The path of transformational change
| DOI | https://doi.org/10.1108/01435121011093441 |
| Pages | 678-689 |
| Published date | 26 October 2010 |
| Date | 26 October 2010 |
| Author | Alison Nussbaumer,Wendy Merkley |
| Subject Matter | Library & information science |
The path of transformational
change
Alison Nussbaumer
University Library, University of Lethbridge, Lethbridge, Canada, and
Wendy Merkley
Information Systems and Technical Service, University of Lethbridge,
Lethbridge, Canada
Abstract
Purpose – The paper seeks to document the process and strategies used to create transformational
change at the operational, organizational and cultural level.
Design/methodology/approach – The vision of transformational change was guided by three
principles: building it today, adding value, and aligning with the university’s strategic plan.
Findings – During a 2008-2009 internal review it became clear that current services and systems
were inhibiting the ability to move forward. To overcome this inertia, eight strategies were developed
to lay the foundation for transformational change. These included: creating a framework for change,
leveraging outside expertise, building a leadership team, designing a new organizational structure,
influencing organizational culture, managing transition, forming operational teams and workgroups,
and reflections. The greatest challenge has been to manage library staff fears and expectations.
Dealing with both passive and active resistance has required flexibility and a commitment on the part
of library administration to engage staff in an ongoing dialogue to clarify the vision and to encourage
staff to see change as serving both the library’s interests and their own self-interest.
Originality/value – The value of this paper is in showcasing tools and strategies for transforming
an academic library’s organizational culture and structure.
Keywords Academic libraries,Organizational change, Changemanagement, Canada
Paper type Case study
1. Introduction
The University of Lethbridge is a small comprehensive university with 8,000 FTE
students and 1,348 employees. The university was founded in 1967, in Lethbridge,
Alberta, Canada.
Historically, there is a high level of turn-around in the position of University
Librarian. Ten people have held the position during the past 40 years, averaging less
than one five-year term per administration; this is uncommon in Western Canadian
university libraries. In contrast, there is low turn-around of other library employees,
with staff averaging 19 years of service, and librarians averaging 14 years of service.
The staff are unionized and the librarians are tenured faculty.
A new university librarian (UL), external to the organization, commenced in the
position in August 2008. After meeting with all library staff, deans, the VP academic
and others in the community it was clear that the library staff were “stuck”, unable to
move forward and make needed improvements to library services. This “stuckness”
was apparent at the operational, organizational and cultural levels in the library.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0143-5124.htm
LM
31,8/9
678
Received 5 February 2010
Revised 11 April 2010
Accepted 23 April 2010
Library Management
Vol. 31 No. 8/9, 2010
pp. 678-689
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/01435121011093441
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