Downstream From Team

1. Downstream From Team Riding the Rapids of Reorganization

2. Presented by From the University of Kentucky Libraries: Carol Pitts Diedrichs Becky Ryder Kerri Scannell Kelly Vickery Consultant: Maureen Sullivan

3. Overview Teams: The Starting Point The Work of Restructuring Rollout, React and Regroup Discussion Overview: Overview:

4. Key Concepts Focus on the user Focus on work processes Build on the successes of teams Invite and involve employee feedback at every step Work within the welcome boundaries Renew the emphasis on accountability.

5. The Stage is Set 14 libraries 3 millionth volume UKy �Top Twenty� Vision Team based management Budget crisis, hiring freezes 6 months to evaluate Reorganization Retreat Jan. 2004 silos 6 separate teams in 14 locations; was not an integrated library system no standardization across the system: very difficult, esp with infrastructure, to have consistent, equitable, excellent service to users or support for the staff who serve the users. Nominally, �rotating� mgt Accountability problems, especially regards internal procedures and work performance Established listservs but they were not a substitute for meetings or personal discussions or phone calls Odd mixture of decision making: policy making w/o authority vs. immobilized groups due to the need for complete consensus Leaders can�t lead because of the need for absolute consensus; need a structure that permits leaders to lead Flat organization offers few career paths Duplication of effort Cross-disciplinary users were the most frustrated silos 6 separate teams in 14 locations; was not an integrated library system no standardization across the system: very difficult, esp with infrastructure, to have consistent, equitable, excellent service to users or support for the staff who serve the users. Nominally, �rotating� mgt Accountability problems, especially regards internal procedures and work performance Established listservs but they were not a substitute for meetings or personal discussions or phone calls Odd mixture of decision making: policy making w/o authority vs. immobilized groups due to the need for complete consensus Leaders can�t lead because of the need for absolute consensus; need a structure that permits leaders to lead Flat organization offers few career paths Duplication of effort Cross-disciplinary users were the most frustrated

6. Old Org Chart

7. Reorganization Work Group (RWG) 7 members Dean of Libraries selected The Consultant would meet and facilitate 3 meetings (beginning, middle, rollout) Conference calls Listserv Frequent, well-managed meetings Timeline: Feb. 17 to mid-May Carol selected after considering �recommendations, comment or votes� by staff 4 faculty librarns 1 services ceneter leader (adminstriatror librariand/faculty 2 support staffCarol selected after considering �recommendations, comment or votes� by staff 4 faculty librarns 1 services ceneter leader (adminstriatror librariand/faculty 2 support staff

8. What�s Out There? Organization Charts Readings Various articles OCLC Environmental Scan Discussion Google Meets Ebay Organigraphs

9. Organigraphs

10. Major Reading The 2003 OCLC Environmental Scan: Pattern Recognition Summarized chapters Lengthy discussions Driving force of Trends Sessions

11. Trends Outcomes: What They Said Our work is important to our users Google rules Staff feel detached from student body and faculty What haven�t you noticed lately? Faculty!!

12. Trends Outcomes: What We Observed Good participation Curiosity about utility of Trends Sessions in determining new org Need a nimble, user-focused org The user wants to know, wants to learn, BUT, Does not necessarily want to be taught or want to read instructions

13. Important Questions to Consider How do we work closely in this new environment with students and faculty? How can we meet their needs in a different way through the work we do? What can we stop doing? What should we be doing instead?

14. What Do Users Want Stuff Get stuff Find Stuff Borrow Material Study Space Desktop Access Get Advice

15. Restructuring with the Consultant Post-it Note deconstruction exercise Break it down into small parts Reassemble in like batches Aligned with the �Stuff� wanted by users What work supports these needs?

16. Next Steps Create �process maps� Subdivide �Purple Pods� and define Develop new terminology

18. New Terminology Purple Pods = Collaboratives Sub-areas = Clusters

20. Implementation Outline I. Leadership Selection A. Establish leadership competencies B. Form Leadership Screening Committee C. Evaluate and select leaders II. Reassign Staff in the New Organization A. Establish principles to guide the reassignment B. All staff state their preferences for position C. Assignment to Collaboratives are determined III. Work Design A. Establish criteria for Work Design Groups B. Assign volunteers to Work Design Groups C. Design the work

21. Collaborative Leaders The Selection Process Establish competencies for the new leadership Form a Leaders Screening Committee. Leader nomination & presentations Feedback from attendees The Committee�s role Leaders named Aug. 16

22. And the Questions Are: Describe someone who has been an effective leader for you and why. Describe what challenges you see in this reorganization for a leader? Describe where in the new organization you see opportunities for you as a leader and what would you bring to the position?

23. What Color is Your Collaborative?

24. Apply for the Job of Your Dreams! The aspects of this collaborative and cluster that really interest me are: Why? How will your knowledge, skills and interests contribute to the work and performance outcomes of this collaborative? Other comments?

25. Reassignment Principles Confidentiality First preferences will be given serious consideration Assignments will be made based upon the anticipated amount of work in each collaborative and cluster

26. Reassignment Principles, Cont�d Specific work design will be determined once the employee assignments have been made Training in the new competencies Employees will work at the same classification level as they currently do The process will not include promotions

28. The New Org Chart

29. The Reorg Work Groups & Number of Staff Involved Service Center Team (SCT) 12 January Retreat 35 RWG 7 Screening Committee for Leadership 7 New Leadership Group (1st pass) 8 Work Design Teams 35 Executive Committee 7

30. Contact Us Carol Pitts Diedrichs diedrichs@uky.edu Becky Ryder rjryde01@uky.edu Maureen Sullivan msull317@aol.com Kerri Scannell scannel@uky.edu Kelly Vickery kmvick0@uky.edu

31. Contact Us University of Kentucky Libraries http://www.uky.edu/Libraries Reorganization Documents http://www.uky.edu/Libraries/staffinfo.html#reorg

32. The End