Developing new services in library organizations
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The document is a lecture outlining the development of new services within library organizations, emphasizing the changing landscape of academic libraries and the need for innovation in response to new user expectations. Key themes include the importance of community engagement, project management skills, and the dynamics of organizational politics in successfully introducing new products and services. Overall, it highlights the necessity for libraries to evolve and adapt to remain relevant and effective in meeting the needs of modern users.
![INFLUENCE TACTICS
Reason – using facts and data Negotiation – exchange of
to develop a logical argument benefits
Coalition – mobilize other Higher authority – gain the
people support of higher ups to
Friendliness – create good will mobilize others
Assertiveness – a direct and Sanctions – use organizationally
forceful approach derived rewards and
punishments
Want to assess your style? See Kipnis, David, and Stuart M. Schmidt.
1982. Profiles of organizational influence strategies (POIS).
[San Diego, Calif.]: University Associates.
53](https://image.slidesharecdn.com/newservicesinlibrariescalhounmay2012-120617183709-phpapp02/85/Developing-new-services-in-library-organizations-53-320.jpg)
Developing new services in library organizations
- 1. DEVELOPING NEW SERVICES IN LIBRARY ORGANIZATIONS A Guest Lecture prepared for Management Theory and Practice for Information Professionals May 2012 UCLA GSEIS Karen Calhoun, AUL, University of Pittsburgh Some of the UCLA GSEIS Senior Fellows, Class of 2007
- 2. OUTLINE 1. New degree, new job: what are you getting yourself into? 2. The role of new product/service development 3. Initiating and running a new product development project 4. New product development teams 5. The politics of projects 6. From surviving to thriving: Failure, resilience and commitment To someplace From here like here UCLA GSEIS CORNELL UNIVERSITY LIBRARY 2
- 3. BY THE END OF SECTIONS 1-2, PLEASE MAKE THREE NOTES: 1 main idea from this section 1 point to ponder 1 insight I can apply right now 3
- 4. WHAT ARE YOU GETTING INTO? “If you work in an academic library and are under 35, you probably don't have a lot in common with your older counterparts.” --Stanley Wilder More likely to work in areas beyond the confines of traditional librarianship, often in information technology. Less likely to hold a degree in LIS (but plenty still do). More diverse in ethnic and racial terms. Nonsupervisory jobs likely to earn less; but high-tech jobs earn much more. Large proportion of new hires work at jobs that didn’t exist for older colleagues Wilder, Stanley. 2007. The new library professional. Chronicle of 4 Higher Education Vol. 53, Iss. 25, p. C1.
- 5. LIBRARY TRADITIONAL SERVICE MODEL Books Journals Newspapers Gov docs Maps Scores AV Dissertations Library catalogs Special collections Manuscripts Papers Univ records Archives Journal articles Public Services Conference proceedings Tech Services Etc. Systems (IT) Abstracting & Indexing services Administration
- 6. Geocentric/ Aristotelian view: The library and its collections are the sun Heliocentric/ Copernican view: the user is the sun; the library is a planet Image: Original by Niko Lang. CC-BY-SA 2.5 http://en.wikipedia.org/wiki/File:Geoz_wb_en.svg 6
- 7. Five Most Desired Items Overall Making electronic resources accessible from my home or office Easy-to-use access tools that allow me to find things on my own A library Web site enabling me to locate information on my own Making information easily accessible for independent use Print and/or electronic journal collections I require for my work •The ‘wild user’ wants to use the library’s collections: •At a distance from the library •Independently and self-sufficiently •This is an international phenomenon Martha Kyrillidou and Ann-Christin Persson. 2005. The New Library User in Sweden: a LibQUAL+™ study at Lund University. Conference presentation. Available: http://www.libqual.org/documents/admin/sweden_finalpaper3.doc
- 8. A NEW KIND OF LIBRARY Build a vision of a new kind of library Be more involved with research and learning materials and systems Reach out to local communities in new ways Make collections and services more visible locally and on the Web Move to next generation systems and services An online social network 8
- 9. BUT … The library ‘brand’ is books And Lots of people today are willing to say “I don’t need libraries” And The library share of ‘eyeballs’ on the Web is comparatively small—even for the largest sites 9
- 10. Unique visitors/month in US - Feb 2012 library.ucla.edu 21,635 SEE HANDOUT escholarship.org 21,749 oac.cdlib.org 24,443 catalog.loc.gov 54,353 repec.org 82,783 arxiv.org 101,151 cdlib.org 115,761 librarything.com 303,402 thomas.loc.gov 333,044 Unique visitors/month memory.loc.gov 336,437 openlibrary.org 396,402 worldcat.org 734,785 ucla.org 918,053 sciencedirect.com 1,065,032 loc.gov 1,650,606 scholar.google.com 2,037,619 books.google.com 6,843,743 Source: compete.com, 4 May 2012
- 11. THE ROLE OF PRODUCT AND SERVICE INNOVATION All organizations rely on new products and services to maintain viability in the communities they serve A significant percentage of use /sales comes from newly introduced products and services Some high tech organizations expect a 100% turnover in their portfolio of products every five years Libraries are not different in this regard Adapted from Cooper, Robert. Winning at new products. Data from 11 a study published by the Conference Board.
