Managing cultural change in public libraries

Managing Cultural Change in Public Libraries Managing Cultural Change in Public Libraries argues that changes to library Strategies and Systems can lead to transformations in library St

Managing Cultural Change in

Public Libraries

Managing Cultural Change in Public Libraries argues that changes to library Strategies

and Systems can lead to transformations in library Structures that can, in turn, shape and determine Organisational Culture Drawing on Management theories, as well as the ideas of Marx and Maslow, the authors present an ambitious Analytical Framework that can be used to better understand, support and enable cultural change in public libraries The volume argues for radical  – but sustainable  – transformations in public libraries that require significant changes to Strategies, Structures, Systems and, most importantly, Organisational Culture These changes will enable Traditional Libraries

to reach out beyond their current active patrons to engage with new customer groups and will also enable Traditional Libraries to evolve into Community- Led Libraries, and Community- Led Libraries to become Needs- Based Libraries Public libraries must be meaningful and relevant to the communities they serve For this to happen, the authors argue, all sections of the local community must be actively involved in the planning, design, delivery and evaluation of library services This book demonstrates how to make these changes happen, acting as a blueprint and road map for organisa- tional change and putting ideas into action through a series of case studies.

Managing Cultural Change in Public Libraries will be of particular interest to

academics and advanced students engaged in the study of library and information science It should also be essential reading for practitioners and policymakers and all those who believe that communities should be involved and engaged in the planning, design, delivery and evaluation of library services.

John Pateman has worked in public libraries for 40  years in a number of different

roles, ranging from library assistant to chief librarian He was chief librarian of three library systems in the UK: Hackney, a diverse inner London borough; Merton,

a multicultural London suburb; and Lincolnshire, a large rural county John is rently Chief Librarian and Chief Executive Officer at Thunder Bay Public Library in Ontario, Canada He is a fellow of the Chartered Institute of Library and Information Professionals, and he received the National Culture Award from the Cuban govern- ment for his work in support of Cuban libraries.

cur-Joe Pateman is a PhD candidate studying politics at the University of Nottingham, UK,

with a specific interest in the disciplines of Marxist political theory and International Political Economy Joe has written several essays from the Marxist perspective, on topics such as globalisation, inequality, poverty, international relations, political strategy, racism, hegemony and public libraries in the Soviet Union His interest is in how libraries can provide democratic public space in an increasingly commercialised world He is a member of the editorial board of Information for Social Change.

Routledge Studies in Library and Information Science

Information Worlds

Behavior, Technology, and Social Context in the Age of the Internet

Paul T. Jaeger and Gary Burnett

E- Journals Access and Management

John Wayne

The Challenges to Library Learning

Solutions for Libraries

Bruce E. Massis

Perspectives on Information

Magnus Ramage and David Chapman

Traditions of Systems Theory

Major Figures and Contemporary Developments

Darrell Arnold

Libraries, Literatures, and Archives

Sas Mays

Digital Scholarship

Marta Mestrovic Deyrup

Managing Cultural Change in Public Libraries

Marx, Maslow and Management

John Pateman and Joe Pateman

www.routledge.com/ Routledge- Studies- in- Library- and- Information- Science/ book- series/ RSLIS

Managing Cultural Change in Public Libraries

Marx, Maslow and Management

John Pateman and Joe Pateman

First published 2019

by Routledge

2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN

and by Routledge

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Routledge is an imprint of the Taylor & Francis Group, an informa business

© 2019 John Pateman and Joe Pateman

The right of John Pateman and Joe Pateman to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.

All rights reserved No part of this book may be reprinted or reproduced or utilised

in any form or by any electronic, mechanical or other means, now known or

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storage or retrieval system, without permission in writing from the publishers.

Trademark notice: Product or corporate names may be trademarks or registered trademarks

and are used only for identification and explanation without intent to infringe.

British Library Cataloguing- in- Publication Data

A catalogue record for this book is available from the British Library

Library of Congress Cataloging- in- Publication Data

A catalogue record has been requested for this book

ISBN: 978- 1- 138- 70539- 5 (hbk)

ISBN: 978- 1- 315- 20219- 8 (ebk)

Typeset in Times New Roman

by Out of House Publishing

This book is dedicated to the memory of Karl Marx (1818– 1883)

on the bicentennial of his birth His ideas inspired and motivated

us to write this book.

‘The philosophers have only interpreted the world, in various ways The point, however, is to change it’ – Karl Marx, Eleven Theses on Feuerbach

Foreword by Ken Williment viii

4 The Community- Led Library 115

6 Conclusions and ways forward 170

Foreword by Ken Williment

Halifax Public Library, Nova Scotia, Canada,

willimk@halifax.ca

This afternoon driving to work, my ten- year- old daughter asked me a very insightful question She asked, ‘Daddy is there more rich people or poor people?’ I indicated it depends on the context, but globally there are many more people living in poverty than there are rich people Unfortunately, reality portrayed in popular media or the lived experience of a young child and her worldview does not accurately reflect the social conditions of the vast majority of people’s lives While extreme wealth is constantly celebrated, we are quite ironically once again living in a period of time that Dickens referred

to as ‘it was the best of times; it was the worst of times.’ A few are leading the good life, while the vast majority of people, on a daily basis, experience a tre-mendous amount of pressure trying to make ends meet

For over a century, Marxist thought has permeated political and social discourse Proponents and opponents alike can attest to the impact that this powerful theoretical framework can have when put into action Meanwhile, for almost three quarters of a century, Maslow’s theories have dominated psychology and sociology The ‘hierarchy of needs’ established the basic fun-damental needs that must be addressed before individuals and thus communi-ties can flourish By placing these theoretical concepts together and applying managerial concepts to influence cultural change in libraries, Pateman is once again pushing boundaries in the library field

Over the past 20 years some public libraries across Canada and the UK have taken the position that the best way to truly understand communities and individual needs is to step outside of the library and begin building relationships with people in the greatest need of information services – people

in the community currently not using libraries This has been a long and hard struggle to have people understand that only by building trusting, sustained and lasting relationships can library staff begin to hear about and truly under-stand the complex needs of communities Only once these needs are heard and understood can libraries begin to respond

Social change is difficult There are many vested interests in keeping Structures and Systems operating in homeostasis However, Needs- Based and Community- Led Library service development offers library staff with real hardened and tested tools which provide them with non prescriptive and

Foreword ix

community- dependent approaches to implementing social change This is real praxis These approaches were not developed by armchair academics and insular ‘professional’ discourse but were instead guided by public library staff listening to the needs of underserved community members Community- based library practitioners are the best way forward for library service development.Library trends come and go over time, but the one thing that remains constant in public libraries is people By consciously focusing on assisting people trying to address the social conditions influencing their lives, libraries move from being a ‘neutral’ space to one which makes real social change and minimises the impact of social inequality It is our hope that the next gener-ation does not also have to live through the best and worst of times

Foreword by John Vincent

The Network, Nadderwater, Exeter, UK,

john@nadder.org.uk

As I write this (May 2018), politics in the UK seem to have gotten ‘stuck’ (the recent local elections led to both main parties being neck- and- neck, with nei-ther able or willing to break out of their comfort zone) (Kuenssberg 2018).One overriding factor is the result of the referendum held on 23 June

