Change management
Abstract.
Major or deliberate large-scale changes require change management – based on the three phases described by Lewin (1947) – which integrates a number of new aspects of leadership. Those change projects have to pass through several steps, which are thorough planning, initialising, realising, reflecting and stabilising. Change management includes the top management, leaders at all levels and every member of staff, as well as the users and the library’s parent institution.
2.1 Change management in general
While change in libraries may be a constant (Brisson-Banks, 2010), in this book it is taken to mean a major or deliberate large-scale change that needs extensive action and affects most parts of the library. Examples would be the implementation of quality management, the merger of two or more libraries or the relocation of a library. Change should be based on the strategy of the library, which means that the change project generally has a long-term perspective. However, as can be seen in section 3.1, change processes in libraries nowadays are often no longer long-term projects. This is especially so since the economic crisis, which led to immediate changes in libraries and to a reduction in the number of change processes lasting for a (longer) period of time (Brisson-Banks, 2010).
‘Managing change is definitely a challenge but not impossible’ (Brisson-Banks, 2010). To handle deliberate large-scale changes change management is required. This includes the recognition and realisation of the different phases that arise throughout a change project which will be described below.
2.2 Phases of a change process
Figure 2.1 shows the three phases of a change process which are relevant for the change management of deliberate large-scale changes as described in this book.
Figure 2.1 Phases of a change process (in accordance with Lewin, 1947)
Unfreezing. In the first phase all members of the library need to be made aware that something needs to change. This is when the library’s top management informs the staff about the reasons for the change and the goal(s) of this process.
Changing/moving. During the second phase the library performs the required change activities. It should be clear who is involved, what has to be done until when, and which tools are needed.
Refreezing. The third phase represents the time needed to stabilise the new methods, structures, etc. and to evaluate the entire change process as well as the outcome of the change project overall.
Some new aspects of leadership (see Figure 2.2) during these three phases include the following:
Leaders have a vision (Unfreezing phase).
Leaders are role models for their staff (Unfreezing and Changing/moving phases).
Leaders communicate regularly about the process (all three phases).
Leaders support the participation of their team members in the process and delegate tasks and some of the decisions concerning the alterations (Changing/moving phase).
2.3 Elements of change management
As a result of the three phases of a change process (see above) change projects need to be planned carefully in advance, initiated and then realised. Afterwards there needs to be a process of reflection and stabilisation (see Figure 2.3).
In general five different groups of staff can be differentiated who need to be considered throughout the whole change process, some through participation in the process, others just through being given information (see Figure 2.3). Additionally, the library’s users as well as the parent institution or the government need to be considered throughout the whole change process.
2.3.1 Top management
The top management has to initiate the change project.1 For the planning process they can recruit change managers who will promote and help in the planning of this major change.
2.3.2 Leaders
Leaders at all management levels need to be integrated into any major change process at a very early stage of the project. Their central role is one which would enable them to work against an upcoming major change. The ideal solution would be to find the change managers from within management (see sections 4.1 and 10.1.5).
2.3.3 Change managers/change agents
Change managers can usually be found from among personnel or organisational developers. They will support the change project from the planning process through the whole change up to the evaluation of the project (see Chapter 8).
2.3.4 Members of staff affected by a major change
Everyone who is affected by a deliberate large-scale change needs to be integrated into the process and kept informed about everything concerning the upcoming – and later the ongoing – change. They should be given the chance to participate in the change process (see sections 9.2, 10.1.2 and 10.1.4).
2.3.5 Members of staff not directly affected by a major change
Other members of staff not directly affected need to be considered throughout the entire change process (see section 10.1.3). They can sometimes be seen as experts if they have recently gone through another change process. Where alterations in one department affect another department it is important to talk to the other department in advance about the modifications.
2.3.6 Customers/users
The users of libraries also need to be integrated into the upcoming change; they need to be informed about reasons for the change as well as the ongoing process. Sometimes they will lend support to the library director’s arguments against changes the library is being forced to carry out if they are not happy about the planned alterations. An example of this can be found in the case study described in section 5.1 where the library’s users symbolically buried their old library in protest against the closure of several district libraries.
2.3.7 Government/parent institution
Last but not least the financial backer, which may be the government, for example, or a university, needs to be integrated into the change process. Often they are the ones that can be blamed for the change. This might help acceptance of the alterations and so the change project can begin (for an example, see section 6.2.1). Also the government or the university’s supervisors need to be informed about the progress of the change project on a regular basis.
1.A clear political intention among the top management responsible for a major change is indispensable for the success of the change process (Steinle et al., 2008)