- 12. NEW PRODUCT / SERVICE FORECAST Dependence on New Products Higher than now 67% About the same 25% 8% Lower than now 0% 10% 20% 30% 40% 50% 60% 70% From Cooper. Winning at new products. 12
- 13. LIBRARIES NEED INNOVATORS “Organizations must be retooled, new skills must be learned or brought into the organization to ensure our viability.” --Stephen Abram. Are libraries innovative enough? Presentation at OLA Superconference, Feb. 3, 2006. 13
- 14. A FEW OF THE BARRIERS TO RAPID PRODUCT / SERVICE INNOVATION Unclear strategic objectives or vision Organizational silos / lack of cooperation between departments Lack of skilled project management; too many projects Failure to address community needs Frequent changes in requirements Not enough time to do the work Adapted from Hilmmelfarb, Philip A. Survival of the fittest. 14
- 15. WINNERS AND LOSERS New products / services fail because 1. Intended users don’t need it Inadequate understanding of community needs and preferences 2. The product / service doesn’t work Problems or defects 3. Intended users don’t understand it Ineffective communications (marketing) 4. Intended users resist Perceived risks (convenience, performance) Product incompatible with user values or work practices Bad timing Adapted from Crawford, C. Merle. New Products Management 15
- 16. END OF PARTS 1 AND 2—OVER TO YOU 1 main idea from this section 1 point to ponder 1 insight I can apply right now 16
- 17. A lightening introduction to project management 3. INITIATING AND RUNNING A NEW PRODUCT DEVELOPMENT PROJECT
- 18. WHEN WE FINISH THIS SECTION YOU MIGHT KNOW HOW TO: Initiate a project Identify key stakeholders Identify project components Project manager 18
- 19. YOU WON’T KNOW HOW TO … Use “work packages” Use project management Estimate how long each software work package will take to E.g., Microsoft Project complete Communicate effectively with Allocate people to tasks stakeholders Account for dependencies Negotiate a contract Logically sequence work Manage risk packages Execute and control and Create a schedule for a project project Lead organizational change Estimate (and negotiate) the project completion date Seriously interested in professional certification as a project manager? Visit http://www.pmi.org/Certification.aspx 19
- 20. CASE STUDY: RELOCATE THE WHIRLIGIG COLLECTION Image: John Tenniel, from Alice in Wonderland. Image: Cover of 1915 edition. Public domain. Public domain. http://upload.wikimedia.org/wikipedia/commons/ http://en.wikipedia.org/wiki/ b/ba/Alice_par_John_Tenniel_30.png File:Peter_Pan_1915_cover.jpg 20
- 21. PROJECT INITIATION Authorize expenditure of resources Assign project manager Establish roles and responsibilities of project manager and other key participants Identify high-level goals/objectives Notify people/organizations affected by project 21
- 22. ROLE OF THE PROJECT MANAGER Plan, organize, execute, control, close the project Identify/communicate with stakeholders Manage expectations Build/maintain project team performance Continuously balance the “triple constraint” Anticipate and track risk Communicate and manage relationships 22
- 23. NOW LET US BE PERFECTLY CLEAR… WHAT YOU (IDEALLY) KNOW GOING INTO THE PROJECT Project name Project sponsor(s) Project manager Statement of purpose—reason for the project Specific high level project deliverables Authorized project resources (i.e., people, budget) Basic project timeline Schedule and budget constraints 23
- 24. GROUP WORK & CLASS DISCUSSION: INITIATING THE WHIRLIGIG MOVE Do you have the information that you, as the move leader, need to get started? 1. Who is the project manager? 2. Who is the project “sponsor”? (see handout—glossary) 3. Who is on the project team? 4. What is the scope of the project manager’s authority? 5. What is the purpose of the project? 6. Who are the key stakeholders? (see handout—glossary) 7. When the project is done, what will be different? (What are the “deliverables”?) 8. What is the budget for the project? What is the source of funds? 9. What human resources are available for the project? 10. What is the basic project timeline? 11. Are there any special constraints on the project?
