Library Lights Out: EWU\u27s Living Learning Communities Sleep Over at JFK Library

Last February I received an unusual phone call. What would you think about a group of students spending the night at the library? asked Dr. Jeff Stafford, associate dean of the College of Social and Behavioral Sciences at Eastern Washington University. Tell me more, I replied. Shortly thereafter, I received a written proposal from Patricia Wahler, the community advisor (CA) for a student living learning community (LLC) at Morrison Hall at Eastern Washington University. Library Lights Out was Wahler\u27s idea. The Living Learning Communities of Morrison Hall would like an opportunity to utilize the Eastern Washington University library for a community-building program while incorporating educational aspects over the course of a Friday night, her proposal began

Reinventing the Library at Eastern Washington University: An Intensive Strategic Planning Experience with Faculty

In the spring of 2006, Eastern Washington University Libraries received an institutional strategic planning grant to hold a two-week strategic planning institute with faculty members representing the six colleges at Eastern Washington University (EWU). The purpose of the institute, titled “Reinventing the Library,” was to articulate a five-year vision for the role of the library within the university. The institute was held at the John F. Kennedy Memorial Library on the Cheney campus of EWU from July 24 through August 4, 2007, and was planned and facilitated by Dean of Libraries Patricia Kelley. Thirteen faculty members, including two members of the library faculty, participated. The curriculum for “Reinventing the Library” included presentations by guest speakers on national and institutional trends affecting EWU Libraries, group discussion, and planning activities. In the last days of the institute, participants achieved consensus on the future role of the EWU Libraries and drafted a vision statement. The institute has had a significant impact on library planning and operations

Managing Transitions: Using William Bridges’ Transition Model and a Change Style Assessment Instrument to Inform Strategies and Measure Progress in Organizational Change Management

Purpose: As academic libraries redefine their services and roles within higher education, library leaders are charged to implement transformative changes. The biggest leadership challenge in effecting change is the human element: helping employees to embrace and implement the changes necessary for transformation. This paper describes the change management process used by Butler University Libraries in 2013-14 to migrate to a cloud-based integrated library system that streamlined workflows and drove reorganization. Design, methodology or approach: The library leadership team relied upon two tools to develop strategies for change management and to track progress in employee perceptions of and participation in implementing change: the book Managing Transitions: Making the Most of Change by William Bridges and Susan Bridges and the Ryan Change Style Assessment instrument. Managing Transitions applies the Transition Model of psychological response to change to organizational change management. The model presents three phases of transition: “Letting Go,” the “Neutral Zone,” and “A New Beginning.” The book provides managers with concrete strategies to support employees through these phases. The Ryan Change Style Assessment developed by The Ryan Group, Inc., is one of several instruments available to determine how an individual responds to change. A self-scoring instrument, the Ryan Change Style Assessment identifies four change styles based on scales in four dimensions: preferred role during change (lead-follow, emotional expression (low-high), orientation (people-task), and openness to change (excited-cautious). The results place each respondent into one of four change styles: Initiator, Collaborator, Protector, or Questioner. Supporting documentation provides information the needs and contributions of each style during change. While planning for the system migration, the library leadership team read Managing Transitions and discussed each chapter at biweekly meetings. This reading provided a shared vocabulary for discussing change. Also during the planning phase, all library employees completed the Ryan Change Style Assessment. The results were compiled into a 2 x 2 matrix graphic. Two months before the new cloud-based system went live, we shared the results of the Change Style Assessment at an all-staff meeting and discussed the implications of our overall mix of change styles. Subsequently, the leadership team implemented a pre- and post- system migration exercise to determine employee readiness for and integration into their roles following system migration and reorganization. The exercise used a graphic “map” of the three phases of transition from Managing Transitions. Employees were asked to place a dot color-coded to change style on the map to indicate their current position in the three phases of transition relative to the system migration. The pre-migration map became an essential tool for the leadership team in developing strategies for communication and decision-making. The transition strategies used by the leadership team during the change implementation phase included intentional over-communication of all issues related to the system migration, for both internal and external communications; ceremonial events to acknowledge critical milestones; and increased employee engagement in redefining their roles and position responsibilities. Three months after the system migration, the mapping exercise was repeated to assess progress toward employee integration into their roles using the new system. Findings: In the pre-migration map of staff readiness for the migration showed that ten of 21 employees (47%) placed themselves on the border between the “Neutral Zone” and “A New Beginning”—they were ready for change. Not surprisingly, three of them identified as “Collaborators” and three identified as “Initiators,” the two change styles of the Ryan Assessment that are excited by change. Seven of the employees (33%) placed themselves within the “Neutral Zone.” All four change styles were represented in this group. Four employees (20%)—two Protectors and two Questioners, the styles cautious about change—placed themselves inside or on the border of “Letting Go.” This initial map demonstrated that most of the employees with change styles open to change were ready, while those cautious about change were less likely to feel ready for change. The leadership team used these findings to be more intentional in addressing the concerns of those with these change styles by communicating detailed information about migration tasks, workflow changes as information became available, and to reassure employees that these changes would not result in elimination of positions. The post-migration map showed that twenty of 26 (77%) of library employees positioned themselves in or on the border of the “New Beginning” phase, three (11.5%) positioned themselves within the “Neutral Zone,” and three (11.5%) positioned themselves in the “Letting Go” phase. All of those who placed themselves in the “Neutral Zone” or “Letting Go” phase identified as Questioners or Protectors. Research or practical limitations or implications: The purpose of the pre- and post- system migration maps was to be able to visualize, generally, staff perceptions of their readiness for the system migration by change style. We therefore made the mapping process anonymous, and we did not attempt to draw conclusions about individuals’ progress toward “The New Beginning” phase. Also, the library experienced some staff changes during the period between the creation of the two maps depicting staff “location” relative to the phases of transition; some individuals who participated in the pre-migration mapping exercise did not participate in the post-migration exercise, and vice versa. Conclusions: Used in combination, the model for successful organizational change presented in Managing Transitions and the Ryan Change Style Assessment instrument provided the leadership team at Butler University Libraries with an effective process for minimizing disruption and discord during a transformative system migration. The outcomes we had anticipated include: improved communication through a common vocabulary for change management; better understanding of and ability to leverage individual and collective change styles to improve morale; a smooth migration facilitated by better communication and improved morale; and increased capacity for new library services. The outcomes we did not anticipate include: improved decision-making through balanced change-style composition on teams; institutional recognition of the library organization as a resource for change management; and revitalization of the library organization’s image as a forward-looking, vital resource

