Managing Change Library Connect Seminar: Next Gen of Librarians 管理改變

1. Managing ChangeLibrary Connect Seminar: Next Gen of Librarians管理改變 Tony Ferguson University of Hong Kong 香港大學

2. Today’s Goals 今天的目標 • Discuss: Is change good? • Talk about 5 truths concerning change. • Analyze these 5 truths in terms of changes taken at the University of Hong. • Discuss the “Loss Curve” and apply it to the case studies. • Review what we did right and wrong • Summarize what we learned. • 討論：改變是好的嗎？ • 討論五個與改變有關的事實 • 分析這五個在香港大學中發生的改變事實 • 討論「損失曲線」並應用在此案例上 • 檢視我們所做的是對是錯 • 將我們獲得的經驗做出摘要

3. Is change good? 改變是好的嗎？ Con’s • If it isn’t broken, don’t change it. • Change is disruptive. • Change costs money. • Effects of change are not known. 負面的意見 • 如果沒有發生問題，就不要改變 • 改變是破壞性的事情 • 改變需要耗費金錢 • 改變所能帶來的效果並不確定 Pro’s • The environment is always changing. • There are always newer, better ways of doing anything. • Cutting costs requires change. 正面的意見 • 環境永遠都是在改變的 • 做任何事永遠都可以用更新、更好的方式去完成 • 要降低預算就必須做出改變

4. Truth No. 1: People react to change differently.事實一：人們對改變的反應都不相同 “Different people react differently to change.” Some people like it, some don't, and others become unhappy and resistant to attempts to change them. 「不同的人對改變會有不一樣的反應」，有些人喜歡，有些人不喜歡，也有些人在嘗試改變他們時會變得不快樂、產生抗拒。 When you want to change things, you will have allies and those who don’t want to change. Encourage allies, get to know the others better. 在你想要改變一些事情時，您身邊會有伙伴也會有不想改變的人。鼓勵和您意見相同的伙伴，也對有不同意見的人進一步瞭解。

5. Truth No. 2: Everyone has needs that must be met; 事實二：每個人都有必須被滿足的需求 “Everyone has fundamental needs that have to be met.” To some degree or another they want to be in charge of their own lives, to be included in managing the change process, and have a desire to know what is happening to them. 「每個人都有必須被滿足的基本需求」。 雖然有程度上的不同，但每個人都想要掌握自己的生活，管理整個改變的流程，同時也渴望瞭解自己將會面臨哪些事。 http://webhost.bridgew.edu/bkeenan/professional%20goals.gif It is your job to understand these needs and work to address them. 您有責任去瞭解這些需求，並找到解決方式。

6. Truth No. 3: Change involves loss事實三：改變包含損失 Change often involves a loss, and people go through the “loss curve.” Those who make it all the way through the curve go from “shock” to “anger” to “rejection” to “acceptance” to “healing.” Not everyone, though, completes all steps. 改變通常會產生損失，人們必須經歷「損失曲線」，從「驚訝」、「憤怒」、「拒絕」、「接受」到「平復」整個循環，但並非每個人都能撐過上述的各階段。 驚訝 平復 憤怒 拒絕 接受 LOSS CURVE: EVERYONE GOES THROUGH IT BUT AT DIFFERENT SPEEDS. SOME NEVER FINISH. 損失曲線：每個人會以不同速度經歷這個週期，更有些人無法撐過整個歷程。

7. Truth No. 4: The expectations of those being changedmust be managed carefully.事實四：對這些改變的期望，必須謹慎做好管理 “Expectations need to be managed realistically.” The change agent must insure that the expectations of the person(s) being changed, or the promises being made to them, need to be realistic/truthful. 「期望必須切實地管理」，改變的單位必須確保受改變影響人們的期望、或是曾對這些人許下的承諾，必須切實、誠懇地做到這些需求。 http://www.mypodcast.com/fmimage-4-183988.jpeg The majority of Americans voted for Obama because he promised change. Some voted against him for fear of change. He has to manage change. 多數美國人投票給歐巴馬，是因為他承諾做出改變，而部分未投票給他的人，則是因為害怕改變。他必須能做好對改變的管理。

8. Truth No. 5: Fears, however irrational, must be dealt with. 事實五：恐懼雖然是非理性的，還是必須妥善處理。 “Fears have to be dealt with.” While the person whose life is being changed might react irrationally including feeling that their whole life will be ruined, the change agent has to take such feelings seriously and work to allay their fears honestly. 「恐懼必須妥善加以處理」，在人們生活面臨改變時，可能會有非理性的反應，包括個人的生活會走向毀滅的感覺，改變單位必須認真處理這些感受，同時積極平息這些人的恐懼。 http://static.squidoo.com/resize/squidoo_images/-1/draft_lens1387568module13520813photo_1232311061overcome-fear-of-change.jpg As a leader it is our job to deal with these fears, not the job of those who follow us to “Get over it.” 做為一個領導人，妥善處理人們的恐懼、是我們的責任，而不是讓那些跟隨者「自己去克服」。