- 25. HANDOUT: GLOSSARY Project Project sponsor Champion Stakeholder Deliverable Requirement Triple constraint Work breakdown structure Work package 25
- 26. THE TRIPLE CONSTRAINT Schedule (Time) Resources (aka Cost Project or Budget) Scope/Requirements (aka Specifications) 26
- 27. GOALS, OBJECTIVES, TASKS, REQUIREMENTS AND DELIVERABLES Goal: “Enhance family relationships” Objective: “Hold a family reunion in 2004” Project “component”: “Pick date and location” Requirements for date and location: Pick date/location convenient to large number of family members Must not be a school day Wheelchair accessible Deliverable: the date and location 27
- 28. GETTING STARTED: IDENTIFYING PROJECT COMPONENTS (MAJOR TASKS) Each person get Post-It note pad Write down 2 to 5 major components of a Family Reunion Project—one major component per Post-It note Articulate with a verb and an object -- for example: Pick a date and a location Serve food and beverages Invite people No discussion for now! 2 minute exercise 28
- 29. EXAMPLES OF MAJOR PROJECT TASKS/COMPONENTS—FOR A FAMILY REUNION Goal: Enhance family relationships Objective: Hold a family reunion Hold a Family Reunion Pick date and location Send invitations Serve food 29
- 30. NEXT STEP: IDENTIFYING PROJECT SUB- COMPONENTS Example of subcomponents for “serve food” component Family Reunion Pick date and location Send invitations Serve food Plan menu Shop for groceries Cook food 30
- 31. A TYPICAL “WORK BREAKDOWN STRUCTURE” Family Reunion Select date and location Send invitations Serve food Plan menu Shop for groceries Cook food “Work Evaluate cook books Review ideas with cooks Identify any dietary restrictions Finalize & communicate menu packages” 31
- 32. PROJECT CHANGES ARE INEVITABLE: BE PREPARED! IF: Schedule •SCHEDULE is cut THEN must either get more RESOURCES or reduce REQUIREMENTS (or both) •REQUIREMENTS increase Requirements THEN must either increase Resources (aka Cost or (aka Specs) SCHEDULE or get more Budget) RESOURCES (or both) Do you remember •RESOURCES are cut THEN must either increase what this triangle is SCHEDULE or reduce called? REQUIREMENTS (or both) … 32
- 33. NEGOTIATION Avoid and resist irrational assumptions It is impossible to do the impossible The earlier bad news is known the better Avoid stressing yourself out, negotiate instead Use your influence – and your champion’s! Don’t lose your nerve. You can do it! 33
- 34. END OF PART 3 – SPEAK TO ME! 34
- 35. THOUGHT ASSIGNMENT FOR BREAK: WHAT MAKES A GOOD TEAM LEADER? Write one idea on a Post-It and bring it back with you 35
- 36. BREAK: 15 MINUTES 36
- 37. Leadership, influence, trust, and networking: and some tips for coping when things aren’t going well 4. LEADING AND PARTICIPATING IN NEW PRODUCT DEVELOPMENT TEAMS
- 38. WHAT MAKES A GOOD TEAM LEADER? Green thumb; small seeds, big trees Driven; “miss a meal” pains Leads from the middle Velvet hammer Tinker, tailor, try again Manners matter “Fly-eyed” From Crawford, New Products Management 38
- 39. ROLES IN NEW PRODUCT TEAMS Product/project manager Sponsor Team member (formal or ad hoc) Other participants: Champion Reviewers, managers, committees, … Other stakeholders 39
- 40. PERSONALITY TYPES TYPICALLY ON TEAMS ALL ARE KNOWLEDGEABLE BUT SOME ARE: Integrators Likerelating to people from other departments; want to be on the team Receptors Respect others but don’t desire new relationships; good contacts but not good team members Isolates Specialists who want to work alone – also not good team members 40
- 41. CROSS-FUNCTIONAL PROJECT TEAMS Speed new product development More likely to produce successful products Ideal size of core team: 6 to 12 people Team member more than a department’s “representative” Collaboration, not just cooperation 41
- 42. BEING EFFECTIVE WITH WHAT YOU HAVE Be influential Be trustworthy 42
- 43. WHAT DO I MEAN BY “BE INFLUENTIAL”? Focus on your “circle of influence” – those things you can do something about Don’t stress too much about your “circle of concern” – those things you care about but can’t control Be a networker Be visible, credible, or both Emphasize influencing decisions rather than giving orders or “being right” Give problems their proper weight and context 43
