1. Understanding Culture as one Essential Ingredient of Information Literacy Programming Courtney Bruch, FRCC Carroll Wetzel Wilkinson, WVU LOEX 2012

2. Outcomes Define organizational culture and transformational change in the context of IL programming Use one assessment tool in order to examine the fundamental assumptions and values of your work culture Consider change strategies that may advance IL programming at your institution Bruch and Wilkinson LOEX 2012

3. Organizational Culture basic assumptions internal integration “a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation and internal integration, which has 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.”—Schein (2010) Bruch and Wilkinson LOEX 2012

4. Challenges with IL Program Development Internal Integration – Librarians Disagreement over Instructional Role – Tension between Service and Education – Various Forms of Support are Weak Bruch and Wilkinson LOEX 2012

5. Types of Change Single Order “involves structural or procedural changes that can be made within the organization’s current frameworks or rules, procedures, and leadership roles.”-- Komives et al (2009) Second Order (Transformational) “ 1) alters the culture of the institution by changing select underlying assumptions and institutional behaviors, processes and products; 2) is deep and pervasive, affecting the whole institution; 3) is intentional; and 4) occurs over time.”-- Komives et al (2009) Bruch and Wilkinson LOEX 2012

6. Organizational Development General Framework: Conducting organizational assessment Developing a dialogue Investing in organizational learning Developing systems that support the change— Deiss (2004) Bruch and Wilkinson LOEX 2012

7. Insights on Cultural Assessment Assessment is of little value unless it is tied to some org problem or issue. It is best used when the org has a purpose, new strategy, problem to be solved, or a change agenda The assessment process should first identify cultural assumptions, and then assess them in terms of whether they are a strength or a constraint.—Schein (2010) Bruch and Wilkinson LOEX 2012

8. Organizational Culture Assessment Instrument (OCAI) OCAI: reliable and validated instrument for diagnosing a culture – Includes dimensions of org culture – Covers current culture as well as preferred culture to develop – Cameron & Quinn (2011) Bruch and Wilkinson LOEX 2012

9. Criteria for SuccessNowPreferred A The organization defines success on the basis of the development of human resources, teamwork, employee commitment and concern for people. B The organization defines success on the basis of having unique or the newest products. C The organization defines success on the basis of winning in the marketplace and outpacing the competition. D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical. Total100 Sample OCAI Questions Bruch and Wilkinson LOEX 2012

10. OCAI Example Bruch and Wilkinson LOEX 2012 Criteria for SuccessNowPreferred A The organization defines success on the basis of the development of human resources, teamwork, employee commitment and concern for people. 3850 B The organization defines success on the basis of having unique or the newest products.815 C The organization defines success on the basis of winning in the marketplace and outpacing the competition.46 D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical. 5029 Total100

11. Competing Values Framework (Modified) Clan Culture (A) Orientation: Collaborative Leader Type: Facilitator, Mentor Theory of Effectiveness: Human development and participation Adhocracy Culture (B) Orientation: Creative Leader Type: Innovator, Visionary Theory of Effectiveness: Innovation, vision and new resources Hierarchy Culture (C) Orientation: Controlling Leadership Type: Coordinator, Monitor, Organizer Theory of Effectiveness: Control and efficiency with capable processes Market Culture (D) Orientation: Competing Leader Type: Competitor, Producer Theory of Effectiveness: Aggressively competing with customer focus Bruch and Wilkinson LOEX 2012

14. Interpretation Discover the type of culture that dominates your organization or IL program Discover discrepancies between your current and preferred culture Examine the congruence of culture profiles created by different individuals Change your culture– Cameron & Quinn (2011) Bruch and Wilkinson LOEX 2012

15. Ideas for Change Strategies Cameron and Quinn: lists change actions to explore based on preferred culture quadrant Bruch and Wilkinson: lists change strategy techniques for both solo change agents and change agents working with a group Kezar and Eckel: reviews a two-tiered cultural framework to examine the effect of institutional culture on change strategies Lucas: uses the academic department as her focal point in discussing a teamwork approach to change Bruch and Wilkinson LOEX 2012

16. Essential Ingredient Conclusions Basic assumptions affect internal integration of IL programming in libraries. Second Order change can sustain IL programming in both academic libraries and higher ed. The OCAI and CVF can be used as a first step to measure culture/assumptions of your IL program. Librarians charged with IL programming need to intentionally employ change techniques. Bruch and Wilkinson LOEX 2012

17. Thank you! Carroll Wetzel Wilkinson West Virginia University Morgantown, WV cwilkins@wvu.edu Courtney Bruch Front Range Community College Westminster, CO courtney.bruch@frontrange.edu Wilkinson & Bruch LILAC 2012