Addressing Addressing Underlying Underlying Issues to Issues to Advance Advance Information Information LiteracyLiteracy
Courageous Conversations:Courageous Conversations:
Wilkinson & Bruch LILAC 2012
Conversation GuidesConversation GuidesCarroll Wetzel Wilkinson Carroll Wetzel Wilkinson West Virginia University
Morgantown, West Virginia USA
Courtney Bruch Courtney Bruch Front Range Community
College Westminster, Colorado USA
Wilkinson & Bruch LILAC 2012
Core Values: Core Values: EnterpriseEnterprise--Wide Change in IL Wide Change in IL
ProgrammingProgramming
Wilkinson & Bruch LILAC 2012
Session OutcomesSession Outcomes• Examine IL through an organizational
culture context
• Define change agency and name three change techniques as options for further exploration
• Begin courageous conversations between colleagues
Wilkinson & Bruch LILAC 2012
““Courageous ConversationsCourageous Conversations””
“a dialogue designed to resolve competing priorities and beliefs while preserving relationships”—Heifetz, et al (2009)
Wilkinson & Bruch LILAC 2012
““Organizational CultureOrganizational Culture””
“a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation and internal integration, 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)
Wilkinson & Bruch LILAC 2012
Assumptions & IntegrationAssumptions & Integration
Two Assumptions
• IL demands a commitment to education and a role change
• IL demands a paradigm shift to student (and librarian) learning
Internal Integration Problem Questions
• Does the library's mission statement include teaching (not just support of others’teaching)?
• Have co-workers, library administration, and campus officials accepted this paradigm shift?
Wilkinson & Bruch LILAC 2012
ConversationConversation
In your organization, are there assumptions or internal
integration problems that stymie IL program
development?
Wilkinson & Bruch LILAC 2012
Change AgencyChange Agency
“foundation on which successful and enduring change is built”—Lucas (2000)
Wilkinson & Bruch LILAC 2012
Implementing Change Implementing Change StrategiesStrategies
“…change strategies seem to be successful if they are culturally coherent or aligned with the culture.” –Kezar and Eckel (2002)
Wilkinson & Bruch LILAC 2012
Diagnosing Change Diagnosing Change ReadinessReadiness
Wilkinson & Bruch LILAC 2012
FACTOR DIAGNOSTIC QUESTIONS
SELECTED STATEGIES TO ADDRESS WEAKNESS
Example
REWARD STRUCTURE
Example
• How seriously is teaching recognized in tenure and promotion decisions in the department? College? University?
Example
• Use focus on teaching/learning to promote collegiality
•Align award structure with departmental vision—Lee et al (2007)
Appreciative InquiryAppreciative Inquiry
“Appreciative Inquiry is a narrative based process of positive change. It is a cycle of activity that starts by engaging all members of an organization or community in a broad set of interviews and deep dialogue about strengths resources and capabilities.”—Cooperrider (2005)
Wilkinson & Bruch LILAC 2012
Applications AIApplications AILibraries
• Sullivan used AI with ARL libraries in the U.S.
• Ohio State University Libraries used AI as part of new strategic plan 2011 (Schlosser)
• Somerville used AI to develop a learning community at Auraria Library, serving 3 campuses
Higher Ed and Business• Bergquist hails AI as a
useful technique in working across bridging the six cultures of higher education institutions.
• Cooperrider promotes AI to develop the collaborative capacity in business orgs
Wilkinson & Bruch LILAC 2012
Change Agency TheoryChange Agency Theory
“Exploring the model of change agent strategies and behaviors empowers librarians and helps develop a method for paving the path of curriculum reform.”--Travis (2008)
Wilkinson & Bruch LILAC 2012
ReflectionReflectionReflect on your institution’s culture and subcultures. Have you witnessed a change strategy at your institution that was successful/unsuccessful? Why?
ORReflect on the change strategies just discussed. Given what you know about your institutional culture/subcultures, which one might work best?
Wilkinson & Bruch LILAC 2012
Implications & ConclusionsImplications & Conclusions• Libraries can change, but factors (including
assumptions and readiness to change) must be taken into consideration.
• Instruction librarians can be effective change agents in libraries/higher education.
• Using techniques such as AI or Change Agency Theory in teams can be effective.
• Instruction librarians can lead change by addressing the discord and tension surrounding IL through courageous conversations and by practicing workplace IL.
Wilkinson & Bruch LILAC 2012
Thank you!Thank you!
Wilkinson & Bruch LILAC 2012
Carroll Wetzel Wilkinson West Virginia University
Morgantown, West Virginia USA
Courtney Bruch Front Range Community College
Westminster, Colorado USA