9. 5 Case HKU Libraries Case Studies五個香港大學圖書館的案例 • Combine Chinese and Western technical services units. • Change classification systems for Asian language materials. • Switchfrom part time to full time collection developers. • Move technical services staff off campus. • 8 JULAC libraries decide to collaboratively store lesser used materials. 1.整合中西方的技術服務單位 2.從亞洲語言文獻改變分類系統 3.館藏工作者從兼職人員轉為全職人員 4.將技術服務人員移至校外 5.八間屬於香港地區大學圖書館聯合委員會的圖書館決定合作儲存使用 率較低的館藏

10. Combine Chinese and Western Technical Services整合中西方的技術服務單位

11. Combine Chinese and Western Technical Services整合中西方的技術服務單位 Fung Ping Shan has a very long history, one of the largest Oriental Studies libraries in the world 馮平山圖書館是一間具有悠久歷史、全球最具規模的東方研究文獻圖書館之一 New organization finds that it is super efficient/ productive 新的組織超級有效率、有生產力 驚訝 The new librarian doesn’t know what he is doing. Letters written to President. 新圖書館館員不知道他在做什麼，寫信給館長 平復 憤怒 Some left or took early retirement 有些人選擇離開或提早退休 Jobs are important , most stayed 工作是很重要的，多數人還是留了下來 拒絕 接受

12. 美國國際圖書館電腦中心 2006原始編目前十名 單位 增加記錄筆數 香港大學 Godfrey 紀念圖書館中央研究圖書館Newberry圖書館 Ohio州立大學加州大學柏克萊分校 Florence Grisword博物館 紐約公立圖書館，研究圖書館 香港中文大學西北大學 About one year later – HKU is number one in the world 大約一年以後 – 香港大學排名全球第一

13. Change Asian Language Classification System從亞洲語言文獻改變分類系統

14. Change Asian Language Classification System從亞洲語言文獻改變分類系統 Impossible. We have 750,000 volumes in old system already. 不可能，在舊的系統裡有高達75萬冊的圖書資料 Staff found that they could copy 20-25% of new books, allowing them to be even more productive. 員工發現他們可以複製20-25%的新書，讓他們更具有生產力 驚訝 Letters written by former and current staff 過去與現任員工都寫信抗議 平復 憤怒 Staff who were left took classes in LC classification 那些離開的員工開始上課學習LC分類系統 Some left or took early retirement 有些人選擇離開或提早退休 接受 拒絕

15. Switch From Part-time to Full-time Collection Developers館藏工作者從兼職人員轉為全職人員

16. Switch From Part-time to Full-time Collection Developers館藏工作者從兼職人員轉為全職人員 Once the new bibliographers were appointed they decided they had been misled. 新的編目人員來了之後，覺得自己被誤導 Gradually they began to see their “differentness” as being distinctive. 漸漸地他們開始瞭解自己的特色、看到自己「獨特性」 驚訝 Some anger , not too much. 少數人覺得很生氣 平復 憤怒 They all took classes given by a consultant brought in to give them the vision. 全部的人都去上顧問教授的課程，帶給大家全新的視野 Several of the new bibliographers wanted to be made branch librarians. 一些新的編目人員希望成為分館館員 接受 拒絕

17. Move Technical Services Off Campus將技術服務人員移至校外

18. Move Technical Services Off Campus將技術服務人員移至校外 A few still go up to see friends at lunch time but most like being away from bosses. 有些人在午餐時間會回來看朋友，但多數人喜歡上遠離老闆的工作環境 Disbelief that moving 62 staff members off campus was possible. 不相信有可能將62位員工移至校外工作 驚訝 Friends of TS staff members express surprise. TS成員的朋友表達出他們的驚訝 平復 憤怒 After they are bused to the new area and see restaurants, markets, etc. they start to feel better. 在他們移動到新地點，看到餐廳、市場等等候，感到好了一些 All sorts of rumors on the real reason for the move circulated 出現改變工作地點原因的各種謠言 接受 拒絕

19. 8 Libraries Decide to Store Lesser Used Materials Collaboratively八間屬於香港地區大學圖書館聯合委員會的圖書館決定合作儲存使用率較低的館藏

20. 8 Libraries Decide to Store Lesser Used Materials Collaboratively八間屬於香港地區大學圖書館聯合委員會的圖書館決定合作儲存使用率較低的館藏 Half of the libraries interested, the other half indifferent 半數的館員有興趣，另一半的人則不感興趣 Not yet built, healing yet to come. 尚未建立，尚未進入平復階段 驚訝 One library angry that it is getting pushed around. 一間圖書館感覺受到擺佈而不高興 平復 憤怒 All universities and libraries finally agree. 所有大學與圖書館最終都予以同意 Proposal is opposed by one university, 4 are indifferent, 3 somewhat oppposed. 由其中一所大學提案，有三所大學不感興趣，四所大學有些反對 接受 拒絕

