1. Developing a ‘beta mindset’: Building a Change-Ready Workforce and Culture
Jennifer Peasley
University Librarian
La Trobe University
Title of presentation
Name of presenter
Title of presenter
School / Faculty / Division
xx Month 201x

2. La Trobe University, Melbourne, Australia
Established in 1964
More than 27,000 students (full-time equivalent)
20% are postgraduates
23% are international
Main campus in Melbourne; 4 regional campuses in Victoria

3. Change at La Trobe University Library
Major restructure of the University in 2014
An opportunity to achieve transformational change in the library to address changing environment and needs
A structured approach with a clearly defined change process
1. Define
2. Design
3. Consult
4. Implement

4. The real challenges lie below the surface
Goals
Formal
(Overt) Aspects
Skills
Capability
Resources
The way we say things get done…
Strategies
Structure
Projects
Operating Model
Partnerships
Beliefs
Perceptions
About the formal and informal systems
Attitudes
Assumptions
Informal (Covert) Aspects
Values
Informal Interactions
The way we
really get things done…
Feelings & Emotions
(fear, anger, excitement, despair, happiness)
Group Norms

5. Cultural change: developing our desired culture
Challenging and changing accepted beliefs, attitudes and assumptions through:
Listening
Gathering evidence
Gathering feedback
Responding
Setting a clear direction: developing a common understanding of goals, values and expectations

6. Themes from staff feedback on the Library restructure
Overview of feedback themes, showing the issues that staff raised – some themes are positive, others indicate where there are risks and issues which need to be addressed quickly
Comment on stop/start/continue process?
This review data is currently informing ongoing staff development, training and team building.

7. A clear direction and goals

8. Stop, start & continue

9. Setting expectations: Success profiles
POSITION TITLE
LEVEL
What is the title of the position?
What is the classification level of the position?
PURPOSE
Why does this role exist?
KNOWLEDGE
EXPERIENCE
What market-related and environmental knowledge is necessary to be successful in this role?
What specific internal knowledge is necessary to be successful in this role?
What technical and profession knowledge is necessary to be successful in this role?
What previous industry experiences are necessary to have to be successful in this role?
What types of role challenges should one have overcome previous to this role?
CAPABILITIES
TECHNICAL SKILLS
CAPABILITY
What technical and profession skills are necessary to be successful in this role?
List up to 6 key capabilities that are necessary to be successful in this role.
What level of each capability is required to be successful in this role?
KEY STAKEHOLDERS
With whom should one build relationships with to be successful in this role?
The development of success profiles provided clarity and understanding of individual roles and also highlighted areas for development.
Success profiles provided an outline of what is essential to be successful in a role.

10. Our desired culture: values and behaviours identified by staff

11. Our desired culture: attributes
Strong leadership
Challenging attitudes and assumptions
Accountable
A learning culture: developing new skills and behaviours to enable us to take on new projects and new roles
Open and inclusive communication
Innovative: seeking new opportunities
Agile and adaptive: a ‘beta mindset’

12. A ‘beta mindset’: done is better than perfect
… or as General George Patton said: "A good solution applied with vigor now is better than a perfect solution applied ten minutes later.“

13. A ‘beta mindset’: the importance of communication
Using storytelling to gather information and
communicate our message
Call to adventure
Hero
Journey
Ordinary world
Dragon
Outcome

14. Telling our story in ways that stakeholders understand

15. Questions