I’m afraid I have some bad news for the library community. Collectively we are suffering from a rampant case of atychiphobia: a persistent fear of failure. Its primary indicator is “a reluctance to try new things or get involved in challenging projects.” Symptoms may also include anxiety, procrastination, feet dragging, low confidence, and/or debilitating perfectionism.
Brandie Doyle Author Archive
Brandie Doyle is the Business & Career Resources Librarian at the Russell Library in Middletown, CT and Chair of the Connecticut Library Association\'s Customer Service Committee. Her interests include (but are not limited to) change management, user experience, emerging technologies, program planning, community outreach, and information literacy. Brandie is currently reading Too big to know: rethinking knowledge now that the facts aren\'t the facts, experts are everywhere, and the smartest person in the room is the room by David Weinberger.
Continuing my series on harnessing change (for a recap visit my previous posts), let’s turn our attention to pivots for change. I borrow this concept from renowned thinker and best-selling author Seth Godin. He suggests that major overhauls tend to be overambitious and overwhelming. As librarians and library staff, I think it’s safe to say that we’re just plain over it. Large-scale change is overrated. As an alternative, Godin recommends that organizations root change in existing assets and strategically tweak select elements. I like to think of it as the keep/change framework based upon the phrasing of his examples:[i]
In my last post (Appreciative Inquiry: Identifying Your Library’s Existing Strengths) I described the first two phases of Appreciative Inquiry’s 4-D process: Discovery and Dream. This piece will explain the final two stages – Design and Destiny.
A very brief synopsis of what we’ve covered so far: Appreciative Inquiry is an approach to organizational change that builds on existing strengths. It begins by identifying the positive core (Discovery phase) and imagining the organization’s future when its strengths have been optimized (Dream phase). Now that a collective vision is in place, the next step is to translate the dream into actionable measures.
Appreciative Inquiry (AI) is an approach to organizational change developed by David Cooperrider, Fairmount Minerals Professor of Social Entrepreneurship at Case Western Reserve University’s Weatherhead School of Management and Director of University Center for Business as an Agent of World Benefit.
The first step in managing change is identifying what must stay the same.
“The process of changing libraries and information centres has started. It is time for the librarians and information specialists to tackle the task systematically.”[i]