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Mla planning presentation djones
The document discusses elements of strategic planning, organizational change, and organizational culture. It provides frameworks for analyzing competing values, leading change, and assessing the external environment. It emphasizes that shared vision and values are important for aligning an organization and engaging employees. Strategic priorities should address gaps between the current reality and the vision. Organizational culture consists of visible artifacts as well as deeper assumptions, and understanding culture is key to successfully initiating change.
Mla planning presentation djones
- 1. Culture Eats Strategy for Lunch Connections MLA Quad Chapter Meeting October 16, 2012
- 2. If anything iscertain, it is that change is certain. The world we are planning for today will not exist in this form tomorrow. 2
- 3. Planning is bringingthe future into the present so that you can do something about it now. 3
- 4. Traditional Strategic PlanningElements Mission –What the Library needs and wants Mission to fulfill. (Words) Goals – The specific results needed to achieve mission. Goals are specific, time Goals bound and measurable (Numbers/Dates) Strategies – How the Library will achieve its goals. Strategies must require us to Strategies make a specific decision. (Words) Metrics – How the Library will know if the strategies are working and thus achieving predetermined goals. Metrics serve as the Metrics basis for management success. (Numbers) Action Plans – Specific steps to be taken Action Plans for each strategy with deadline dates and person(s) responsible for execution. 4
- 5. Leading Organizational Change EnvironmentalForces Marketplace Requirements Business Imperatives Organizational Imperatives Cultural Imperatives Leadership/Employee Behavior Leadership/Employee Mindset 5
- 9. Competing Values Framework •Leaders understand and appreciate conflicting values and integrate them successfully so that the organization is open to collaboration and growth. • Framework inventor, Jeff DeGraff, the Dean of Innovation, advocates ambidextrous leadership—leaders adroit at two conflicting values • Integrating values when the timing is right results is organizations that are creative, while meeting high quality control standards, and that are open and collaborative, but also maintain their competitive edge.
- 10. Library Transformation Phases Design Assesskey stakeholders and Implement external environment Coalesce new units, staff and Change Management Involve key stakeholders in fleshing proposed new leadership Cultural integration models and next level Initiate horizontal structural structure elements Leadership and team Determine leadership needs Develop shared vision related development and appoint/recruit to space allocation and Continue to adapt and expand Identify key positions; programs aligned with structure critically needed knowledge curricular and research needs Continue to develop shared and skills Execute on “targets of vision and goals for Library opportunity” and achieve near-term successes Continuously align with changing faculty and student endeavors (evolving curriculum and online learning, research developments, etc.) Contribute to overall success of parent institution
- 11. Environmental Scan • Whatare some of the major issues/trends impacting the academic health science library in the next 5 years? 10 years? 20 years? • How do you see the relationship of libraries and computing in the future? • What are some of the issues and implications related with the change to electronic everything—medical records, collections, need for research repositories, online curricula and learning, etc. • What are some of the issues and implications with supporting researchers? data management? translational medicine? • What are some of the trends you are observing about students— needs? Preparation? Behaviors? Expectations?
- 12. Environmental Scan • Whatwill be some of the issues that surface related to health and healthcare costs and changes in reimbursement, 50 million uninsured? • Equally big for many of our academic centers is the leveling or reduction in funds for research which fuels many of our institutions. • How will bio-informatics/medical informatics continue to evolve? Collaboration or competition? • What are the implications of the patient empowerment movement? • Directly to the implementation of electronic health records where patients will have much better access to their own information.
- 13. A Model forHigh Performance Strategic Direction • Mission • Assessment Strategy • Short and Long-Term Goals • Measures • Implementation A Implementation Support L • Library Heads I • Affinity Groups G • Human Resources Structure • Senior Leadership N • Policies/Procedures M • Systems/Processes E • Communications N Personality of the Organization T • Shared Values • History and Identity • Faculty Support Culture • Attitudes/Beliefs • Behaviors
- 14. Vision CM Process Map Wake up calls: feedback to learn from and guide course correction Current reality
- 15. Creating Shared Vision What: acommonly held picture of a collectively desired future to which each member can feel a personal connection. How: 1. build on personal visions to capture staff commitment and energy; 2. use shared values as the "glue" to bind individuals into teams.
- 16. Two types ofshared visions in organizations: 1. the products and services it provides; 2. the values its staff lives in daily interactions internally and with clientele.