2016  ‘to decide whether the UK should leave or remain in the European Union Leave won by 51.9% to 48.1% The referendum turnout was 71.8%, with more than 30 million people voting’ (Hunt and Wheeler 2018) This has led to bitter divisions in the UK and in politics, and, with the run- up to the date when the UK has to leave (March 2019) fast approaching, there is really very little focus on anything else – and also a sense that many politicians are trying to appeal to a ‘middle ground’ and unwilling to challenge the narrative that we have to have austerity As writer Owen Jones argued:

The modern Establishment relies on a mantra of ‘There Is No Alternative’: potential opposition is guarded against by enforcing disbe-lief in the idea that there is any other viable way of running society

(Jones 2015)This unyielding position is having a dire effect on society and social justice in the UK, especially with the generally unremitting attack on local authority provision; this in turn is having a major impact on health, social care, educa-tion – and public service provision, such as libraries and museums

That said, there are still many public libraries providing high levels of targeted services, particularly focusing on, for example, physical and mental health, loneliness, support for young children and their parents/ carers, as well

as creating space for activities and events that celebrate local communities or help them come to grips with major local events

However, in many cases, politicians’ engagement is elsewhere, and it is clearly time to try to find new ways of ensuring that public services develop and thrive and, as part of that, that libraries are also maintained as public ser-vices (not privatised) and can return to delivering provision that meets the real needs of local people and play a major part in creating social justice

Foreword xi

In this book, John Pateman and Joe Pateman argue that, by applying the thinking of Karl Marx and Abraham Maslow, libraries can begin to break out of this ‘stranglehold.’ As Yanis Varoufakis says in his new introduction to

The communist manifesto, adapted here:

Humanity may succeed in securing social arrangements that allow for

‘the free development of each’ as the ‘condition for the free ment of all.’ But, then again, we may end up in the ‘common ruin’ of nuclear war, environmental disaster or agonising discontent In our pre-sent moment, there are no guarantees We can turn to the manifesto for

develop-inspiration, wisdom and energy but, in the end, what prevails is up to us

[Emphasis mine]

(Varoufakis 2018)

This is the book that I have always wanted to write During my long career

in public libraries (which began in London, UK, in 1978, and continues in Thunder Bay, Ontario, in 2018), I have been a passionate advocate of what was once known as ‘community librarianship.’ More recently this has been redefined as Community- Led or even Needs- Based public libraries My underlying driving motivation is that public libraries are an incredible free, publicly owned and shared resource, which should be truly open to all I often say that if the public library had not been invented, it would not get off the ground today I imagine the reaction of hard- nosed investors on ‘Dragon’s Den’ if I pitched my idea of the public library to them in 2018:

‘I am going to build this thing called the public library I am going to fill it with books, information and other resources that meet community needs

I am going to staff it with qualified people And I am going to offer it all totally free at the point of need.’

‘So how much is this all going to cost?’

‘I can give you a medium- sized public library system with four branches and 75 staff for around $6.5 million a year.’

‘And then you’re just going to give it all away – for free?’

‘Yes I am’

‘Then you must be some kind of crazy communist!’

The idea of a free public library clearly wouldn’t fly in the present- day, uber- capitalist and money- conscious societies that can understand the price of everything and the value of nothing And yet the public library, born out

of a combination of Victorian social control and philanthropy, has survived everything that has been thrown at it over the past 150 years

That is the point of this book – how can we take a traditional, embedded institution, which forms part of the establishment, and transform it into a modern, relevant, Community- Led and Needs- Based service? What over

40 years of practice has taught me is that there are no quick or easy solutions

to this problem; the predominant use of libraries by a homogenous middle-

class group tells us that it is a problem Only by changing the Strategies,

Structures and Systems of public libraries can we hope to change their mental nature – their Organisational Culture.

funda-I have distilled my decades of experience and combined it with some tried and tested theoretical knowledge, borrowing from Marx, Maslow and Management, and come up with an Analytical Framework which enables

us to not only understand the challenge – but resolve it In doing so I have worked with my son, a PhD student, for whom the world is a far different place from when I was his age This book is written for his generation in the hope that, by changing the public library, we can ensure that it is still around for generations to come

I would like to thank, first and foremost, my son, Joe Pateman, for joining

me in the great adventure of writing this book He found time from a busy schedule – which included the first year of a PhD at Nottingham University –

to share with me his deep knowledge of Marxism and its relevance to public libraries

I would also like to thank John Vincent, the ex- chief librarian of Lambeth,

UK, and current activist with The Network John was my co- author of Public

libraries and social justice (2010) and has been a source of inspiration during

my public library career John pioneered community librarianship in Lambeth and has been a role model, mentor and good friend

In addition, I would like to thank Ken Williment (library manager, Halifax

Public Library, Canada), my co- author of Developing community-led libraries

(2013) Ken has been a principled and passionate advocate of putting these ideas into action He leads by example Ken and his beautiful family have welcomed me into their home and made me feel like a true fellow Canadian.Thank you also to my fellow Canadian CEOs who provided the case study material for this book The honest and sometimes brutal assessments of the library services they manage provided the rich empirical evidence that substantiates the Analytical Framework at the core of our argument

Finally, I would like to thank my wife, Annette, and my daughter, Saskia, for giving me the strength to do all that I do

John Pateman

References

BBC News (2018) Local election results 2018:  parties fail to make decisive gains [online] BBC News Available at:  www.bbc.co.uk/ news/ uk- politics- 43997872 [Accessed 10 May 2018].

Hunt, A and Wheeler, B (2018) Brexit: all you need to know about the UK leaving the

EU [online] BBC News Available at:  www.bbc.co.uk/ news/ uk- politics- 32810887 [Accessed 10 May 2018].

Jones, O (2015) Foreword to the paperback edition In: The Establishment and how they get away with it Harmondsworth: Penguin, pp xi– xxiv, xiii.

Kuenssberg, L (2018) Local election results 2018: parties must break out of comfort zones [online] BBC News Available at: www.bbc.co.uk/ news/ uk- politics- 44001529 [Accessed 10 May 2018].

Varoufakis, Y (2018) Yanis Varoufakis:  Marx predicted our present crisis  – and

points the way out [online] The Guardian Available at:  www.theguardian.com/

news/ 2018/ apr/ 20/ yanis- varoufakis- marx- crisis- communist- manifesto [Accessed 10 May 2018].

