The Transit Lounge a view of organisational change from a point in the journey Barbara Paton, Lea Beranek, Ian Smith

Outline Context – La Trobe University Library Goals and drivers Organisational changes undertaken Our experience in managing change Conclusions

and Faced with the choice between changing and proving that there is no need to do so, almost everyone gets busy on the proof. John Kenneth Galbraith

La Trobe University and its Library Established campuses 29,000 students and staff 145 library staff Bundoora (Melbourne) campus – –17,000 students and 2,500 staff –100 library staff

La Trobe University Library - some defining features A leader in innovation and service delivery Adopter of new technologies to improve services Well established strategic planning processes Well integrated into the University

Goals and Drivers for Change Drivers Maintain services with contracting staffing levels Match organisational structure to technologically advanced service provision Goals More effective use of staff skills and time Streamlining same functions across different teams Extending skills & range of tasks Back-up across teams Flexibility

Bundoora Campus Library – What was done Restructured teams Restructured service desks

University Librarian Deputy University Librarian REFERENCE & INFORMATION SERVICES R & IS Librarian 4 Discipline Teams FTE Interlending & Document Delivery 6.5 FTE USER SERVICES User Services Librarian Loans Team 9 FTE Reserve Team 6 FTE Shelving Team 13 FTE Associate Librarian Information Resources AUDIOVISUAL SERVICES AV Services Librarian Audiovisual Team 6.9 FTE ACQUISITIONS CATALOGUING SERIALS Organisational Structure before and after the changes Pre University Librarian Deputy University Librarian REFERENCE & INFORMATION SERVICES R & IS Librarian 4 Discipline teams FTE RESOURCE DELIVERY SERVICES RDS Librarian Deputy Resource Delivery Services Librarian Loans Team 9 FTE Reserve Team 6 FTE Audiovisual Team 5.3 FTE ILDDS Team 6.5 FTE Shelving Team 13 FTE DIGITAL AUDIOVISUAL PROJECTS & SERVICES Associate Librarian Information Resources ACQUISITIONS CATALOGUING SERIALS

Service Points before and after the changes Pre Information DeskResearch Help Desk Loans Desk Inquiry Desk Reserve Desk Interlending & Document Delivery Counter Serials Desk Audiovisual Desk

La Trobe University Library Service Desks Inquiry Desk Research Help Desk

Managing Change Readiness Planning Leadership Management & support Communication Response to resistance Evaluation & learning

Achieving change requires …. Readiness Staff in comfort zone –Managers emphasized urgency for change –Inertia among some staff –Consultation addressed issue Second phase of change –Anticipated readiness for change did not meet expectations –Change delayed and phased

Achieving change requires Planning Two different approaches used - 1.Organisational restructure –Plan developed by senior management group –Consultation with staff –Implementation plan developed with staff 2.Service desks restructure –Initial informal discussion with staff –Staff at all levels engaged in developing plan

Achieving change requires Leadership Senior managers provided vision and commitment Objectives stated clearly, implementation plan and timeline communicated Staff championed uptake of changes Leadership at peer level effective

Achieving change requires Management and Support Major milestones celebrated Implementation plans updated on Staff Intranet Knowledge and skills training programs Coping with change workshops Review of position classifications Modification to service desks to address OH&S issues

Achieving change requires Effective Communication Examples: Individual and group meetings Discussion forums news Postings on Staff Intranet Regular review meetings

Achieving change requires Recognition and Response to Resistance Strategies used: Extensive consultation Workshops and other collaborative opportunities Comprehensive training and mentoring Making senior staff available for counselling on demand Consistent exposure to the benefits of the restructuring

Achieving change that persists requires Follow-Through, Evaluation and Learning Outcomes of change assessed Progress monitored Knowledge contributes to successive iterations of change

Successful organisational learning Foster organisational thinking and learning Continuous learning and development Encourage inquiry, critical thinking and dialogue Encourage risk taking Recognise and accept failure Share experiences

Conclusions People are the key factor in achieving successful change Change is a journey – for the individual and the organisation

Barbara Paton Deputy University Librarian La Trobe University Lea Beranek Resource Delivery Services Librarian Ian Smith Manager – Library Human Resources