My technical services department has faced more changesin the last ten months than we’ve had in most of the fifteen years I’ve worked there. Since last September, we’ve tried to retool our work flow, cross-train staff, move materials through the department faster, outsource some work, and evaluate the work of our outsourcing vendors. Then this summer we lost a staff person to retirement, we’ve started RFID tagging all new materials, we’re evaluating digital project management software and later this month, we’re going to be changing hundreds of the internal codes we use to identify our shelf locations.

Amidst all of these changes, I’ve tried to simplify our cataloging and processing procedures, but with limited success. A consultant and three outsourcing vendors have told us our cataloging and processing procedures are complex– and they were right! But changing old ways of doing things is tough, if not downright impossible at times. My challenge is to define the problem areas, research possible solutions, and determine costs for continuing doing things as we’ve done them. Before stopping or changing any of our procedures, I need to ask our public services staff for their input on making specific changes. There’s nothing worse than making a decision without good information to back it up, then reversing that same decision because it wasn’t well-thought-out to begin with. It can be embarrassing– and definitely not good management practice.

The final step is selling my staff on the proposed changes. This is the ultimate challenge, especially when they probably feel like nothing is sacred any more. I know my own first thoughts when hearing of impending change are: ”What’s wrong with the way I’m (we’re) doing it? It works fine the way it is. Why change?” I know these thoughts run through their heads too, so I’m trying to be sympathetic to their discomfort and fears surrounding change. But I believe they may be more willing to implement changes if they understand the reasons behind them.

One thing’s for sure– the only library science management class I took never mentioned I would have to develop research, sales, and persuasion skills if I was going to be an effective manager. Nor did it mention I would need a dash of psychology sprinkled over everything in order to manage people and processes. Change is difficult, but not impossible.