1 Introduction

In this book we argue that changes to library Strategies and Systems can lead to changes in library Structures which, in turn, can shape and deter-mine Organisational Culture (Pateman and Pateman 2017) This approach

is derived from a specific interpretation of historical materialism known as

‘technological / economic determinism.’ We describe the key features of an Analytical Framework which can be used to better understand, support and enable cultural change in public libraries This Framework has been informed

by an extensive literature search and analysis of over 150 years of public library history The Framework has been developed on three levels and is based on the work of Karl Marx, Abraham Maslow and Management theories

History of the public library since 1850

The Analytical Framework has been developed by taking an overview and analysis of the history of the public library from its inception in the mid 19th century to the present day This development can be broken down into sev-eral distinctive stages In each stage, we can see how the public library was a product of the economic Base and the political, social, cultural and ideological Superstructure which that Base shaped and determined There were three main stages of development: the Traditional Library 1850– 1970; the Community- Led Library 1970– 2000; and the Needs- Based Library 2000– present

The Traditional Library 1850– 1970

The Traditional Library emerged from the Mechanics Institutes in the mid 19th century, reached its peak in the post war welfare state and went into decline in the 1970s While this model remains the dominant paradigm, there have been steep and ongoing decreases in public library membership, personal visits and physical circulation since 1970

1850– 1930:  While the overt argument for public libraries was framed

in terms of social reform and the need to educate the ‘deserving poor,’ the covert reason was to create state institutions of social control to manage the idle time and reading habits of the working classes (Corrigan and

Gillespie 1978) This was a response to the economic, political and social changes sweeping across Europe in the mid 19th century and manifested

by revolutions in central Europe and the Chartist movement in the UK (Black 2000a) The state apparatus of capitalism was used to manage the emerging demands from organised labour and to take some of the pressure out of the system to prevent this from boiling over into revolution (Black 2000b) At the same time the public library became a bulwark of middle- class values (Black 2003) These forces shaped and determined the defining characteristics of the Traditional Library

1930– 1950:  Following another period of capitalist upheaval and crisis,

as evidenced by the Great Depression, which swept around the world in the late 1920s and early 1930s, the public library reinvented its role as an ameli-orator of social conditions (Kenyon 1927) The public library acted, again,

as a safety valve to mitigate some of the social and political pressure which was building up in the capitalist system as a consequence of the underlying economic conditions (McColvin 1942) The role of the public library was to ensure that the surplus army of unemployed did not pose a threat to the state institutions of power (Black 2000a) This further entrenched the defining characteristics of the Traditional Library

1950– 1970:  According to Harold MacMillan, during the post– Second World War period, the people ‘never had it so good,’ and living standards among the working classes steadily increased (Roberts 1959) There was more or less full employment and reasonable standards of living, which gave workers the ability to enjoy leisure pursuits (Gerard 1962) During this period the public library became an almost exclusive middle- class institution with a focus on reading for pleasure (Luckham 1971) Circulation was dominated by hardback adult fiction, and the leisure function came to dominate over the educational role of the public library (Black 2003) The Traditional Library became focused on the higher needs of the middle class rather than the basic needs of the working class

The Community- Led Library 1970– 2000

Community librarianship emerged from the Traditional Library in the mid 1970s, became more mainstream with the setting up of the Community Services Group of the Library Association in 1982 and started to decline with the onset of cuts to local government expenditure in 1987– 1988

1970– 1980: The social role of the public library in supporting the aspirations and needs of the working class emerged from the Traditional Library in the 1970s through the community librarianship movement (Usherwood 1981) Public libraries in inner London neighbourhoods, such as Lambeth and Hackney, understood the role which public libraries could play in reaching out to poor and immigrant communities and supporting the struggles of working- class, black and gay communities of interest (Black and Muddiman 1997) The public library became both an ally and a resource in these struggles

But the community librarianship movement had established the work for the later development of the Community- Led Library, when the conditions were right.

ground-The Needs- Based Library 2000– present

The Community- Led Library emerged from the Open to all? (Muddiman et al

2000) research carried out in the UK, reached its peak during the Working Together Project in Canada (Working Together 2008) and started to develop into the Needs-Based Library (Pateman 2003c)

2000– 2010: When New Labour under the leadership of Tony Blair entered government, the Old Labour language of class and poverty was replaced by

a new lexicon of social exclusion and community cohesion (Pateman and Vincent 2007) This created the ideological space to reassert the social role of

public libraries; after the publication of the seminal Open to all? research in

the UK, and its implementation via the Working Together Project in Canada,

a new Community- Led Library movement emerged (Pateman and Vincent 2010) This gained traction in Canada, where large systems, such as Edmonton Public Library, fully embraced the model In the UK, the Traditional Library continued to predominate

2010– present: When the Tories returned to power in the UK in 2010, they began to decimate public libraries in the name of austerity In reality this was a convenient cover for a neo- liberal ideological agenda which continued, accelerated and deepened the work of Margaret Thatcher The aim was to reduce the size of the public sector (Pateman and Vincent 2012) Public libraries (particularly those which had failed to transform from Traditional

to Community-Led) were ‘low hanging fruit.’ Over 1,000 libraries have been closed, and 10,000 library workers have been laid off (Pateman and Vincent 2017) In Canada, by contrast, the Community- Led Library movement has grown during the economic expansionist period of the Liberal government led by Justin Trudeau (Pateman and Williment 2013) There is also some evi-dence of the Needs- Based Library starting to emerge

It is clear from our literature review of these historical developments that the public library has gone through a series of evolutionary stages This has enabled us to construct three consecutive, but overlapping, models of library provision, which we have defined as Traditional, Community-Led and

Needs-Based Each of these models contains the seeds required for the next stage of development.

Social class

‘However often today’s literary scholars repeat the mantra of race, class and gender, they clearly have a problem with class’ (Rose 2002) A search by subject

of the online MLA International Bibliography for 1991– 2000 produces 13,820

hits for ‘women’; 4,539 for ‘gender’; 1,826 for ‘race’; 710 for ‘post- colonial’;

and only 136 for ‘working class.’ The MLA Directory of Periodicals lists no

academic or critical journals anywhere in the world devoted to proletarian erature, and the subject is very rarely taught in universities In social history, for example, class was a dominant issue between 1963 (when E.P Thompson’s

lit-seminal The making of the English working class was published) and 1983 (when Gareth Stedman Jones authored his post structuralist Languages of

class) Post structuralist historians such as Joyce (1991) have argued that

class has had less of a purchase on workers’ identities than earlier Marxist historians suggested Other commentators, including Edgell (1993), have asserted that the arrival of post modern society has meant the ‘end of class.’The post 2008 crisis of capitalism led a renewed interest in Marxism and its core categories of analysis, such as class and exploitation There have been a number of UK studies into aspects of working- class culture, including Baars, Mulcahy and Bernardes (2016), Beider (2015), Crawford (2014), Evans and Tilley (2015), Griffith and Glennie (2014), Hanley (2008, 2016), Jones (2011, 2014), McKenzie (2015), Reay (2017) and Rogaly and Taylor (2009) There have also been some North American studies, including Isenberg (2016), Vance (2016) and Williams (2017) Many of these studies have demonstrated how social class continues to be the single most significant determinant of life chances

The impact of class on public libraries has received very little professional

or academic attention

There is one ‘skeleton of control and conservatism’ in the public library cupboard which has consistently been kept hidden:  the issue of social class…Class is something which, for 150 years, the public library in Britain has largely failed to come to terms with Some have valiantly attempted

to discuss and problematize class in the library context However, the dency has generally been to sweep the issue under the carpet

ten-(Black 2000b: 5)Class was not on the professional agenda

It is not talked about at conferences It is not written about in journals

It is not taught in library schools It is regarded as an old fashioned and

Introduction 5

irrelevant issue When the issue is raised it is ridiculed, trivialized and marginalized Library people do not feel comfortable talking about class