- 44. VISIBILITY AND CREDIBILITY: MEASURING POWER AND INFLUENCE SEEN High Visibility/ Low Visibility/ HEARD AND High Credibility High Credibility BUT HEARD NOT SEEN SEEN NEITHER High Visibility/ Low Visibility/ BUT SEEN Low Credibility Low Credibility NOT HEARD NOR HEARD Reddy, W. Brendan and Williams, Gil. The visibility/credibility Inventory. 1988 Annual: Developing Human Resources 44
- 45. GROUP WORK ON VISIBILITY/CREDIBILITY INVENTORY Divide into groups Spend 5 minutes discussing the matrix (and your own results if you wish to share them) Spend 5 minutes considering the implications for leading and participating in new product development teams Report out (2 minutes per group) 45
- 46. Organizational influence strategies 5. THE POLITICS OF PROJECTS
- 47. WHAT IS POLITICS? Actions and interactions with people that affect the achievement of your goals Using the power and influence of others to mobilize people and resources to get things done “All the things that happen and you don’t know why”—Anon. 47
- 48. BASIC ASSUMPTIONS Politics are inevitable Politics are necessary Politics can’t be eliminated, but they can be managed Don’t assume politics is somebody else’s job 48
- 49. MAPPING THE STAKEHOLDER SYSTEM OF YOUR PROJECT Key to managing the politics of your project So you focus your energy on influencing the right people So you don’t forget anyone So you can manage opposition and resistance Prerequisite for “selling” your project from start to finish 49
- 50. A STAKEHOLDER SYSTEM HAS “CLIENTS” Sponsoring client —person in position to set strategic goals; person who ultimately decides; person best able to break ties Power client —person who grants access to people and resources; person with whom deals are struck Legitimizer —person who protects the status quo; subject matter expert; person who influences acceptance Opinion leader —Person who is receptive to new ideas; recognized as “up and coming” Career influencer —your boss or bosses Champion – advocates vigorously for the project 50
- 51. IDENTIFYING STAKEHOLDERS Who is paying? Who makes “buy” decisions? Who will use the results; who benefits? Who originates? Who defines “success”? Who is an expert? Who loses (credibility, something of value)? Who is open to the new idea? Who is good at stirring up excitement? Who evaluates against the status quo? Who is the first to see flaws or problems? Who will feel the impact? Who does the work? Who will maintain the outcome? Who knows the “big picture”—future direction? 51
- 52. GROUP EXERCISE: STAKEHOLDER ANALYSIS FOR THE WHIRLIGIG MOVE PROJECT—GRAB YOUR POST-ITS! POWER CONCERN 52
- 53. INFLUENCE TACTICS Reason – using facts and data Negotiation – exchange of to develop a logical argument benefits Coalition – mobilize other Higher authority – gain the people support of higher ups to Friendliness – create good will mobilize others Assertiveness – a direct and Sanctions – use organizationally forceful approach derived rewards and punishments Want to assess your style? See Kipnis, David, and Stuart M. Schmidt. 1982. Profiles of organizational influence strategies (POIS). [San Diego, Calif.]: University Associates. 53
- 54. MANY PROJECT MANAGERS … Try reason and friendliness first Use assertiveness and higher authority second Underuse coalition and negotiation All tactics are good, when used in the right circumstances and for the right reasons 54
- 55. END OF PART 5 – STILL ALIVE? Almost to the finish line By: markwaitkus http://flickr.com/photos/waitkus/2421085988/ 55
- 56. Failure, resilience and commitment 6. FROM SURVIVING TO THRIVING
- 57. “FALL DOWN SEVEN TIMES; STAND UP EIGHT”— JAPANESE PROVERB Innovation is essential There are many challenges Libraries and library sites competing for attention from their communities No free rides—libraries must deal with open market forces like everybody else Project leadership and team skills are important -- more and more work is done this way in libraries Organizational politics can’t be eliminated but they can be managed It is work worth doing, that you can take great pride in 57
- 58. “THE LIBRARY IS A LIVING ORGANISM”—SR RANGANATHAN With your help, libraries will carry forward, for the next generations, the vital role libraries have played … Helping their communities turn mere “information” into insight, action, and the progress of knowledge Bartholdi’s Librarian Photo: bdcoen CC-BY-NC-ND http://www.flickr.com/photos/bdcoen/6787653117/ 58
- 59. THANK YOU! KarenCalhoun [email protected] Good luck to you! 59