Thank you to everyone who was able to join us on Monday to discuss how communication affects trust in organizations! Here are our discussion notes and further readings, we look forward to seeing you at this month's discussion on hybrid and remote work on March 30th at 11am CST!
Erik and Cinthya (co-chairs)
What is blocking constructive change?
- Fear might be a driving factor and perhaps fear of change-specifically related to a policy
- Working slowly and repeating the same information it may take time
- Changing from making the catalog an archive and modernize things, loss of history and of record
- Not a lot of time to communicate and everyone wants it to be a priority
- Accountability and follow-up
- Trusting of how the information may be shared or not shared
- Why are we making these changes
- How folks who might be tangentially involved, and not being aware of changes that are happening so how to make sure different folks are included in that communication-especially with smaller groups
- What are some steps to improve communication especially as it relates to low morale
- Make standing meetings
- Start with individuals
- Not communicate with everyone in a way that makes everyone happy, work on yourself first
- Scaling back information and communication and how to ensure that folks are seeing the info they need when they need it?
- Control of information
- Historic distrust. "Change comes with retirement" May have also trained the next generation.
- Challenge in bringing faculty into decision-making
- Same challenge about decision-making but with staff / faculty / admin combination
- "Not my job, not my problem" mindset-communication is no one's responsibility
- Past limited (keeping cards close) communication from top, both internal and external
- Sharing with only manager level and expecting information to trickle down (that does not always happen and when it does, the message is not always the same)
- Different expectations for different levels within the organization
- Burnout - many don't have the energy to complete daily tasks much less enact change
- Communicating one thing but doing something else in practice
- Lack of transparency. Particularly in times of budgetary crisis.
- Need for consistent and common language and messaging.
- Lack of consistency when executing rules/policies
- Lack of following policy (or lack of actual policy). E.g., poor hiring processes.
- Faculty at some institutions want to reduce e-mail communication
- Explain why the change is needed and how it will benefit the library. Don't bash the old ways. Situations change. Technology changes. People change. The old ways weren't necessarily bad.
What does the desired future look like?
- Be patient. Change is hard. New habits take several months (at least) to master.
- How would you go about uncovering these issues with the people involved?
- Regular meetings, usually monthly all-staff
- Some meetings of managers, with minutes shared to all.
- Weekly updates from dean/director
- Newsletter to campus
- Newish to unit as incoming head ( a handful of ppl plus students), will be trying out ideas - one perhaps revolving around what's going on in the library that day, communication and workshopping around issues and gray areas
- Listen!
- Parameters/priorities around decisions that can't be as open or need to happen quickly
- Workers feel empowered to offer ideas, modify instructions to fit the mission/goal. Managers are included in watercooler talk, seen as partners/coaches/mentors not task masters.
What is needed to achieve it?
Why do we feel we have to do more with less? Do libraries cut programs or services that hurt the students/faculty/researchers? If we did, would we get more? People, space, resources? Why do higher powers think libraries can do it all with nothing? Communicate consequences instead of values?
Additional resources
- Reference to this consultant: https://www.wendyfraserconsulting.com/
- Reference to this resource: https://hbr.org/podcast/2022/04/the-essentials-managing-up
- Rebuilding Trust in the Workplace Seven Steps to Renew Confidence, Commitment, and Energy By Dennis S. Reina, Michelle L. Reina · 2010 9781605099446
- Crucial conversations. Grenny J. Patterson K. McMillan R. Switzler A. & Gregory E. (2022).
- Out of Office: the big problem and bigger promise of working from home By Anne Helen Petersen, Charlie Warzel (2021). 9780593320099
- Burnout: The Secret to Unlocking the Stress Cycle. by Emily Nagoski PhD, Amelia Nagoski DMA (2020). 9781984818324
- Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott, Teri Schnaubelt, et al. Revised Ed. (2019) 9781250235374
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Cinthya Ippoliti
Auraria Library Director
University of Colorado Denver; Metropolitan State University of Denver; Community College of Denver
she/her/hers
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