Innovation in Academic Libraries:Theory and Practice

Texas Library AssociationApril 13, 2007

Kathryn DeissACRL Content Strategist

kdeiss@ala.org

Photo/Typography by You Can Count on Me

Innovation[in the public sector] must be….an original disruptive act

Lawrence Lynn

Innovation

…the embodiment, combination, and/or synthesis of knowledge in novel, relevant, valued new products, processes, or services

Dorothy Leonard

The critical nature ofmental models in innovation

“not enough _____”

bad time to risk

may cause disruption in other areas

“we tried that…”

Creating a Culture & Mental Model of Abundance

Photo by Jaydot

Just a few habits…

Small Adjustments and Changes short-term solutions

narrowly focused perspective

attachment to present

modesty

Tinkering with the Present

Hold tight! “the new” inspires control

assessment of limitations

the “worry” engine – creativity run amok

The Need for Control

All living systems are disturbed in order to progress

Devil’s advocate problem – Tom Kelley

Provocative of change Creates urgency Surfaces risk Disturbance is…unsettling but

crucial!

Disturbance

Directional vs Intersectional Directional innovation

combines ideas within a field

Intersectional innovation combines ideas at the intersections of different fields resulting in an increased level of possibilities

“The intersection of fields, cultures, and disciplines generates combinations of different ideas, yes; but it also generates a massive number of these combinations. People at the intersection, then, can pursue more ideas in search of the right ones.”

Frans Johanssen

Organizational age Lack of skills Desire for perfection Risk aversion Natural tensions and dichotomies

Barriers to Innovation

Innovation and Org. Age

Mature organization proven track record established resources less likely to take risks less flexible reliance on and

replication of past successful practices

improvisation more difficult

Young organization sparse track record volatile resources more likely to risk more flexible no past to replicate

natural improvisation

Right brain thinking Use of abilities other than verbal Idea generating skills and tools Group facilitation skills Observation and analytical skills Ability to question

Skills Related to Innovation

Drive for premature closure and completeness No feedback loops Limited learning process

Desire for Perfection

Seeking stasis and stabilitySeeking stasis and stability

The disruption effectThe disruption effect

Mixed messagesMixed messages

AnxietyAnxiety

Predictive inclinations & negative Predictive inclinations & negative fantasiesfantasies

Risk Aversion

Dichotomies

Stability Standards

Expertise Performance Certainty

Disturbance Unknown

Consequences and Patterns

Play Practice Risk

Specific to the Public Sector

Little direct competition No analog of profitability Nothing in non-profits that people fear

more than a newsworthy failure PLUS

Dense organizational structure Scarce resources High levels of internal scrutiny

“Whereas in the private sector an innovation merely needs to be profitable to be worth doing, in the public sector innovation must be about doing something worthwhile. . . Second, public sector innovation involves more than simply doing the public’s business well. . . . Third, non-profit and government innovation involves the broader public good. The ultimate purpose of innovation is not to win awards, boost public confidence, or attract foundation support, but to create public value.”

Paul Light

Dichotomies

Stability Standards

Expertise Performance Certainty

Disturbance Unknown

Consequences and Patterns

Play Practice Risk

Perceptions vs Innovation

Dichotomies

Stability Standards

Expertise Performance Certainty

Disturbance Unknown

Consequences and Patterns

Play Practice Risk

Dichotomies

Stability Standards

Expertise

Performance Certainty

Disturbance

Unknown Consequences and Patterns

Play Practice Risk

Dichotomies

Stability Standards

Expertise

Performance Certainty

Disturbance

Unknown Consequences and Patterns

Play Practice Risk

DDR at Wake Forest Library

Dichotomies

Stability Standards

Expertise

Performance Certainty

Disturbance

Unknown Consequences and Patterns

Play

Practice Risk

Dichotomies

Stability Standards

Expertise

Performance Certainty

Disturbance

Unknown Consequences and Patterns

Play

Practice

Risk

“You don’t see the world as it is; you see it as you are.”

Luc deBrabandere

The Politics of Innovation

Cornelis Drebbel and £20,000 (1624)

societal readiness patterns of behavior (not what

people say but what they actually DO)

political climate building the message

Timing is crucial for adoption of innovation

Photo by Mrhayata

“The most successful people are those who are willing to give up their most successful strategies….”

Richard Foster

How To Get Started

Voluminous idea generation Learn creative thinking tools Develop a tolerance for failure Escape “the end of..” syndrome;

embrace “the beginning of..” way of thinking

Create Radical Trust Develop SARS

SARS

a Special Awareness for Real Surprises

Some Final Thoughts

We need to break out of our trusted networks and seek the intersections

We need to reserve resources for trial and error and for prototyping

Learn how to take on multiple perspectives

“Different is not always better but better is always different.”

Rick Luce, ViceProvost & Director of Libraries Emory University

Thank you TLA!

Presentation will be at:

http://kathryndeiss.pbwiki.com