Leading Change in Action: Reorganizing an Academic Library Department Using Kotter's Eight Stage Change Model

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Abstract

This article presents a management case study of a project to reorganize the Resource Sharing and Access Services department in the main library at the University of Maryland in 2015. The case study uses John Kotter's eight-stage change process, articulated in his 1996 book, Leading Change, as the framework for successfully managing a complex change of this type. The article explains the ways in which Kotter's model was adapted for the reorganization process, as well as the limitations of the model for the academic library environment in general and the department reorganization in particular. It concludes by presenting suggestions for further research in change management in library settings.

Introduction

In 2015, the department of Resource Sharing & Access Services at the University of Maryland Libraries undertook a major reorganization with the aim of increasing efficiency, staff engagement, and user satisfaction. Using John Kotter's work on change leadership as its foundation, the process took a full year of work. It resulted in a new organizational chart and new job descriptions for the majority of the department's thirty-two staff, as well as new workflows for some of the department's most important processes. By describing the theory underlying and the processes, results, and lessons learned from the reorganization, this article will provide a model of successful leadership and project management for library administrators.

Literature Review

Kotter's Change Model

John Kotter's book, Leading Change, was published in 1996,1 and expanded upon an earlier Harvard Business Review article of the same title.2 Leading Change condenses the results of Kotter's observations of change efforts at over one hundred companies, and offers a blueprint for why some changes succeed while others flounder. Kotter presents his findings via the Eight Stage Process of Creating Major Change:

1. Establish a sense of urgency

2. Create the guiding coalition

3. Develop a vision and strategy

4. Communicate the change vision

5. Empower employees for broad-based action

6. Generate short-term wins

7. Consolidate gains and produce more change

8. Anchor new approaches in the culture

Rune Todnem By notes that the book follows the emergent approach (as opposed to the planned approach) to change management, and differs from similar works by providing "practical guidance to organisations and managers" on how to lead successful change.3...