Strategic PlanningStrategic Planning

for the Information Commonsfor the Information Commons

Strategic Thinking / PlanningStrategic Thinking / Planning

ACRL Keynote speech by Paul Duguid:ACRL Keynote speech by Paul Duguid:

Publishers, he said, think strategically Publishers, he said, think strategically and with clarity of purpose; what & whyand with clarity of purpose; what & why

Librarians, on the other hand, too often Librarians, on the other hand, too often tend to think only tactically; how & whentend to think only tactically; how & when

PLANNINGPLANNINGStrategic Tactical Strategic Tactical

what and whywhat and why formative/processformative/process campus-wide viewcampus-wide view incorporates incorporates

implementation and implementation and assessmentassessment

concept-rich; flows concept-rich; flows into narrative; tells a into narrative; tells a coherent storycoherent story

how and whenhow and when summative/productsummative/product library-centriclibrary-centric implementation & implementation &

assessment may be assessment may be compartmentalizedcompartmentalized

concept-thin; typified concept-thin; typified by checklists, & by checklists, & timetablestimetables

ACE Strategic Planning Tool: Change Model GridACE Strategic Planning Tool: Change Model Grid

A Good Tactical Planning Tool with Strategic A Good Tactical Planning Tool with Strategic Components: True/False QuestionsComponents: True/False Questions

Source: Planning Collaborative Spaces in Libraries Source: Planning Collaborative Spaces in Libraries http://www.cni.org/regconfs/acrlcni2003/http://www.cni.org/regconfs/acrlcni2003/

Another Good Tactical Planning Tool: Another Good Tactical Planning Tool: ChecklistChecklist

Source: Planning Collaborative Spaces in Libraries Source: Planning Collaborative Spaces in Libraries http://www.cni.org/regconfs/acrlcni2003/http://www.cni.org/regconfs/acrlcni2003/

American Council on Education:American Council on Education:http://www.acenet.edu/bookstore/pubInfo.cfm?pubID=179http://www.acenet.edu/bookstore/pubInfo.cfm?pubID=179

Provides key “essay questions” asked by Provides key “essay questions” asked by successful leaders of academic change initiatives.successful leaders of academic change initiatives.

ACE: Understanding Institutional PatternsACE: Understanding Institutional Patterns

Key questions: How loosely-coupled is this institution?

How does the pattern of diffused decision making facilitate or impede the IC initiative?

What possible strategies might the institution use to develop shared goals, common visions, and coherent institutional movement?

Tightly-coupled Loosely-coupledTightly-coupled Loosely-coupled

Corporate model Corporate model alignment alignment assured by assured by command & command & controlcontrol

Higher ed. model Higher ed. model alignment requires alignment requires unit-level navigation unit-level navigation & organization-wide & organization-wide collaborationcollaboration

ACE: What Are the Pressures for Change?ACE: What Are the Pressures for Change?

Can we find/create synergy between internal and external pressures for change? External pressure example: "the explosion and globalization of knowledge produced both inside and outside the academy," Internal force example: "student pressure for more attentive customer service and academic support." Can the IC initiative be positioned as a mechanism to coordinate response to these internal and external pressures?

ACE: Assessing the Climate for ChangeACE: Assessing the Climate for Change

Key questions: In what type of water is the institution: calm, currents, rapids, or waterfall?

To what extent is this perception shared across campus?

What strategies can be used to increase awareness of, and achieve consensus on, problems and opportunities?

ACE: Preparing for ChangeACE: Preparing for Change

Key questions: In what ways does the IC initiative fit in with the institution's mission and values [note concept of strategic fit]?

Would the IC initiative improve a core function of the institution? How might it impact teaching, learning, research, and service?

ACE: Assessing the Human DimensionACE: Assessing the Human Dimension

Who might be most likely to fear the proposed IC initiative? Why? What steps might be taken to alleviate their fear?

How do other key people or groups view the initiative? Who are the institutional "have-mores" and might they resist the change? What might they have to lose and how might their support be gained?

What steps can the IC leader(s) take to expand people's spheres of awareness and responsibility beyond the concerns of their own units? [FIRST TABLE DISCUSSION TOPIC]

ACE: From Planning to CommunicationACE: From Planning to Communication

Key steps change leaders can take to guide an IC initiative through diffused decision-making processes:

Form work groups composed of people from different parts of the institution to address strategy issues for the entire project.

Develop projects and interest groups addressing subcomponents of the project [media services, data services, CMS] that cut across departmental boundaries.

ACE: Articulating the Change InitiativeACE: Articulating the Change Initiative

Remember the external and internal forces or pressures propelling change from an earlier slide. How can the IC initiative be articulated to hook into other campus initiatives being propelled by those forces?

If the initiative articulates an IC as a solution to "problems," which stakeholders might tend to feel targeted as responsible for those problems, and how can their potentially negative reactions be mitigated?

ACE: Making Connections ExplicitACE: Making Connections Explicit

What different initiatives currently are under way on campus that relate to the IC change initiative?

How can the IC team approach and work with those other groups?

How might equivalent connections be created outside the institution?

[SECOND TABLE DISCUSSION TOPIC]

ACE: Strategies to Engage the CampusACE: Strategies to Engage the Campus