(Pateman 2002: 13)Books on class and librarianship have been few and far between ‘This

is surprising because imprints have been printing volumes on other sive topics like gender in librarianship, race in librarianship, and intellectual freedom, among others’ (Estep and Enright 2016)

progres-This is not to say that class has not attracted the serious attention of some, including: Baggs (2001, 2004), Black (2003), Corrigan and Gillespie (1978), Devereux (1972), Hammond (2002), Jordan (1972), Lahav (1989), Muddiman (1998), Murison (1955), Noyce (1974), Pateman (2004, 2005b, 2005d, 2011), Peatling (2002) and Wellard (1937b) More recently, voices and ideas that have long been confined to the critical margins have been given buoyancy as forms

of critique have gained traction during the current crisis of capitalism There has been a fresh look at the interaction of information, labour, capital, class and librarianship Most of these authors rely explicitly or implicitly on Marx For example, Bales (2016), borrowing from the French Marxist philosopher Louis Althusser, believes that the modern library is a cultural and educational Ideological State Apparatus (ISA) which is designed to uphold and defend the ideological status quo The library is a state- maintained, superstructural institution designed not to coerce but to persuade the public of the historical bloc’s legitimacy by reinforcing the dominant culture The aim is to exclude those who feel ‘out of place’ when using the library or who think they ‘don’t belong’ there They are treated as ‘the other’ by library staff and included patrons Some people are excluded because they refuse to follow the neces-sary rituals of the library, or they self- exclude themselves because of library anxiety

Carruthers (2016) considers the ideology of the early public library movement Workers and women were encouraged to accept their social and economic position and struggle on an individual level to become the exception to the rule of ‘inequality of environment.’ Melvil Dewey’s speech

‘Librarianship as a profession for college- bred women’ to the Association

of College Alumnae in 1886 suggested that women were ideally suited to library work because their ‘natural’ skills and abilities could be used to soften and temper disharmony Dewey compared librarianship to mother-hood, with the aim of educating and raising good docile workers who understood their place in society Individual self- improvement was posited

as the reasonable alternative to addressing and altering structural ities, and public libraries were the solution to the problem of professional women’s social mobility Capitalist ideology has deeply influenced public librarianship from its beginning, which explains the continuing connection between private interests and public librarianship Now as in the past, public libraries’ value is derived from their ability to prepare a workforce for existing economic conditions

Bird and Cannon (2016) suggest that the information economy has replaced the steam engine as the driver of capitalist enterprise Information

is a commodity, and the class struggle is located within the hierarchies and organisational culture of the public library, which is an agency of social con-trol Professionalism is a divisive ideology which creates tension and con-flict between librarians and their fellow workers De- professionalisation will create a strong, unified workforce This in turn will create a more equitable and egalitarian Organisational Culture Librarians serve their own profes-sion and its elevated standing instead of the communities in which they work De- professionalisation will create greater class consciousness and enable library workers to form alliances with their local communities and the labour movement, to reach beyond the narrow library sector and build solidarity by linking with wider struggles

Wright (2016) places information at the centre of the global, capitalist economy and shows how this affects workers The function of information

is the ongoing reproduction of what Marx once called ‘the present state of things.’ Information has come to play an increasingly central role within con-temporary capitalist social relations The purpose of information is to secure the expanded reproduction of capital Information and information tech-nology are vital to capital The hierarchical division of labour profoundly atomises the working class in a political sense; workers are fragmented into myriads of individual entities, frequently indifferent to any common interests they might share The emergence of a white- collar proletariat and a cybertariat reveals the parasitic nature of capitalist social relations Regardless of these developments, capital by its nature continues to rely upon labour time as both its measure and what Marx called the ‘life giving elixir that animates it.’ There

is still much to learn from Marx’s value analysis, which locates the potential for a new way of living precisely within the social antagonisms that emerge in response to capital’s attempts to commodify human capacities

McEachreon and Barriage (2016) focus on low- income library users, who face challenges in using public libraries such as restrictive fine policies, ‘library anxiety’ and gadget- driven programmes aimed at middle- class affluent users Intentional strategies and systematic action by public libraries to develop pol-icies, programmes and spaces for the poor can have a broad transformative effect on poverty and the socially excluded Public libraries cater to the middle and upper classes, directly or indirectly ignoring the unique needs of lower- income citizens Public libraries can often be intimidating and unwelcoming

to people not acculturated into ‘acceptable’ library behaviours The systems used by public libraries are another barrier for people already struggling to interact with a bureaucratic institution ‘Library anxiety’ refers to the discom-fort people often feel when interacting with the public library The people who work in libraries may seem unapproachable because they think and act differ-ently than patrons with low incomes or because of the unwelcoming attitudes staff may exhibit, consciously or unconsciously Library programmes and services are targeted at the middle class, while poor people are viewed as a

on those with the greatest needs, become pro- poor, work to level the nomic and social playing fields of life, and drive nails into the coffin of capitalism.

eco-(Pateman 2017)

Karl Marx

Karl Marx’s theory of historical materialism was used to develop the first level

of the Analytical Framework, as illustrated in Table 1.1

Given that our focus is managing cultural change, we are particularly

interested in how the public library Base (which we define as the Strategy, Structures and Systems) shapes and determines the Superstructure (ideology

and Culture) We also argue that only a transformation in the public library

Base can bring about cultural change.

Cultural Revolution

While Marx believes that the Base determines the ideological and cultural

Superstructure, he also believes that changes in the Superstructure tend to lag

behind changes in the Base This means that people will cling on to their old and outdated beliefs even after there has been a material transformation of society These old ideas can have the effect of slowing down the development

of the new society

The Chinese Marxist Mao Tse- tung developed Marx’s theory by arguing

that the economic and political revolution must be followed by a Cultural

Revolution that will replace the beliefs of the old society with those of the new

Table 1.1 Analytical Framework – Marx

Strategy Active patrons and

soon- to- be non patrons

Active patrons, soon- to- be non patrons and refusing non patrons

Active patrons, soon- to- be non patrons, refusing non patrons and unexplored non patrons Staff Structure A rigid hierarchy

with staff members organised into departmental silos

A flexible matrix with staff members organised into teams

A fluid holacracy with staff members organised into Working Circles

Service Structure Services are mostly

delivered from fixed service points (desks) within stand- alone library buildings

Services are mostly delivered by active roving within library buildings and via outreach

to community settings

Services are co- produced (planned, designed, delivered and evaluated)

by staff and community members working

in partnership Systems Quantitative

evaluation

is based on inputs and outputs, such

as circulation statistics, programme attendance and visits

Qualitative evaluation is based on logic models which link inputs and outputs to outcomes

Impact evaluation is based on theory

of change which links impact to outcomes such as equality, happiness and well- being

Organisational

Culture Complacency, inertia,

resistance, closed systems, lack of meaningful results, diminishing budgets and failure

Self- awareness, self- efficacy, patron/

staff focus, open systems and organisational learning

Actualisation, success, internalisation, infusion, and assessment is continual and naturally occurring

Source: Marx, K and Engels, F (1975– 2004) Collected works London: Lawrence & Wishart.