- 17. Why is sharedvision needed? Because: • people desire to be connected to an important undertaking; • shared vision creates a sense of collective ownership; • shared vision elicits staff energy and creativity.
- 18. Why is sharedvision needed? Because without it: • forces in support of the status quo can overwhelm; • no staff commitment (compliance at best, outright cynicism likely); • pettiness prevails when the greatness of a vision disappears.
- 19. Structural Tension Model Vision Current Fear (what is Reality (what is wanted) (what is) not wanted) emotional tension creative tension Engagement Adapted from Robert Fritz
- 20. The power ofshared vision: Personal visions derive their power from an individual's deep caring for the vision. Shared visions derive their power from a common caring. A vision is truly shared when you and I have a similar picture and are committed to each other having it, not just to each of us individually having it.
- 21. The test ofa shared vision is not in the statement, but in the directional force it gives the organization. Directional forces 1. Commitment • professional identification with organization’s goals; • taking a long view;
- 22. Questions to SurfaceShared Values Describe one or two situations in which you’ve observed the values of your organization in action. Describe one or two situations in which you felt most valued by this organization.
- 23. Strategic change A sharedvision is made achievable through the development of strategic priorities, i.e., chunks of work that address critical gaps (creative tensions) between current reality and vision.
- 24. Characteristics of goodstrategic priorities: • linked to shared vision very clearly; • galvanize commitment from as least the implementation team; • are limited enough to be doable; • are quantifiable or at least observable.
- 25. A lot ofquestions about the woods can’t be answered by staying all the time in the woods… Norman MacLean A River Runs Through It
- 26. Organizational Culture is apattern of shared basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration" that have 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”
- 27. Formal Intervention: Initiating CultureChange • What results and new ways of working do you want to create? • What characteristics of the culture are most likely to hinder the change? • And which are most likely to help? • What attitudes have to shift in order to develop the results you want?
- 28. Definitions • Artifacts: visiblesignifiers of culture • Espoused values: what we say we value • Values in action: how we behave • Cultural assumptions: neutral “givens” upon which culture is built
- 29. Aspects of Culture • Culture is learned. • Cultures are inherently logical. • Culture forms our self-identity and community. • Culture combines the visible and the invisible. • Culture is dynamic.
- 30. Important to know • The power of story • “How things work around here” • Culture and climate are not the same thing • Difficult to have a direct impact on culture • Culture seeks stasis
- 31. Organizational Structures Reportingrelationship with parent institution School of Medicine University Library Combined *Michigan, Minnesota, Washington, UNC Chapel Hill— combined University and Health Sciences Libraries Internal structure: • Functional • Divisional • Matrix • Hybrid • Team • Virtual
- 32.
- 33. Making the Connections Profession University/ Hospital Library
- 34. Connections with theProfession Take-Away #1: Conduct a Professional Scan 1. Identify 5 - 8 peer and aspirant peer institutions 2. Assign institutions to investigative team members. Each pair: • Examine general web and published LIS sources to see how the library is being discussed; what the library is known for • Examine the web site of the library in some depth • Examine the library’s strategic plan, if developed within the past 3 years • Examine the library’s organizational structure
- 35. Professional Scanning Examine 5– 10 peer or aspirant peer libraries John Hopkins Duke UC Berkeley Maryland Michigan Minnesota NCSU Stanford Pittsburgh U Southern Cal UC San Francisco Virginia U Washington
- 36. Conduct a ProfessionalScan 3. Consider these questions about peers/aspirant peers: • In what ways is the library setting out to create change, undertake new initiatives, reallocate resources, etc.? • Identify innovative and “radical” initiatives underway in the library that should inform and inspire our planning • Are there initiatives that we should consider? • Collect data to identify resource needs for new goals • What resources (staff, budget) are other libraries devoting to some key areas, (e.g. digitization, scholarly communication, e-books), compared to our current staffing and budget levels? • Begin to validate/evaluate our developing ideas for your against developments seen in other health science libraries • Are others doing what we are proposing?
