For a library to function effectively, it is essential that it fosters an open management style, which encourages communication of ideas and objectives both within the library itself and, by example, in other elements in the overall administration of which the library is a part. This paper describes the improvement in morale, efficiency, and flexibility in the Bundestag (Germany) library from such an approach, with specific reference to the experiences of commissioning and installing an automated library system within a very short period. The paper covers the following topics: (1) overview of the Bundestag library; (2) introduction of new communication structures in the library, including section heads and chief librarian, special coordinators, and working groups; (3) communication with structures external to the library, including difficulties in external communication, difficulties due to discrete management styles and interference caused by political circumstances, and disruption due to elections and their parliamentary effects; and (4) outcomes from the new communicative management philosophy, including introduction of new library software as an example of a "learning organization," communication in the workplace which creates flexibility, communication which leads to quality management, and communication and outsourcing. (Author/MES)