Exponential change: what drives it? what does it tell us about the future?
Exponential change
Transcript of Exponential change
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McMaster University LibraryExponential Change in Traditional Organizations
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July 2006• University Librarian at
McMaster University– Top 200 Universities
worldwide– Canada’s most research
intensive– Recognized as “Canada’s
most innovative”– Problem-based learning
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McMaster University Library
Challenges• Library in state of decline
– 1991: Ranked 86th among Association of Resarch Libraries
– 2006: Ranked 109th
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Challenges
• Lowest funded medical-doctoral library in Canada
• Lowest # of librarians in ARL• Lowest #FTE in ARL• Unionized environment• Length of service• App. 40% staff in “back office”• 10-15% of staff on LTD
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In spite of challenges…• Created 7 new librarian positions
– Gaming Librarian– Marketing/Communications/Outreach– Teaching and Learning– Digital strategist– Digital technologist– E-resources– Archivist/Librarian
• Two new positions on the way– Data/GIS Librarian– Scholarly Communications Librarian
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• Inherited Classroom Audio Visual Services– Staff of 10– Budget of $1m– Responsible for all classroom technologies
• Opportunity to integrate instructional technologies, academic resources, and support services
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Campus Leadership• $6m Innovative Learning campaign item• Co-chair, Task Force on Teaching and
Learning• Chair, Burlington campus learning space
design committee
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Campus News
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Local News
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National News (CBC, G&M)
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National Television (Canada AM)
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Awards• Learning Commons: two significant awards:
– Rudy Heinzl award– PMI award
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•Recipient 2008 ACRL Excellence in Academic Libraries Award
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How did we get here?
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“The Change Agent’s Handbook”
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1. Clarify the mission, vision, and reasons for change
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A new message, bold vision, get attention
Do not fear to be eccentric in opinion, for every opinion now accepted was once eccentric.
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Today’s learner• Intuitively visual
communicators• Easily move between
virtual and physical• Learn through discovery• Respond quickly• Able to shift easily
– Diana Oblinger
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Vision and MissionVision
McMaster University Library will be recognized as Canada's most innovative, user-centred, academic library.
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Vision and MissionMission
The University Library advances teaching, learning and research at McMaster by:
• teaching students to be successful, ethical information seekers
• facilitating access to information resources • providing welcoming spaces for intellectual discovery • promoting the innovative adoption of emerging
learning technologies
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2. Establish the roles, responsibilities, and structure to support change
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Transformation Team
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Transforming our organization• Stopped doing what we didn’t need to do:• Eliminated copy cataloging as a function
– 8 voluntary separation packages;– 6 months pay– $300,000 salary savings
• 9 new positions created– 7 new librarians
• New positions=new functions
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Reassignments• Metatadata librarian• User Experience Librarian• Director of Liaison Program• Director of Assessment• Development officer• Clerical support:
– Digitization– maps– e-reserves– tiered reference
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Seven new librarians in one year!
• Digital Strategies Librarian (Nick Ruest)• Digital Technologies Librarian (John Fink)• Teaching and Learning Librarian (Karen Nicholson)• Marketing, Outreach, Communications Librarian
(Catherine Baird)• Immersive Learning/Gaming Librarian (Shawn
McCann)• E-Resources Librarian (Janice Adlington)• Archivist Librarian (Rick Stapleton)
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3. Develop the required leadership team capability
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Informed ourselves: guest speakers• Faculty: Dr. Brian Detlor (Business), Dr. Claude
Eilers (Classics) and Dr. Geoffrey Rockewell (Multimedia)
• Mike Ridley (Guelph)• Perry Willett (UofM)• Alane Wilson (OCLC)• Michael Stephens (tametheweb)• Joan Lippincott (CNI), • John Shank (blendedlibrarian.org)
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Retraining: Learning 2.0 @ Mac
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4. Assess the current situation
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Assessment• LibQUAL• SAILS
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5. Determine the key strategies for achieving the change
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Transformation: Four themes
• Transforming ourselves• Transforming our resources• Transforming our services• Transforming our facilities
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6. Develop implementation plans Implement and monitor progress
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First in Canada: Reference service in Second Life
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First in Canada: Endeca
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First in Canada: Digital Commons
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Our Facilities Learning Commons @ Mills
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Learning 2.0
http://macetg.wordpress.com/about-learning-20-mac/
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6. Determine causes ofunder- and over-performance
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• Still a work “in progress”• Annual reviews
– UPC– Budget
• This year: Thode Science and Engineering Library staffing model review
• Staff vacancies: no “status quo”• Assessment plan: this year
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7. Apply learnings
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My own lesson:
Do not fear to be eccentric in opinion, for every opinion now accepted was once eccentric.
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Note of caution
Tell all the Truth but tell it slant---Success in Circuit liesToo bright for our infirm DelightThe Truth's superb surprise
As Lightening to the Children easedWith explanation kindThe Truth must dazzle graduallyOr every man be blind---
Emily Dickinson
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8. Celebrate, reflect, document
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ACRL Application
•Recipient 2008 ACRL Excellence in Academic Libraries Award•Sponsored by Blackwell Book Services•Previous recipients include:
•Cornell•Virginia•Arizona•Georgia Institute of Technology•Others
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Exercise• What are the factors driving change in your
organizations?• Are staff aware of these factors? Is the
university community?• How do you assess their readiness to
change?• Which changes could you implement now
and which will require more time?