Introduction 9

society Only the consolidation of a new culture can ensure the long- term bility and development of the new society

sta-Given that our focus is managing cultural change, we are interested in how

the tactics and strategies of the Cultural Revolution can be used to consolidate

lasting change in the public library

Dialectical materialism

Dialectical materialism is a philosophy of science that generalises the laws of

the universe Its primary purpose is to explain how natural and social nomena evolve over time

phe-Dialectical materialism is relevant to an understanding of cultural change

in public libraries for three reasons First, it can show how each public library contains within it all the necessary elements for a material and cultural trans-formation Second, it identifies the main motor of cultural change in the public library Third, it can explain the quantitative and qualitative process through which the library can change and transform itself over time

Human needs

Marx believes that everyone has human needs, and he spent most of his life struggling for a society that could satisfy the needs of everyone Marx’s pol-itical radicalism is fuelled by his conviction that capitalism has failed to sat-isfy the human needs of society He argues that communism is a superior form of society because it can implement the distributive principle ‘from each according to his ability, to each according to his needs’ (Marx and Engels 1975– 2004: 87) According to this principle, people use their individual talents

to contribute all they can to society, while receiving back from society what they need

The Analytical Framework developed here argues that this tive principle can function as an effective force for cultural change in public libraries

distribu-Abraham Maslow

Abraham Maslow’s Levels of Organization Related to Other Hierarchical Values was used to develop the second level of the Analytical Framework, as illustrated in Table 1.2

Hierarchy of needs

In 1943 Maslow published his seminal paper on A theory of human

motiv-ation He concluded that ‘[m] an is a perpetually wanting animal Also no need

or drive can be treated as if it were isolated or discrete; every drive is related to

the state of satisfaction or dissatisfaction of other drives’ (Maslow 1943: 395) Maslow determined that the starting point for motivation theory is the so- called Physiological drives If these needs are not met, all other needs may become simply non existent or be pushed into the background.

If the Physiological needs are relatively well gratified, then there emerges a new set of needs, the Safety needs As with food, the need for Safety will dom-inate until it has been met A man, in this state, if it is extreme enough and chronic enough, may be characterised as living almost for Safety alone ‘If we wish to see these needs directly and clearly we must turn to…the economic and social underdogs’ (Maslow 1943: 379)

If both the Physiological and the Safety needs are fairly well gratified, then there will emerge the Love and affection and Belongingness needs ‘He will hunger for affectionate relations with people in general, namely, for a place in his group, and he will strive with great intensity to achieve this goal’ (Maslow 1943: 381) Failure to achieve this goal has been linked to psycho-logical trauma, addictions and impaired mental health

At the next level, there is the need for self- respect, or Self- esteem, and for the Esteem of others This is a desire for confidence and achievement and for recognition and appreciation Satisfaction of these needs leads to feelings

of self- confidence, worth, strength, capability and adequacy of being useful and necessary in the world But thwarting of these needs produces feelings of inferiority, weakness and helplessness

Table 1.2 Analytical Framework – Maslow

Maslow Traditional Community-Led Needs-Based

Levels of

organisation Autocratic Supportive Collegial

Hierarchy of

Hierarchy of

Sources: Maslow, A (1971) The farther reaches of human development New York: Viking Penguin; Davis, K (1967) Human relations at work 3rd edition New York: McGraw- Hill.

Introduction 11

At the highest level there is the need for Self- actualisation This is the ability to realise full potential or ‘full humanness.’ It is the desire to become more and more what one is, to become everything that one is capable of becoming ‘What a man can be, he must be.’ There are certain conditions which are immediate prerequisites for the satisfaction of these basic needs, including ‘freedom to speak…freedom to express oneself, freedom to investi-gate and seek for information’ (Maslow 1943) This is linked to the desire to know and to understand the world

(Maslow 1962)

In this journal he defined eupsychia as ‘the culture that would be generated

by 1,000 self- actualizing people on some sheltered island where they would not be interfered with.’ Maslow was not interested in the classical utopian and dystopian dreams of fantasies The questions generated by his research

at Non- Linear Systems became quite real; for example, ‘how good a society does human nature permit? How good a human nature does society permit? How good a society does the nature of society permit?’ In thinking about

the future, he preferred the word eupsychian as implying ‘one real possibility

and improvability rather than certainty, prophesy, inevitability, necessary gress, perfectibility or confident predictions.’ But it could have other meanings

(Maslow 1962)Maslow explored the attitude of self- actualizing people to duty, work and mission:

[t] hese highly evolved individuals assimilate their work into the self, i.e., work actually becomes part of the self part of the individual’s definition

of himself…Proper management of the work lives of human beings, of the way they earn their living, can improve them and the world and in this sense be a utopian or revolutionary technique

(Maslow 1998)Maslow realised that instead of developing people one by one through individual therapy, organisations could develop their whole workforce If these lessons could ‘be applied to man’s economic life, then my hope is that this too can be given an enlightened direction, thereby tending to influence

in principle all human beings’ (Maslow 1998) Maslow developed his notion

of self- actualisation, which is the freedom to effectuate one’s own ideas, try things out, make decisions and make mistakes He also stressed the import-ance of synergy, and how what is beneficial for the individual is beneficial for everyone Individual success should not occur at the expense of others because people can be selfish and altruistic at the same time Organisational goals can

be aligned with personal goals, creating a win- win situation Maslow strongly advocated an Enlightened Management policy In these organisations it is assumed that all the people have the impulse to achieve and everyone prefers

to be a prime mover rather than a passive helper Everyone wants to feel important, needed, useful, successful and proud; there is no dominance– subordination hierarchy

Theory X, Theory Y and Theory Z

Maslow’s experience at Non- Linear Systems was his first contact with trial or managerial psychology, ‘so the possibilities for general psychological theory hit me with great force, as I  read first the books by Drucker and McGregor that were “textbooks” at Non- Linear…and I read on voraciously

indus-in this fascindus-inatindus-ing new field of social psychology’ (Maslow 1998)

McGregor (1960) described two very different approaches to Management, each based on a different assumption about human behaviour The first approach, which he called Theory X, can be summed up as follows Managers and organisations must control, direct and ensure adequate effort from the average employee, who would prefer not to work, prefers direction and seeks security above all else in a job and holds no internal ambition or need for greatness

Theory Y is characterised by the following managerial assumptions Work

is as natural and desired as rest or play for the average employee, who has significant untapped capacity for creativity and ingenuity Most employees will exercise self- control, display self- initiative and actively seek responsibility when they feel committed to a set of objectives This commitment comes pri-marily not from fear but from rewards, especially intangible rewards like the feeling of achievement and Self- actualisation; Theory Y, he argued, was the more accurate – and ultimately more effective – approach

Introduction 13

Maslow (1971) was one of the foremost spokesmen of the humanistic or

‘Third Force’ psychologies, an optimist and a philosopher of science In order

to pursue the truth of things, to discover and develop a way to experiencing the highest levels of human awareness, to research the best social conditions

in which man might bring himself to a ‘full humanness,’ he found he could not separate the empirical methods of science from the aesthetics of philo-sophical inquiry: ‘[e] xperiencing is only the beginning of knowledge…neces-sary, but not sufficient.’ Self- actualised people have reached their full human potential or their ‘full humanness.’

