The path of transformational change

Abstract

Purpose: To document the process and strategies used to create transformational change at the operational, organizational and cultural level. Design/methodology/approach: The vision of transformational change was guided by three principles: building it today, adding value, aligning with the university’s strategic plan. Findings: During a 2008-2009 internal review it became clear that our current services and systems were inhibiting our ability to move forward. To overcome this inertia 8 strategies were developed to lay the foundation for transformational change. These included: creating a framework for change, leveraging outside expertise, building a leadership team, designing a new organizational structure, influencing organizational culture, managing transition, forming operational teams and workgroups, and reflections. The greatest challenge has been to manage library staff fears and expectations. Dealing with both passive and active resistance has required flexibility and a commitment on the part of library administration to engage staff in an on-going dialogue to clarify the vision and to encourage staff to see change as serving both the library’s interests and their own self-interest. Originality/value: The aim of this paper is to showcase tools and strategies for transforming an academic library's organizational culture and structure.