 ASIS&T
2008 First-Year Experience Conference
2008 Lilly Conference
2008 LITA
2008 NASIG Conference
2008 NCAECT
2008 NCLA RTSS
2008 North Carolina Serials Conference
2008 ONIX for Serials Webinar
2008 Open Access Day
2008 SPARC Digital Repositories
2008 Tri-IT Meeting
2009
2009 ACRL Seattle
2009 ALA Annual
2009 ALA Annual Chicago
2009 ALA Midwinter
2009 ARLIS/NA
2009 Big Read
2009 code4lib
2009 Educause
2009 Handheld Librarian
2009 LAUNC-CH Conference
2009 LAUNCH-CH Research Forum
2009 Lilly Conference
2009 LITA National Forum
2009 NASIG Conference
2009 NCLA Biennial Conference
2009 NISOForum
2009 OCLC International ILLiad Conference
2009 RBMS Charlottesville
2009 SCLA
2009 UNC TLT
2010
2010 ALA Annual
2010 ALA Midwinter
2010 ATLA
2010 Code4Lib
2010 EDUCAUSE Southeast
2010 Handheld Librarian
2010 ILLiad Conference
2010 LAUNC-CH Research Forum
2010 LITA National Forum
2010 Metrolina
2010 NASIG Conference
2010 North Carolina Serials Conference
2010 RBMS
2010 Sakai Conference
2011 ACRL Philadelphia
2011 ALA Annual
2011 ALA Midwinter
2011 CurateCamp
2011 Illiad Conference
2012 SNCA Annual Conference
ACRL
ACRL 2013
ACRL New England Chapter
ACRL-ANSS
ACRL-STS
ALA Annual
ALA Annual 2013
ALA Editions
ALA Midwinter
ALA Midwinter 2012
ALA Midwinter 2014
ALCTS Webinars for Preservation Week
ALFMO
APALA
ARL Assessment Seminar 2014
ARLIS
ASERL
ASU
Audio streaming
authority control
Berkman Webinar
bibliographic control
Book Repair Workshops
Career Development for Women Leaders Program
CASE Conference
cataloging
Celebration: Entrepreneurial Conference
Charleston Conference
CIT Showcase
CITsymposium2008
Coalition for Networked Information
code4lib
commons
Conference Planning
Conferences
Copyright Conference
costs
COSWL
CurateGear 2013
CurateGear 2014
Designing Libraries II Conference
DigCCurr 2007
Digital Forsyth
Digital Humanities Symposium
Disaster Recovery
Discovery tools
E-books
EDUCAUSE
Educause SE
EDUCAUSE_SERC07
Electronic Resources and Libraries
Embedded Librarians
Entrepreneurial Conference
ERM Systems
evidence based librarianship
FDLP
FRBR
Future of Libraries
Gaming in Libraries
General
GODORT
Google Scholar
govdocs
Handheld Librarian Online Conference
Hurricane Preparedness/Solinet 3-part Workshop
ILS
information design
information ethics
Information Literacy
innovation
Innovation in Instruction
Innovative Library Classroom Conference
Inspiration
Institute for Research Design in Librarianship
instruction
IRB101
Journal reading group
Keynote
LAMS Customer Service Workshop
LAUNC-CH
Leadership
Learning spaces
LibQUAL
Library 2.0
Library Assessment Conference
Library of Congress
licensing
Lilly Conference
LITA
LITA National Forum
LOEX
LOEX2008
Lyrasis
Management
Marketing
Mentoring Committee
MERLOT
metadata
Metrolina 2008
MOUG 09
MOUG 2010
Music Library Assoc. 07
Music Library Assoc. 09
Music Library Assoc. 2010
NASIG
National Library of Medicine
NC-LITe
NCCU Conference on Digital Libraries
NCICU
NCLA
NCLA Biennial Conference 2013
NCPC
NCSLA
NEDCC/SAA
NHPRC-Electronic Records Research Fellowships Symposium
NISO
North Carolina Serial Conference 2014
Offsite Storage Project
OLE Project
online catalogs
online course
OPAC
open access
Peabody Library Leadership Institute
plagiarism
Podcasting
Preservation
Preservation Activities
Preserving Forsyth LSTA Grant
Professional Development Center
rare books
RDA/FRBR
Reserves
RITS
RTSS 08
RUSA-CODES
SAA Class New York
SACS-COC
SAMM 2008
SAMM 2009
Scholarly Communication
ScienceOnline2010
Social Stratification in the Deep South
Social Stratification in the Deep South 2009
Society of American Archivists
Society of North Carolina Archivists
SOLINET
Southeast Music Library Association
Southeast Music Library Association 08
Southeast Music Library Association 09
SPARC webinar
subject headings
Sun Webinar Series
tagging
TALA Conference
Technical Services
technology
ThinkTank Conference
Training
ULG
Uncategorized
user studies
Vendors
video-assisted learning
visual literacy
WakeSpace
Web 2.0
Webinar
WebWise
WFU China Initiative
Wikis
Women's History Symposium 2007
workshops
WSS
ZSR Library Leadership Retreat
Tags
Archives
December 2014
November 2014
October 2014
August 2014
July 2014
June 2014
May 2014
April 2014
March 2014
February 2014
January 2014
December 2013
November 2013
October 2013
August 2013
July 2013
June 2013
May 2013
April 2013
March 2013
February 2013
January 2013
December 2012
November 2012
October 2012
September 2012
August 2012
July 2012
June 2012
May 2012
April 2012
March 2012
February 2012
January 2012
December 2011
November 2011
October 2011
September 2011
August 2011
July 2011
June 2011
May 2011
April 2011
March 2011
February 2011
January 2011
December 2010
November 2010
October 2010
September 2010
August 2010
July 2010
June 2010
May 2010
April 2010
March 2010
February 2010
January 2010
December 2009
November 2009
October 2009
September 2009
August 2009
July 2009
June 2009
May 2009
April 2009
March 2009
February 2009
January 2009
December 2008
November 2008
October 2008
August 2008
July 2008
June 2008
May 2008
April 2008
March 2008
February 2008
January 2008
November 2007
October 2007
September 2007
August 2007
July 2007
June 2007
May 2007
April 2007
March 2007
February 2007
January 2007

Powered by WordPress.org, protected by Akismet. Blog with WordPress.com.