Strategic Change and Innovation Management Turning “Positions” into “Interests” Nov. 6, 2006

1. Strategic Change and Innovation ManagementTurning “Positions” into “Interests”Nov. 6, 2006 • today’s topics: • interest-based problem solving & conflict resolution: with Joanne Griener • diffusion and adoption theory • strategic plan development proposal – • choice of corporate library due Nov 7

2. The strategic planning process: • A process of exploring & articulating direction for the broadest goals of the organization, that is, for user service delivery, & developing an approach to achieving those user goals • - process: course of action, series of activities in stages - goal: end result • Thinking strategically is being informed about & responsive to the environment – in the library or archives or RM unit, etc.; in the parent organization; & in society at large

3. effective outcomes-based planning process depends on… • stakeholder consultations, incl. staff – library staff & parent organization staff with useful expertise, for various purposes & at various stages in the planning process • situation & environmental scans – external & internal • communication & marketing plans – external & internal • project management – planning [envisaging end product; identifying needs; defining tasks; sequencing and scheduling tasks; ensuring involvements, collaboration, & teamwork; budgeting resources; stipulating measurable outcomes & deliverables]; implementing; monitoring

4. Principal products of the planning process articulated in the Strategic Plan are: • strategic framework – vision, mission, values • strategic directions (focuses) – a hierarchy of plans • – key priorities (or areas of strategic focus • – goals • – objectives (or initiatives or actions)

5. Review of overall strategic planning cycle: proposing a process for planning (& then submitting the proposal for executive approval) carrying out the proposal over 6 months, to produce… the strategic plan for implementing over 3 years by all staff, through work (action or operational) plans

6. structure of a business plan: • Business plan: what/why, who, when, measure, resources • Example of a business plan action item (EPL 2006-2009): • Strategy 1: The Library will be accessible to everyone. • Action 1-1: Explore and implement alternative…. • Supporting Activities: • Leader: • Participants: • Timeline: • Measure: • Resources:

7. change theory –adopting an innovation over time • steps in social & attitude change: • awareness, knowledge, vague interest • persuasion – attitude change • decision – adopt or reject tentatively • confirmation • - Rogers & Shoemaker, Communication of Innovations, 1971 diffusion categories: a. innovators 2.5% b. early adopters 13.5% c. early majority 34% d. late majority 34% e. late adopters 16% - Everett Rogers, Diffusion of Innovations, 1962

9. What writers have said about change… If you think you're always in control, then you're not going fast enough. – Andretti, quoted by Wittenborg in "Rocking the Boat“It isn't the changes that do you in, it's the transitions…. Change is situational; the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal.– quoted by Ferguson in "Whose Vision? Whose Values?”

10. Changing something implies not just learning something new but unlearning something that is already there and possibly in the way. What most learning theories and models overlook are the dynamics of unlearning, of overcoming resistance to change. – Edgar ScheinIt is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.- Heraclitus 540-480 BCE (He also observed: Everything is in flux.)

11. for next week: • speaker introductions for Nov. 20 guest lecturer Margaret Law: student surnames m-n - note I’ll announce selected student & back-up on Wed. Nov. 15th