- 37. Conduct a ProfessionalScan 4. Record your observations and analysis, highlighting your assessment of the library’s most significant strategic directions for the future
- 38. Your Library’s ProfessionalScan Professional Scanning: a consideration of key health science library strategic directions/initiatives Institution (peer or aspirant?) Summarize the library’s vision Vision What are the major new initiatives, priorities, where is this library putting its new resources? Strategic Initiatives THIS IS THE HARD PART! Consider to what extent, if any, the libraries may want to pursue one or more strategic Potential for Library directions/initiatives similar to those in the peer/aspirant peer library. In particular consider what positive impact these initiatives may have on your library’s faculty, students, academic and health professionals. A full discussion of the Strategic Planning Committee will help to flesh out the appropriateness of these initiatives for the libraries. Strategies and goals will be based on these considerations.
- 39. Connections with your institution Take-Away#2: Conduct your own Cultural Awareness Audit Exercise, Part One: • Briefly describe your organizational culture—at the library and at the parent organization levels, the way you would if you were summarizing for an external candidate for a position. Library: Parent Organization: • Now list one or two things about your organization that you came to know only after operating in that culture for period of time. • How did you discover these things? Part Two: Reflect on a change effort within your organization (at the library and/or parent organization level). Was it met with resistance? Was it successful? How did the acknowledgment of the culture (or lack of) affect the change effort’s success?
- 40. Connections within YourLibrary Take-Away #3: Create Opportunities to Build Positive Emotional Reservoirs Examples: Describe a peak experience or high point of the Library’s existence. Identify a time in your experience when you felt most effective and engaged. What are three wishes you have to enhance the health and vitality of your organization?
- 42. Positive Organizational Development There arethree basics of positive organizational development: 1. Individualization promotes employee growth. 2. The emotional climate of an organization defines the outer limits of productivity. 3. Monitoring movement toward organizational goals promotes organizational growth.
- 43. Leadership Role • Beoptimistic yet realistic • Plan carefully, but don’t hesitate to engage • Share plan at big picture level and detailed level • Tie to vision, and to employee’s job/role at individual level • Make sure that process includes opportunities for small successes early • Celebrate/recognize successes and progress • Communicate that course corrections are necessary in any change effort
- 44. Leadership Skills • Vision • Strategic thinking • Analytical thinking • Management • Effective communication • Group and process facilitation
Editor's Notes
- #2 Transform and Show impact. Libraries across North America are under tremendous pressure to do these two things, neither of which are simple given:our diverse array of stakeholders with increasingly sophisticated needs and expectations, the ever- and fast-changing landscapes within both the information and health care professionsLibraries’ traditional emphasis on counting inputs rather than outcomes; and Our intertwined relationship with other units on campus or under the umbrella of our parent institution that makes it nearly impossible to distinguishing our unique contribution. If these sentiments sound familiar to you, sit tight, we’re going to talk about it.
- #5 What’s not on this slide are the elements I consider most important—vision, shared values, and alignment with culture
- #9 A watershed of information pouring down us while we stand on the sides, in the middle and below being pummeled with information, requests, training and other human resource needs
- #12 What are some of the major issues/trends impacting the academic health science library in the next 5 years? 10 years? 20 years? How do you see the relationship of libraries and computing in the future?What are some of the issues and implications related with the change to electronic everything—medical records, collections, need for research repositories, online curricula and learning, etc. Some of the general themes/challenges would be budget/funding, information security, mobile technologies and wanting everything everywhere and all the time.What are some of the issues and implications with supporting researchers? data management? translational medicine?What are some of the trends you are observing about students—needs? Preparation? Behaviors? Expectations? Consider the variety: PhD, Master’s, and other health students – nursing, pharmacy, occupational and physical therapy, etc. as one the trends is to use more “ancillary” personnel as they are more cost effective.