In Theory Z, people have achieved what Maslow called Transcendence:

‘[t] he very highest and most inclusive or holistic levels of human ness, behaving and relating, as ends rather than means, to oneself, to sig-nificant others, to human beings in general, to other species, to nature, and

conscious-to the cosmos’ (Maslow 1971) For Theory Z people, peak experiences and plateau experiences become the most important things in their lives, the high spots, the validators of life, the most precious aspect of life Their motivations are at the meta- level because their lower- and higher- level needs have been met For example, they are more motivated by intrinsic rewards than extrinsic awards:

[o] f course, a large proportion of self- actualizing people have probably fused work and play anyway; i.e., they love their work Of them, one could say, they get paid for what they would do as a hobby anyway, for doing work that is intrinsically satisfying

(Maslow 1971)For these people it would be necessary to pay them ‘meta- pay’:

[a] ll we need to do to make practical this… possibility is to learn not to pay too much for money, i.e to value the higher rather than the lower Also, it would be necessary to de- symbolize money; i.e., it must not sym-bolize success, respect worthiness, or love worthiness

(Maslow 1971)

In other words, ‘Self- actualizing people are not primarily motivated (i.e., by basic needs); they are primarily meta- motivated (i.e., by meta needs = B- Values).’

Theory Z people are more often aware of the realm of Being (B- realm and B- cognition) and live at the level of Being:

i.e of ends, of intrinsic values; to be more obviously meta motivated;

to have unitive consciousness and plateau experience more or less often; and to have or to have had peak experiences with illuminations

or insights or cognitions which changed their view of the world and themselves

(Maslow 1971)

Rather than being alienated from the world, they prefer ‘a fusion with the world, or peak experience,’ and they have a yearning for the ‘B- values,’ ‘i.e., truth, beauty, justice, perfection and so on.’ These B- values are the ‘far goals; the ultimate goals.’ One particular characteristic of a B- value, and a test of whether it is truly a B- value or not, is that ‘[n] o B- value may be defined in such

a fashion as to contradict or exclude any other B- value There must be no lation or dichotomizing or cutting off one B- value from any other B- value.’ This is because each B- value, if it is fully defined to its limits, turns out to be defined in terms of each and all of the other B- values For example, it can be said: ‘B- love is defined by all the other B- values, or B- love is the sum total of all the other B- values.’ Or, to put it another way: ‘[o]ne may approach the oneness

iso-of being via any iso-of the B- values One may foster truth and beauty and justice and perfection, etc., by devoting one’s whole life to the B- truth, or to B- justice etc.’ (Maslow 1971)

Management

A wide range of Management literature was reviewed to develop the third level of the Analytical Framework, as illustrated in Table 1.3

Built to last, good to great, great by choice

Some organisations are ‘built to last.’ Drawing upon a six- year research ject at the Stanford University Graduate School of Business, Collins and

pro-Table 1.3 Analytical Framework – Management

Management Traditional Community-Led Needs-Based

Strategy Built to last Good to great Great by choice Structure First break all the

rules Now discover your strengths Strengths- based leadership Systems Type X behaviour Type I behaviour Blue ocean strategy Culture Bad libraries build

collections Good libraries build services Great libraries build communities

Sources:  Collins, J and Porras, J (1994) Built to last:  successful habits of visionary companies New York: Harper Business; Collins, J (2001) Good to great: why some companies make the leap and

others don’t London: Harper Business; Collins, J and Hansen, M (2011) Great by tainty, chaos, and luck – why some thrive despite them all New York: Harper Business; Buckingham,

choice: uncer-M and Coffman, C (1999) First, break all the rules: what the world’s greatest managers do differently New York: Simon & Schuster; Buckingham, M and Clifton, D (2001) Now, discover your strengths New York: Free Press; Rath, T and Conchie, B (2009) Strengths based leadership: great leaders,

teams, and why people follow New York: Gallup Press; Pink, D (2009) Drive: the surprising truth about what motivates us New York: Riverhead Books; Kim, W and Mauborgne, R (2005) Blue ocean strategy: how to create uncontested market space and make the competition irrelevant Boston,

MA: Harvard Business School Press; Lankes, R.D (2016) Expect more: demanding better libraries

for today’s complex world 2nd edition Jamesville, NY: Riland Publishing.

Introduction 15

Porras (1994) took 18 long- lasting organisations and studied each in direct comparison to one of its top competitors They identified a number of common factors which enable some organisations to survive Public libraries have passed the test of time They have been around for over 150 years and have weathered all kinds of political, economic, social and technological changes They have been able to successfully combine continuity and change But this change has not been fundamental in nature It has been superficial change, such as technological modernisation The underlying Base (Strategies, Structures and Systems) and Superstructure (ideology and Culture) of the Traditional Library are essentially the same today as they were in 1848, when public libraries emerged from the Mechanics Institutes

Other organisations have gone from ‘good to great’ (Collins 2001)

Good is the enemy of great And that is one of the key reasons why we have so little that becomes great We don’t have great schools, principally because we have good schools We don’t have great governments, princi-pally because we have good government Few people attain great lives,

in large part because it is just so easy to settle for a good life The vast majority of companies never become great, precisely because the vast majority become quite good – and that is their main problem

(Collins 2001)The Community- Led Library has gone from good to great in the social sector (Collins 2005) by developing disciplined people, disciplined thought, disciplined action and building greatness to last

Finally, there are organisations that are ‘great by choice’ (Collins and Hansen 2011) and which continue to be great, even during turbulent times The Needs- Based Library has ‘fanatic discipline,’ which enables it to reach specified performance markers with great consistency over a long period of time The library has ‘empirical creativity’; low cost, low risk and low distrac-tion tests or experiments are used to empirically validate what will actually work Resources can then be concentrated on initiatives that will probably be successful The library has ‘productive paranoia.’ It can build reserves and buffers (decisions and disciplines) to prepare for unexpected events before they happen The library can manage risks; when danger is detected, the response

is to ‘zoom out’ to consider how quickly a threat is approaching and whether

it calls for a change in plans The library then ‘zooms in’ and refocuses energy into meeting objectives

Break the rules, discover your strengths, strengths- based leadership

‘People don’t change that much Don’t waste time trying to put in what was left out Try to draw out what was left in That is hard enough’ (Buckingham and Coffman 1999) The idea is to focus on strengths and let staff become more of who they already are (‘humanness’) Casting is everything because

everyone has the talent to be exceptional at something Manage by exception and spend the most time with your best people, as this is the fairest thing to

do, the best way to learn and the only way to stay focused on excellence There

is a difference between non talents and weaknesses A non talent is a mental wasteland Non talents are harmless and can be ignored But a non talent can turn into a weakness when people find themselves in a role where success depends on their excelling in an area that is a non talent Weaknesses can

be managed around by devising a support system, finding a complementary partner or finding an alternative role

Most organizations are a puzzle put together in a darkened room Each piece is clumsily squeezed into place and then the edges are ground down

so that they feel well positioned But pull up the shades, let a little light into the room, and we can see the truth Eight out of ten pieces are in the wrong place Eight out of ten employees feel they are miscast Eight out

of ten employees never have the chance to reveal the best of themselves They suffer for it, their organization suffers, and their customers suffer Their health, their friends and their family suffer

