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The Transit Lounge a view of organisational change from a point in the journey

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.

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The Transit Lounge a view of organisational change from a point in the journey

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

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

  3. 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

  4. La Trobe University and its Library • Established 1967 • 6 campuses • 29,000 students and staff • 145 library staff • Bundoora (Melbourne) campus – • 17,000 students and 2,500 staff • 100 library staff

  5. 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

  6. 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

  7. Bundoora Campus Library – What was done • Restructured teams • Restructured service desks

  8. Organisational Structure before and after the changesPre 2003 2003

  9. Service Points before and after the changes

  10. La Trobe University Library Service Desks Inquiry Desk Research Help Desk

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

  12. 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

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

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

  15. Achieving change requiresManagement 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

  16. Achieving change requiresEffective Communication Examples: • Individual and group meetings • Discussion forums • Email news • Postings on Staff Intranet • Regular review meetings

  17. Achieving change requiresRecognition 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

  18. Achieving change that persists requiresFollow-Through, Evaluation and Learning • Outcomes of change assessed • Progress monitored • Knowledge contributes to successive iterations of change

  19. 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

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

  21. Barbara Paton Deputy University Librarian La Trobe University b.paton@latrobe.edu.au Lea Beranek Resource Delivery Services Librarian l.beranek@latrobe.edu.au Ian Smith Manager – Library Human Resources i.smith@latrobe.edu.au

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