NITLE SERIES ON:

FUTURE OF THE LIBERAL ARTS COLLEGE LIBRARY

SAM DEMAS

7 MAY 2013

Overview of Organizational

Development

Webinar Scope

Overview of organizational development What it is and why it is important An holistic view

DIY: ongoing, inclusive process Unpack elements

Organizational culture Strategic directions and planning Workflow analysis Organizational structure

Some approaches and tips Questions and discussion

Organizational Development – Why and How?

Why Organizational Development? Staff are the most important library resource Changes in the ecology of scholarly communication Stagnation, immobilized, overwhelmed Morale and/or operational problems Leadership change Administrative pressure

DIY (selective use of consultants) ongoing, inclusive internal effort

Organizational review as a tool in org. dev.

What is Organizational Review? : (1 of 2)

1. Purposes:Set strategic directions, align with institutionAdjust organizational culture and structure

to achieve strategic goals and adapt to changes in the environment. to create capacity for new work and areas of new emphasis.

2. Methods:Identify what to create more capacity to do

strategic plan, departmental review, outside assessment, etc. Study organizational culture and structure

identify what is working well and what could be improved (staff conversations)

Workflow analysis – different levels & approaches

What is Organizational Review? (2 of 2)

3. Outcomes can include:Written or oral reportNew workflowsNew job descriptions for some staffIdentify focus for vacant positionsNew or modified organizational structure More emphasis on:

Communication Decision-making and leadership Recognition and rewards How we handle change

Identify things to stop doing or de-emphasize“Signature programs”

Familiar tools for Organizational Development

Mission, vision, valuesStrategic planning

Alignment with university goals Setting annual goals for library & staff

Holistic organizational review Departmental reviews Other external assessments (consultant, colleagues) Workflow analysis Structure and job descriptions Organizational culture

Elements of Organizational Culture

CommunicationMorale/esprit de corpsHiring and performance evaluationsDecision-making and leadershipRecognition and rewardsProfessional development – expectations &

supportAssessmentHow we handle change and planningOrganizational structure

Mission, vision, values

Mission (enduring) What is the essential purpose? Why exists? What it does to accomplish these ends?

Vision (5-10 years from now) A vivid idealized description of desired outcomes Resulting contribution to society

Values (today) What do you believe in? Hold true? How do we behave and act on these beliefs? How do we treat each other?

Mission, vision, values

When and why it matters When you have lost track, need grounding Staff turnover New directions

Approaches Mission, vision

Staff task force run the process Values

Appreciative inquiry exercise

Strategic Planning Outcomes

Should result in a common resolve and focusGuiding documentOngoing review and update of strategic planServe as basis for annual goals, staffing and

budget prioritiesWhat you want to create capacity for

Staff development Use of positions What to stop doing, de-emphasize, stop doing….

Annual Goals

For Library

For Each Department

For each member of the team

Tied to performance evaluation

Tied to compensation, reward, recognition,

Departmental Reviews

Academic tradition of decennial reviews Internal review External review Campus review

Outside assessment by consultant or colleagues

Less formal targeted reviews of operations, workflows, departments, areas of challenge

Workflow Analysis

What is it? Taking a fresh and wholistic look at the nitty gritty of how the

work gets done. [In-depth, step-by-step analysis of how the work gets done, how workflows operate with and across departments, review]

How to do it? Consultants In-house task forces Invite colleagues to visit Environmental scan Conduct site visits, job swaps

How to avoid people feeling threatened?

Organizational Structure

IMHO, not as important as many people think Characteristics of other aspects of organizational culture are much more

important

However, useful exercise in every organization periodically

Structure can be an obstacle to communication, cooperation, transparency, mutual support, holistic thinking and acting

Factors: size of organization, cast of characters, organizational culture, institutional culture, etc. Customized to the circumstances, no cookie-cutter approach.

Consultants can be useful in facilitating process

Job descriptions

Work closely with HR

Loyal, smart, long term employees can benefit from taking on new roles and responsibilities, and so can the organization!

Use as opportunity to review classifications, get people raises, make staff development plans, etc.

Conclusion/wrapup

Organizational development is mostly a DIY activity: ongoing, intentional, open, honest, and inclusive process of cultivating individuals and the whole team Consultant roles

Timing/sequencing of activities?

How to quell staff anxiety and engage them intellectually and emotionally?

Questions and discussion……..