Discusses the accelerating pace of change that librarians must cope with and suggests looking to the private sector for strategies to become more comfortable with change. Describes the five disciplines comprising the learning organization culture: systems thinking, personal mastery, mental models, shared vision, and team learning. (LRW)

Offers suggestions and strategies designed to enhance skills for planning, motivating, and implementing organizational change for librarians assuming the role of change agent. Highlights include the human side of change, including fear and anxiety; and a process model of change that includes three stages: endings, transitions, and new beginnings.…

Discusses how managers can handle change and cope with stress, describes a number of books that address these issues, and relates them to library administration. Highlights include organizational change; stress reduction; human behavior and the tools of change; communication skills; leadership strategies; and the use of humor. (LRW)

Discusses the leadership skills necessary in libraries to address two current society trends: (1) a desire for empowerment by both staff and users; and (2) the demand for adding value to people's lives. Highlights include library service improvements; responsibility; the need for libraries to change; and compelling visions of the future. (LRW)

Describes how the University of Nebraska-Lincoln libraries used the Myers-Briggs Type Inventory (MBTI) as a way to understand the personality profile of the overall organization. The MBTI personality types of the library's 33 managers are summarized. Implications for managing the organization and specific approaches are discussed. (two references)…

Describes how library administrators can create awareness of the disabled as capable staff and patrons and help staff develop positive attitudes toward the disabled. Suggestions include use of existing programs to promote awareness; sensitivity training; use of appropriate terminology for the disabled; and the need for ongoing efforts. (three…

Librarians from the University of Arizona describe the process of reorganizing from a traditional to a team-centered, user-focused organization. The reasons for reorganizing, the preliminary self-study process, the design and implementation of the new structure, staff participation and reaction, developing staff teamwork, and advice for other…

Considers the use of Total Quality Management (TQM) tools by library managers to develop quality relationships between staff and customers. Topics include building a shared vision, putting the needs of customers before organizational politics, cooperation between levels of employees, communication, teamwork, trust, redesigning processes and…

Describes library reorganization at the University of Arizona resulting from fiscal challenges and the need for current technology. Highlights include: the restructuring process and customer focus; team functioning and the learning organization, including training issues, communication, empowerment, and evaluation/assessment; current challenges,…