- #32 Having a proper organizational structure is essential for companies belonging to all sectors of the economy to make progress on the business front. A well planned organizational structure can lead to increased efficiency and this will reflect on the revenue and profits of the firm. Among the different types of organizational structures is a hybrid organizational structure. It has been defined as the combination of the divisional as well as the functional structures. A hybrid organizational structure has all the advantages of these structures. Knowing what is a hybrid structure is possible only when you know the meaning of divisional and functional structures separately.Divisional Organizational StructureThe divisional organizational structure has many teams which are entirely focused on development of a single product. The best example of such a structure can be a car company which sells cars with different names. Concentration on a single product can help the company achieve perfection and better results. However, the drawback of this structure is that competing with divisions in the same company can lead to conflicts and office politics, which can affect the total output.Functional Organizational StructureFunctional organizational structure consists of the hierarchical grouping of the employees by the higher authorities and they are supposed to report their work to a single person in the top management. The main advantage of this organizational structure is that the lines of instructions are very clear and that employees come together to perform certain tasks in the organization which results in better output. Many times, lack of communication in the groups is considered as a disadvantage of functional structure.Hybrid Structure AdvantagesIncreased EfficiencyHybrid structure consists of multiple organizational designs. It has two different organizational structures which have been combined together. The main aim behind the formation of such a structure is to improve the efficiency and manner of functioning of the company. As we all know, running an organization smoothly is not one man's job, it requires a team of dedicated and talented professionals. These professionals should be assigned work in the right quantity and at the right time. The most important feature here is that it makes work allotment and distribution extremely easy for the senior level management. This structure lays emphasis on giving employees the work in which they are experts, to ensure that they deliver a good performance for the benefit of the organization.Creates Unity Among the Staff MembersHybrid organizational structure is crucial for creating a sense of unity among the employees of the organization. Such an organizational structure is useful to carry out business operations on a very large-scale. Individuals, belonging to different regions work closely with each other in a hybrid organization for attainment of set goals. Cross cultural unity has helped many small organizations become large corporations with operations in several regions.FlexibilityThis organizational structure is much more flexible as compared to the divisional and functional structures. Hybrid organizations have different product lines which gives them competitive advantage in a market which has many participants. Flexible organizational structure helps keep the relations between the senior management and junior employees cordial through consistent dialog and interaction. Also, all sorts of employee problems, grievances and doubts are easily addressed.Decentralization of Decision-makingDecentralization of the decision-making process is very essential to make the junior level employees a part of the organization's growth. It has been observed that the autocratic leadership process in which the management lays their rules, and when the juniors follow them without voicing their opinion, may not be favorable for organizational growth. By giving power and rights to the junior level employees to take some decisions on their own, can help build their confidence steadily.Optimum Use of ResourcesOptimum use of available resources is possible with the hybrid organizational structure. Resources are valuable and if they are put to the best use, they can help the company achieve its financial goals. Under this organizational structure, wastage of time and resources can be completely avoided.Apart from this structure, the matrix organizational structure, functional structures, virtual structures and team structure are also well-known in the industry.
- #34 Types of connections within your library on your campus/within your parent institution within the medical library community (MLA and AAHSL), the broader library profession (like ALA) and within health care (like AMIA and AAMC (American Association of Medical Colleges))With a busy four-day conference schedule I’m sure it’s been difficult staying focused, full of energy and processing the key take-aways real time. So I’ll use this time to try to recap some of the highlights and pull them together into a bit of a package, and end with a few practical suggestions for continuing to make connections even after the conference ends. Let me begin Sunday’s keynote presentation on SouzanHawala-Druy - "How to Strive, Survive, and Thrive: Interweaved Diverse 'Connections and Cultures'“And yesterday’s keynote presentation by Jon Orwant on "Big Data“I am
- #36 Identifying peer and aspirant peer libraries should take into consideration institutional size, private/public, funding level, and reporting relationship of the health science library.
- #38 In what ways is the library setting out to create change, undertake new initiatives, reallocate resources, etc.?What positive impact would these initiatives have on your library’s faculty, students, academic and health professionals? To what extent are these initiatives appropriate to your library?
- #40 Organizational culture is pointed to more often than almost any other factor when it comes to describing an organization. Many leaders cite culture change or transformation as one of the things they hope to achieve in their roles. To prepare you for a discussion on organizational culture, please complete the exercise below and come to the May 19th Leadership Institute prepared to share your findings and thinking about this important leadership topic. Definition: Organizational culture is the pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that have 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. Taken from Edgar Schein, Organizational Culture and Leadership Part One:Reflect on your organization’s culture then provide responses to the following: Briefly describe your organizational culture—at the library and at the parent organization levels, the way you would if you were summarizing for an external candidate for a position. Library: Parent Organization: Now list one or two things about your organization that you came to know only after operating in that culture for period of time. How did you discover these things? Reflect on a change effort within your organization (at the library and/or parent organization level). Was it met with resistance? Was it successful? How did the acknowledgment of the culture (or lack of) affect the change effort’s success?