(Buckingham and Clifton 2001)Most organisations are built on two flawed assumptions about people: each person can learn to be competent in almost anything, and the greatest room for growth is in their areas of greatest weakness To build strengths- based organisations, we must assume that each person’s talents are enduring and unique and that the greatest room for growth is in the areas of their greatest strength

A leader needs to know his strengths as a carpenter knows his tools, or

as a physician knows the instruments at her disposal What great leaders have in common is that each truly knows his or her strengths – and can call on the right strength at the right time This explains why there is no definitive list of characteristics that describe all leaders

(Rath and Conchie 2009)The most effective leaders are always investing in strengths, surrounding themselves with the right people and then maximising their team and understanding their followers’ needs Building a strong team requires a sub-stantial amount of time and effort Getting the right strengths on the team

is a good starting point, but it is not enough For a team to create sustained growth, the leader must continue to invest in each person’s strengths and in building better relationships among the group members When leaders can

do this, it allows the entire team to spend even more time thinking about the needs of the people they serve The most effective leaders rally a broader group of people towards an organisation’s goals, mission and objectives They lead People follow Yet rarely do we examine why people follow Followers have four basic needs: trust (honesty, integrity, respect); compassion (caring,

Introduction 17

friendship, happiness, love); stability (security, strength, support, peace); hope (direction, faith, guidance)

Type X, Type I, blue ocean strategy

Pink (2009) was influenced by McGregor’s Theory X and Theory Y and Maslow’s ideas on human motivation Societies, like computers, have oper-ating systems – a set of mostly invisible instructions and protocols on which everything runs The first operating system, Motivation 1.0, was all about survival Its successor, Motivation 2.0, was built around external rewards and punishments (extrinsic motivation) That worked fine for routine 20th- century tasks But in the 21st- century, Motivation 2.0 is proving incompat-ible with how we organise what we do, how we think about what we do and how we do what we do We need an upgrade to Motivation 3.0 (intrinsic motivation) Motivation 2.0 depended on and fostered Type X behaviour, which was fuelled more by extrinsic than intrinsic desires and concerned less with the inherent satisfaction of an activity and more with the external rewards to which an activity leads Motivation 3.0 depends on and fosters Type I  behaviour and concerns itself less with the external rewards an activity brings and more with the inherent satisfaction of the activity itself

If employees are to realise their full potential they need autonomy, mastery and purpose

Organisations have long engaged in head- to- head competition in search of sustained growth They have fought for competitive advantage, battled over market share and struggled for differentiation; yet in today’s overcrowded markets, head- on competition results in nothing but a bloody ‘red ocean’ of rivals fighting over people’s time and money While most organisations com-pete within such red oceans, this strategy is increasingly unlikely to create sustainable growth in the future Based on a study of 150 strategic moves spanning more than 100 years and 30 market sectors, Kim and Mauborgne (2005) argue that tomorrow’s leading organisations will succeed not by battling competitors but by creating ‘blue oceans’ of uncontested market

space ripe for growth Such strategic moves – termed value innovation – create

powerful leaps in value for both the organisation and its customers, rendering rivals obsolete and unleashing new demand

Bad, good and great libraries

Lankes (2016) suggested that ‘[b] ad libraries only build collections Good libraries build services (and a collection is only one of many) Great libraries build communities.’ When thinking about the Traditional Library, ‘[w]hy do

so many people see librarianship as antiquated, conservative, and less than inspiring? Why is it that while folks love the idea of libraries and librarians, they are quick to limit them to books or children, or simply think of them

as historical hangovers?’ The Community- Led Library involves listening and talking to the community:

[i] n the conversation about what makes the community better and about the role of the library in that aim, we should expect libraries to shape themselves and their services to that vision of a better community This

is nothing particularly revolutionary For decades, we have been talking about customer- driven approaches In technology we talk about user- centered design and users experiences We should expect more than simply being consumers or users of the library; we should expect to be members – helping to shape the library itself

(Lankes 2016)The Needs- Based Library goes even further and becomes an agency of social change:

[n] ow more than ever, the future of any community is not in the riches

we pull from the ground or the glass we send streaming into the sky, but

in the decisions and talents of the community members They are not passive consumers of libraries or content, or an audience to democracy, but the very reason we are all here They deserve a new librarianship, a new library that enables radical positive social change

(Lankes 2016)Lankes concluded that

[t] hey close bad libraries…The difference between good and great comes down to this: a library that seeks to serve your community is good, and

a library that seeks to inspire your community to be better every day is great You can love a good library, but you need a great library

(Lankes 2016)

Strategy, Structures, Systems and Culture

We have used our analysis of public library history since 1850 and our three- level Analytical Framework to develop three public library models In the next section, we describe the defining features of each of these models in terms of their Strategy, Structures, Systems and Organisational Culture

Strategy

The Strategy forms part of the library Base It defines the purpose, values and vision of the organisation In Marxist terms, it is one of the forces of produc-tion which shapes and determines the Superstructure (ideology and Culture)

Core purpose is the organisation’s fundamental reason for being An

effective purpose reflects the importance people attach to their work – it taps their idealistic motivations  – rather than just describing the organisation’s

Introduction 19

output or target customers It captures the soul of the organisation Purpose

(which should last at least 100  years) should not be confused with specific goals (which should change many times in 100  years) Whereas a goal can

be achieved, a purpose cannot be fulfilled; it is like a guiding star on the horizon – forever pursued but never reached, an asymptote

Yet while purpose itself does not change, it does inspire change The very fact that purpose can never be fully realised means that an organisation can never stop stimulating change and progress in order to live more fully to its purpose One powerful way at getting at purpose is the ‘Five Whys.’ Start with a descriptive statement, ‘We loan books’ or ‘We provide information,’ and then ask, ‘Why is that important’ five times After a few whys, the funda-mental purpose of the organisation will be defined

Core values are the organisation’s essential and enduring tenets – a small

set of timeless guiding principles that require no external justification; they have intrinsic value and importance to those inside the organisation The key point is that the organisation decides for itself what values it holds to be core, largely independent of the current environment, competitive requirements or Management fads It is necessary to push with relentless honesty for truly core values If more than five or six are articulated, it is likely that the essentials have not been reached and that core values (which do not change) are being confused with operating practices, business plans and cultural norms (which should be open for change) These values must stand the test of time They must be authentic and cannot be faked or intellectualised If core values and purpose are not passionately held, then they are not core Values that the organisation thinks it should have, but does not really have, should not be mixed into the authentic core values To do so creates cynicism throughout the organisation Such aspirations of what the organisation would like to become are more appropriate as part of the vision

The vision consists of a 10- to 30- year ‘Big Hairy Audacious Goal’ (BHAG) (Collins and Porras 1994), which applies to the entire organisation and vivid descriptions of what it will be like when the organisation achieves the BHAG This requires thinking beyond the current capabilities of the organisation and current environmental trends, forces and conditions There are four types

of BHAG: target, common enemy, role model and internal transformation There should be a vibrant, engaging and specific description of what it will

be like to achieve the BHAG For example, the vision can be translated from words into pictures, creating an image that people can carry around in their heads Or paint a picture with words Passion, emotion and conviction are essential parts of the vivid description Core purpose (reason for existence) should not be confused with BHAG (specific goal)

Structures

Structures form part of the library Base The Staff Structure defines who

works for the library, the position titles and descriptions and the relationship

between position holders in the organisation The Service Structure defines

where and when services are provided In Marxist terms these Structures are the relations of production which shape and determine the Superstructure (ideology and Culture) Structures can be used as a way to maintain culture, since both current position and power come from the existing culture This element of control is, to a large extent, a way to ensure cultural stability These Structures can be seen as the source of power, position and privilege for the organisational office holder Irwin (2017) has noted that the challenge

in trying to change Organisational Culture ‘resides in the very real spectacle

of cultural inertia Administrators and staff tend to perceive their privileged place as directly attributable to the existing structure of the organisation and its corresponding (relatively stable) culture.’

