Effects of the Adoption of an Integrated Online System on a Technical Services Department
| DOI | https://doi.org/10.1108/eb047670 |
| Published date | 01 April 1986 |
| Pages | 89-92 |
| Date | 01 April 1986 |
| Author | Leonard Rhine |
| Subject Matter | Information & knowledge management,Library & information science |
Effects of the Adoption of an
Integrated Online System on a
Technical Services Department
Leonard Rhine
Bringing up an online computer
system is an example of planned,
organizational change. Individuals
may experience feelings of instability
and fear, especially if the planned
change is imposed from a higher
bureaucratic level. Various techniques
can be employed to minimize these
feelings. Communications is essential,
and can not be over-estimated.
Do not provide too few terminals
and work stations. Provide adequate
written documentation, especially
to those responsible for staff training.
Change-agents must be confident
about what they are doing.
INTRODUCTION
In the past decade, many libraries have under-
gone considerable technological change with the
"bringing up" of online systems. Articles have
been written about the technical aspects of this
type of change. Other studies have been devoted
to the patrons' response to using terminals instead
of the card catalog. While there is a body of lit-
erature discussing the theoretical aspects of change
and innovation in relation to library automation,
little has been written about the staff reaction
to the technological change that has been imposed
on that group. Presented here is a summarization
of questionnaire responses by technical services
department staff members who have experienced
the adoption of an integrated online system.
CHANGE THEORY
Bringing up an online computer system is an
example of planned, organizational change or in-
novation. Organizational change can be defined
as "a deliberate process rather than a chance hap-
pening or discovery."1 An innovation is an idea
or practice that is new for the adopting organization.
In the literature, the terms innovation and change
are used almost interchangeably.2
The strongest barrier to change is the psy-
chological one. Change can arouse fear and insecurity
as entrenched procedures are disturbed. Individuals
may experience a feeling of instability and fear,
especially if the planned organizational change
is imposed from a higher bureaucratic level. The
"resistance may be based on fear of change, threat
ISSUE 16 89
Rhine is Head of Technical Services, the
Health Science Center Library, University of
Florida, Gainsville, FL.
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