Slides used in

1. Tech Check
July 2014
How to do a
tech check:
Raise your hand:
Click the hand icon as
seen under the
Participants window.
When we call your name:
Click the Talk button and
speak into your
microphone.
Lower your hand
It’s the same as step 1
Give yourself a checkmark

2. From Transactions to
Transformations:
how shifting our mental models moves us
forward faster
This project made possible with funding by the Institute of Museum and Library Services, through the Maryland
State Department of Education, Division of Library Development and Services and Western Maryland
Regional Library
Online Follow-Up for Maryland Libraries
Summer 2014
Gail Griffith

3. Goals for this Session
• Share what we’ve been doing since the workshops
• Shifting and questioning our own mental models
and those of others?
• Your ideas for programs and services from a
new perspective?
• Implementation?
• Develop strategies for dealing with change,
transition, and resistance as you move forward

4. What Have You Been Up To?
A. Thinking about mental models I see—my own and
others’
B. Talking with my colleagues about our own and
others’ mental models
C. Had an idea for something transformational, based
on a shift in mental models
D. Began to implement something transformational,
based on a shift in mental models
E. Nothing yet—haven’t had time. (It’s summer, have
you seen how busy we are?!?!?!?)

5. If you already have an idea
or a plan, please share
• Your idea
• The mental model you are ‘busting’/
transformation you are trying to bring about
• We’ll ask how it’s going a little later.
Have a mic? Raise you hand and we’ll call on you.
No mic? Tell us about your idea in chat.

6. Seen on the Wiki
Internal: How We Work
•Staffing rotations
•Use Skype for instant messaging
•Staff skills bank
Services
•Get library’s programs into the
catalog
•Pop-up library with tablet to
market digital services
•Law Help Clinic
Policies
•Alternatives to fines (food,
volunteering)
•Circ staff to negotiate customer
accounts in collection
Programs (Many specific examples of
programs for all ages and topics!)
•Computer instruction on demand
•Expand evaluation to look for
transformations
Community Partners
•Legal
•Genealogy
Other
•Make program space available
for quiet study when not in use

7. If you’ve been thinking or
talking, please share
• What mental models would you like to challenge
or change?
• What kinds of transformation would you like to be
part of?
• Any new ideas based on what you’ve heard today
or seen on the wiki?
Have a mic? Raise you hand and we’ll call on you.
No mic? Tell us about your idea in chat.

8. http://www.bcps.org/parentu/

9. Check Out ALA’s Initiative
http://www.ala.org/transforminglibraries/libraries-transforming-communities

10. Now, back to those of you who
already have an idea or a plan…
• How is it going?
• Who has to get on board for the implementation to
succeed?
• If things are going well, why do you think that is?
• If you’re experiencing a rough patch, why do you
think that is?
Even when your idea seems like a no-brainer,
there are a lot of other forces at play!

11. Who? Going Well—Why? Rough Patch—
Why?

12. 39
%
33
%
14%
14%
misc.
obstacles
inadequate
resources/$$$
lack of
mgt. support
employee
resistance
72% = resistance
+ ineffective
communications

13. Organization Cycle of ChangeOptimismPessimism
Time
Initial
Phase:
Uninforme
d
Optimism
Third Phase:
Determinatio
n
Fourth
Phase:
Informed
Optimism
Fifth Phase:
Success
OR Third
Phase: Giving
Up
Second
Phase:
Reality

14. What happens when
people transition?
William Bridges

15. Resistance
• In the eye of the beholder
• A matter or survival
• A response to something—but what?
Rick Maurer

16. Three Levels of
Resistance

17. Three Levels of
Resistance

18. Three Levels of
Resistance

19. Turning Resistance Into
Support
Make your case
• Explain WHY before HOW
• Use language they understand
• Use a variety of communication
channels
Level 1:
I don’t get it
Information: facts,
figures, ideas

20. Turning Resistance Into
Support
Remove fear and increase
excitement about the positive
aspects
• What’s in it for them
• Engage them in the
process
• Be honest about any
downside
Level 2:
I don’t like it
Emotional
reaction to the
change

21. Turning Resistance Into
Support
Tend to neglected
relationships and rebuild
damaged ones
• Mea Culpa when needed
• Keep commitments
• Spend time together
• Allow yourself to be influenced,
consider worthwhile ideas
Level 3:
I don’t like you
Trust and
confidence

22. Three Levels of Support

23. Mind the Gap
• Do you see the same thing
that other stakeholders
see?
• If not, analyze the
difference
• Huge or small?
• Data?
• Urgency?
• Trust?
• People must:
• understand what you’re talking
about (Level 1)
• feel emotionally why the change
is critical (Level 2)
• trust the source (Level 3)

24. In the change you want to
bring about
If the answer to any of these questions is no, how will you address?
• Do people understand it?
• Do people feel emotionally
why the change is critical?
• Do people trust the
source?

25. Tips on Managing
Resistance
Effective Ways
1. A step at a time!
2. Not everyone “gets it” in the same
way—or on your schedule
3. People change if they see a
chance for something better –
they do not change to avoid
something worse
4. You aren’t in charge of anyone
else’s mind
5. Expect and acknowledge
resistance
6. Change your change process
7. Expect change to take longer
than you expect
Ineffective Ways
• Ignoring resistance,
expecting it go away on its
own
• Not listening to the
concerns of those
impacted
• Underestimating the
resistance
• Poor communications

26. Next Steps
• Survey later this year
• Please do add your ideas/action plans to the wiki,
if you haven’t already
http://mentalmodels.pbworks.com
• Listserv?

27. Questions?