21. Mistakes Made曾有的錯誤 • We didn’t always help staff to go through change by giving them realistic visions of what the future holds for them. • We did lots of the right things, BUT -- we assumed staff would automatically understand the benefits; they didn’t. -- the benefits were mainly things that appealed to management, not the staff, e.g., higher productivity • 我們未能透過給予員工對於未來所能掌握的實際願景，幫助他們走過改變的歷程 • 我們做了很多正確的事情，但是 - 我們假設成員會自然瞭解改變的好處，但其實未然； - 那些吸引管理階層的好處，對員工來說並不是益處，例如提高生產力就是一個例子

22. Mistakes Made曾有的錯誤 • Top management had made the decision – staff had not • Staff were unsure what was happening. • Didn’t have a lot of feeling that they had been involved in the decision. • Management didn’t doubt the benefits of the changes, staff lacked evidence to give them confidence. • 是高階管理人員做出的決策 – 並非員工 • 員工不確定發生了什麼事 • 員工未能明確感受到參與了這些決策 • 管理階層對改變的好處沒有疑慮，但員工缺乏能給予他們信心的證據

23. Mistakes Made. We should have曾有的錯誤. 我們應該 • Made it clearer why full time CD staff would result in better collections • Helped CD staff understand their status would increase as they did a better job. • Helped TS staff to see that a single cataloguing team would be more productive & use of LC would increase copy cataloguing rates. • 更明確說明為什麼全職CD員工能做更好的館藏處理工作 • 幫助CD員工瞭解工作狀態，對提高工作表現能有所幫助 • 幫助TS員工瞭解單一的圖書編目團隊會更有生產力，同時使用LC系統將能提高抄錄編目的速度

24. A Test We Should Have Given: A later consultant suggested我們應進行的檢測：後來一位顧問的建議 • Ask staff about their work and why they think they are doing whatever it is that they are doing. • If they cannot tie their work to the larger picture, take advantage of the teaching moment. • If the still don’t get it, or there is no link, forget about it. • 詢問員工工作狀況、以及為何他們認為自己的工作是這樣的內容 • 如果員工無法描繪出工作的願景，運用教學時間幫助他們 • 如果員工還是無法瞭解，或是無法將工作與願景連結，就先忘了這件事

25. Some Things We Did Right我們所做的正確的事 • Technical services consultants were brought in to help these staff believe that the new ways would work, would result in more productivity. • For cataloguers, competency test was developed to enable staff to know they knew what they were doing – could work independently. • 聘請技術服務的顧問，幫助員工瞭解這是一種新的工作方式，將能有效提高生產力 • 執行編目人員的能力測試，讓員工瞭解自己正在做些什麼 – 能讓他們擁有獨立的工作能力

26. Some Things We Did Right我們所做的正確的事 • Staff Development Committee was established and staff development officer began to work on implementing what was decided. • Gradually more and more people participated in staff relations committee events. • Staff relations committee held meetings at which management was asked to report on what was happening. • As staff became more productive, as we all got further around the curve, the value of letting the staff be in charge became more apparent. • 成立員工發展委員會，員工發展工作人員開始執行已決定的工作 • 漸漸地有愈來愈多人參與員工關係委員會的活動 • 員工關係委員會召開會議，要求管理階層報告正在發生的改變 • 在員工更具生產力後，我們都在改變週期內向前邁進時，讓員工參與改變的價值便能彰顯出來

27. Things All Managers Need To Do:所有管理人員應該做的事： Provide information on what was happening (fulfilling one of the basic needs that we all have). • Clarify what can be expected in the near and more distant future (helps us develop a positive set of expectations). • Help staff realize that while they were losing what was familiar, a better day was coming (help them deal with the loss curve). • Help them fight off irrational fears that they wouldn’t be able to get the jobs done (fight off irrational fears) 提供所有改變狀況的訊息（滿足我們每個人都有的基本需求） • 釐清未來在短期與中期中可能發生的事（幫助我們建立正面的期待） • 幫助員工瞭解在失去已經熟悉事物的同時，取而代之的是更好的一種方法（幫助他們面對「遺失曲線」） • 幫助他們擊退可能無法完成工作的不理性恐懼（擊退不理性的恐懼）

28. Conclusion: Questions結論：問題 Questions: • One does have to wonder if we had moved slower, taken all the steps needed to deal with staff concerns – would we have achieved as much? • We have benefited greatly from the changes but could we have achieved them less painfully? Answer: Yes and No 問題： • 有人懷疑我們是否改變速度太慢，為處理員工顧慮做了過多工作 – 這樣能否達成應有的改變目標？ • 我們因為改變受益許多，但是否能以較不費力的方式完成？ 答案：是或否