Same Question, Different World: Replicating an Open Access Research Impact Study

To examine changes in the open access landscape over time, this study partially replicated Kristin Antelman’s 2004 study of open access citation advantage. Results indicated open access articles still have a citation advantage. For three of the four disciplines examined, the most common sites hosting freely available articles were independent sites, such as academic social networks or article sharing sites. For the same three disciplines, more than 70% of the open access copies were publishers’ PDFs. The major difference from Antelman’s is the increase in the number of freely available articles that appear to be in violation of publisher policies

On the Areas of Cyclic and Semicyclic Polygons

We investigate the ``generalized Heron polynomial'' that relates the squared area of an n-gon inscribed in a circle to the squares of its side lengths. For a (2m+1)-gon or (2m+2)-gon, we express it as the defining polynomial of a certain variety derived from the variety of binary (2m-1)-forms having m-1 double roots. Thus we obtain explicit formulas for the areas of cyclic heptagons and octagons, and illuminate some mysterious features of Robbins' formulas for the areas of cyclic pentagons and hexagons. We also introduce a companion family of polynomials that relate the squared area of an n-gon inscribed in a circle, one of whose sides is a diameter, to the squared lengths of the other sides. By similar algebraic techniques we obtain explicit formulas for these polynomials for all n <= 7.Comment: 22 page

From the Editor: Top Five Reasons to Be the Alki Editor

The Alki editor is by definition a member of the core constituency - writers and editors of scholarly books and journals - of the Chicago Manual of Style, adept at the placement of commas before the conjunctions of compound sentences and after items in a series (see Section 6.18 through 6.56 of the 15th edition). Not sure whether a pronoun agrees with its antecedent? Section 5.35 has the answer. Unclear about the capitalization of a position title? Section 8.21 covers it

Catalyst for Collaboration: EWU Libraries and Career Services Partner on a Renew Washington Grant

Targeted Competitive Hard Times Grant Now Open, read the header of the email. The purpose of this grant cycle is to provide grant funds to help libraries initiate new services, enhance existing services, conduct outreach and partnership efforts, or complete other activities that are identified as important to the library in addressing the needs of people needing access to employment-related information, resources, and services

First Time on the Hill: My Big Adventure as a Member of the WLA Legislative Team

Last spring, WLA President Tim Mallory sent out an urgent message to WLA members: State Librarian Jan Walsh and WLA Federal Relations Co-coordinator Rand Simmons, both stalwart advocates for Washington libraries at the annual legislative days, were unable to attend Library Advocacy Day in Washington, D.C. on June 29. Team Washington, the WLA advocacy team, needed volunteers to go on visits to Washington\u27s legislators on Capitol Hill. I was going to ALA, paying my own way due to the state budget freeze for public employees, and - as luck would have it - had no committee meetings or essential programs to attend on June 29. So I took a deep breath, typed a brief message to Tim (something like, Put me on the list ), and hit send. Thanks to the confidence and charisma of team leader Kristie Kirkpatrick, great information from the folks at the Washington State Library, and the training provided by ALA, I learned a lot and had a great experience. Here\u27s a chronicle of my adventure as a first-time advocate on the Hill

Community, Collaboration, and the Cowboy Cha-Cha: An Interview with ALA President-elect Camila Alire

ALA President-elect Camila Alire was the keynote speaker at the WALE 2008 annual conference in Olympia, WA. I first met Camila several years ago when she was Dean of Libraries at the University of New Mexico. When I heard she was coming to the WALE conference, I e-mailed to ask if she was willing to be interviewed for Alki. She graciously agreed