Collins (2001) suggested that there are five levels of leadership The Level Five Executive builds enduring greatness through a paradoxical blend of personal humility and professional will The Level Four Effective Leader catalyses commitment to and vigorous pursuit of a clear and com-pelling vision, stimulating higher performance standards The Level Three Competent Manager organises people and resources towards the effective and efficient pursuit of pre determined objectives The Level Two Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting The Level One Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits

The aim is toget the right people onto the bus, the wrong people off the bus, and the right people in the right seats on the bus – and then figure out where to

drive it People are not the most important asset; the right people are.

(Collins 2001)The Management team should consist of people who debate vigorously in search of the best answers, yet who unify behind decisions, regardless of their parochial interests When in doubt, the organisation does not hire but keeps looking for the right person to fit into the structure When the organisation knows that it needs to make a people change, it takes the necessary action The organisation puts its best people onto its biggest opportunities, and not its biggest problems

Tip put these ideas into action:

I wanted to do away with traditional HR, so we created the Talent Agency and the Culture Club, which had two basic functions: hiring the best people and fostering a healthy work environment There are many studies which show it’s a bad idea to motivate people with money alone While people need to feel valued and have a reasonable compensation package, it’s not a very good tool for motivation There are three kinds

Introduction 21

of work orientation: jobs, careers and callings People who consider work

to be a job are the least productive people, and they are motivated only

by their own personal gain People who view their work as a career want

to do a good job because they want to advance and succeed People who view their work as a calling want to be happy and fulfilled – not because

of external rewards or self interest, but because they want their lives and work to contribute to the greater good These are the people you want to make sure you create the right environment to attract and retain

(2013)Welch (2001) suggested the 20/ 70/ 10 rule:  every organisation needs 20%

of its workers to be high- potential people (Shooting Stars); 70% who are the most important people in terms of getting the daily work done (Stars); and 10% who can become Rising or Falling Stars The mistake most organisations make is that they don’t identify their 10% yet end up spending most of their time and resources managing this group Another mistake is not paying attention to the top 20%, because by nature they are generally self- managing and self- motivating Within the 70% group, there are always two fringe groups  – those people wanting to push up into the top 20% and those in danger of falling down into the bottom 10%

I called it the Maverick structure, after the title of a book by Ricardo Semler, chairman of Semco He developed Semco around a very flat organizational structure in which there are few layers of management between the people on the ground and the people making decisions at the top Semco promotes freedom in the workplace by allowing employees

to set their own hours, design their work environment and set their own salaries All salaries were posted and made public

(Tip 2013)

He considers the traditional ivory tower, military command and control style of leadership to be dead Unlike traditional organisational charts, which run horizontally and create silos that in turn promote division, he developed

a ‘halo system.’ It was designed to be simple, removing as many layers of Management as possible The first halo is the CEO, then directors, then man-agers, then the rest of the staff, in ever- widening concentric circles

In the traditional business world, the CEO title was reserved for the most important person in the company How could I be the most important person in the company when I didn’t have any face- to- face contact with our customers? I decided that, if I needed people to deliver the best cus-tomer service on the planet, each one needed to be empowered as a CEO

I needed people to understand that this wasn’t a gimmick but a way for us

to fundamentally change our thinking about who are the most important people in the company When people call and say ‘May I speak to your

CEO?’ we say ‘Which one?’ Then the caller asks ‘How many do you have?’ And we respond ‘Oh, we have hundreds.’

(Tip 2013)Leadership is about getting a group of people together from different backgrounds, with different ideas and different beliefs and engaging and moving them in the right direction Being popular or unpopular as a leader comes with the territory, and it ebbs and flows with time

I have always believed that if your intention to drive change is pure, then you will always ride back a hero, even if sometimes you have to be the villain You have to do what is in the best interest of your business; it isn’t always pleasant, but when things aren’t firing on all cylinders, it’s your job to fix it

of the library (operating expenses) are divided by the outputs (circulation, membership, visits) to produce a crude cost– benefit analysis, which can be used for benchmarking purposes to track year- on- year progress and to com-pare performance with similar libraries

The problem with this approach is that it only measures performance in terms of the current users of the library (who make up a minority of the population), and it only measures the number, rather than the quality, of library transactions with the community This emphasis on inputs and outputs ignores qualitative aspects of value that are much more difficult to assess and document A new approach to quantitative and qualitative impacts is there-fore needed if we want to capture the multidimensional value of libraries to their communities

The need for a new, outcome- based evaluation model is profound within the public library community In a climate of increasing costs and diminishing public budgets, public libraries need to show the positive difference they make

in their communities and neighbourhoods Developing a culture of ation is a necessary part of successfully demonstrating the value and impact that libraries have on their communities Despite this need to develop more sophisticated and meaningful evaluation methods, inputs and outputs con-tinue to be used to assess library performance For example, ‘America’s Star Libraries’ were determined from 2009 through 2015 by four measures:  cir-culation, library visits, programme attendance and public internet computer

[o] utcome based evaluation can be used as a tool for advocacy because

it shifts focus from the activities of librarians to the benefits for patrons and communities… Good outcome based evaluation helps to shape com-munity based decision making It moves organizations beyond the rather pedantic practice of ‘making its numbers’  – an unhealthy obsession focused on output counts – to more patron- focused outcomes

(Irwin and Silk 2017)Pateman has suggested that public library performance measures may be used as proxy indicators for wider impacts and outcomes

Library statistics such as visits, circulation and membership have itionally been used to measure public library inputs and outputs But these statistics could also be used to measure the library contribution to impacts and outcomes such as equality, happiness and well being These metrics may indicate contribution, not attribution In other words, they measure whether the library is one of the causes of improvements in the lives of library users, not whether (or how much) the library is directly or solely responsible

trad-(Pateman 2015)D’Alton (2017) has indicated that ‘there is a growing body of research that connects the value of cultural participation with the larger economic and social health of communities.’

Shifting the focus from quantitative to qualitative evaluation also helps to change the Organisational Culture But making this shift is not easy Irwin and St- Pierre (2014) developed a five- stage model to ‘demonstrate how an organization can advance from out- put based performance metrics to an organizationally united outcome based evaluation system that highlights the necessary operational and cultural alterations.’

Systems are a form of control as they contain the rules that an organisation