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Scenario Planning: the PolyU Library experience. Steve O’Connor University Librarian. February 2009. Scenario Planning:. Creating the Future. “Information is the currency of democracy” Thomas Jefferson. February 2009.
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Scenario Planning:the PolyU Library experience Steve O’Connor University Librarian February 2009
Scenario Planning: Creating the Future “Information is the currency of democracy” Thomas Jefferson February 2009
“I am enough of an artist to draw freely on my imagination. Imagination is more important than knowledge. Knowledge is limited. Imagination encircles the world” Albert Einstein
Future Thinking • What it is not …Strategic planning …Only thinking about what to do tomorrow • How not to change … Cling to present views of ‘our’ world … Not being able to conceive of other ways of doing … Wait for others outside our environment to tell us what to do; to reduce budget ; to force change of direction; to become less relevant
“There are an infinite number of stories about the future; our purpose is to tell those that matter” Lawrence Wilkinson
Tunnel Vision • Light at the end of the tunnel • Vision gets narrower • Open it up ? • Think ‘outside the box’ • There are no sacred cows ! • Change is the only constant in our lives!
Observations • PolyU was trying to create three futures from which to choose • Engaged in input from all library staff, UG and PG students, Expert Teachers, and Expert Researchers • PolyU created the Preferred Library Scenario through a Workshop which a wide range of the PolyU community • The PLS was then the target for our Strategic Planning 2009-2012
PolyU Library has sought to create its own future rather than accepting the future created for it.
Growth of Digital…增长的数字化资源 • What is YOUR prediction for • Web? % • Digital? % • Print? % • Think about it !!
Observations • It is critical to use all sources of information to predict your own library future • What will be the mix of budget, materials, print/digital, local/remote users, and so on • All of this markets a Library which is seen as Forward Looking and Thoughtful !!
Strategic Thinking Strong Within paradigm strategies Paradigm challenging strategies Mindless Action Futures Trap Weak FutureFocus Weak Strong
Observations • Our staff all need to be involved as each has much to contribute • Our management behaviours in a collaborative world need to be quite different to those we have displayed in a traditionally hierarchical organisation • We need to avoid ‘One Speak’ if we to be genuinely innovative and responsive
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