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An Introduction to LibQUAL+™
New Ways of Listening to UsersWashington, DC
November 5, 2005
Martha KyrillidouAmy Hoseth
Jonathan Sousa
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Total Circulation
Note. M. Kyrillidou and M. Young. (2003).ARL Statistics 2002-03. Washington, D.C.: ARL, p.8.
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Reference Transactions
Note. M. Kyrillidou and M. Young. (2003).ARL Statistics 2002-03. Washington, D.C.: ARL, p.8.
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Assessment
“The difficulty lies in trying to find a single model or set of simple indicators that can be used by different institutions, and that will compare something across large groups that is by definition only locally applicable—i.e., how well a library meets the needs of its institution. Librarians have either made do with oversimplified national data or have undertaken customized local evaluations of effectiveness, but there has not been devised an effective way to link the two.”
Sarah Pritchard, Library Trends, 1996
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ARL New Measures InitiativeARL New Measures Initiative
• Collaboration among member leaders with strong interest in this area
• Specific projects developed with different models for exploration
• Intent to make resulting tools and methodologies available to full membership and wider community
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LibQUAL+™ Goals
• Improve mechanisms and protocols for evaluating libraries
• Develop Web-based tools for assessing library service quality
• Identify best practices in providing library service
• Support libraries seeking to understand changes in user behavior
• Assist libraries seeking to re-position library services in today’s new environment
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LibQUAL+™ Process
• SERVQUAL dimensions served as a priori theoretical starting point
• SERVQUAL originally created for use in the business sector
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Multiple Methodsof Listening to Customers
• Transactional surveys*
• Mystery shopping
• New, declining, and lost-customer surveys
• Focus group interviews
• Customer advisory panels
• Service reviews
• Customer complaint, comment, and inquiry capture
• Total market surveys*
• Employee field reporting
• Employee surveys
• Service operating data capture*A SERVQUAL-type instrument is most suitable for these methodsA. Parasuraman. The SERVQUAL Model: Its Evolution And Current Status. (2000).
Paper presented at ARL Symposium on Measuring Service Quality, Washington, D.C.
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PERCEPTIONS SERVICE
“….only customers judge quality;
all other judgments are essentially
irrelevant”
Zeithaml, Parasuraman, Berry. (1999). Delivering quality service. NY: The Free Press.
The LibQUAL+™ Premise
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The Survey Over Time
2000 2001 2002 2003-200641 items 56 items 25 items 22 items
Affect of Service Affect of Service Service Affect Service Affect
Library as Place Library as Place Library as Place Library as Place
Reliability Reliability Personal ControlInformation Control
Provision of Physical Collections
Self-RelianceInformation Access
Access to Information
Access to Information
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13 LibrariesEnglish LibQUAL+™ Version
4000 Respondents
QUAL
QUAN
QUAL
QUAL
QUAN
QUAL
PURPOSE DATA ANALYSIS PRODUCT/RESULTDescribe library environment;build theory of library service quality from user perspective
Test LibQUAL+™ instrument
Refine theoryof service quality
Refine LibQUAL+™ instrument
Test LibQUAL+™ instrument
Refine theory
Unstructured interviewsat 8 ARL institutions
Web-delivered survey
Unstructured interviews at Health Sciences and the Smithsonian libraries
E-mail to surveyadministrators
Web-delivered survey
Focus groups
Content analysis:(cards & Atlas TI)
Reliability/validityanalyses: CronbachsAlpha, factor analysis,SEM, descriptive statistics
Content analysis
Content analysis
Reliability/validity analyses including Cronbachs Alpha,factor analysis, SEM, descriptive statistics
Content analysis
VignetteRe-tooling
Iterative
Emergent2000
2004315 Libraries English, Dutch, Swedish,
German LibQUAL+™ Versions160,000 anticipated respondents
LibQUAL+LibQUAL+™ Project™ Project
Case studies1
Valid LibQUAL+™ protocol
Scalable process
Enhanced understanding of user-centered views of service quality in the library environment2
Cultural perspective3
Refined survey delivery process and theory of service quality4
Refined LibQUAL+™ instrument5
Local contextual understanding of LibQUAL+™ survey responses6
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76 Interviews Conducted
• York University• University of Arizona• Arizona State• University of Connecticut• University of Houston• University of Kansas• University of Minnesota• University of Pennsylvania• University of Washington• Smithsonian• Northwestern Medical
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Reliability
“You put a search on a book and it’s just gone; it’s not reacquired. … There’s more of a problem of lost books, of books that are gone and nobody knows why and nobody’s doing anything about it.”
Faculty member
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Affect of Service
“I want to be treated with respect. I want you to be courteous, to look like you know what you are doing and enjoy what you are doing. … Don’t get into personal conversations when I am at the desk.”
Faculty member
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Ubiquity of Access
“Over time my own library use has become increasingly electronic. So that the amount of time I actually spend in the library is getting smaller and the amount of time I spend at my desk on the web … is increasing.”
Faculty member
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Comprehensive Collections
“I think one of the things I love about academic life in the United States is that as a culture…, we tend to appreciate the extraordinary importance of libraries in the life of the mind.”
Faculty member
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Library as Place
“One of the cherished rituals is going up the steps and through the gorgeous doors of the library and heading up to the fifth floor to my study. … I have my books and I have six million volumes downstairs that are readily available to me in an open stack library.”
Faculty member
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Library as Place
“I guess you’d call them satisfiers. As long as they are not negatives, they won’t be much of a factor. If they are negatives, they are a big factor.”
Faculty member
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Library as Place
“The poorer your situation, the more you need the public spaces to work in. When I was an undergraduate, I spent most of my time in the library, just using it as a study space.”
Faculty member
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Self-Reliance
“…first of all, I would turn to the best search engines that are out there. That’s not a person so much as an entity. In this sense, librarians are search engines [ just ] with a different interface.”
Faculty member
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Self-Reliance
“By habit, I usually try to be self-sufficient. And I’ve found that I am actually fairly proficient. I usually find what I’m looking for eventually. So I personally tend to ask a librarian only as a last resort.”
Graduate student
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Dimensions of LibraryService Quality
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Survey Structure – Page 2(Detail View)
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alpha by Language
By LanguageService Info. Lib as
Group n Affect Control Place TOTALAmerican (all) 59,318 .95 .91 .88 .96British (all) 6,773 .93 .87 .81 .94French (all) 172 .95 .90 .89 .95
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alpha by University Type
By University TypeService Info. Lib as
Group n Affect Control Place TOTALComm Colleges 4,189 .96 .92 .89 .974 yr Not ARL 36,430 .95 .91 .88 .964 yr, ARL 14,080 .95 .90 .87 .96Acad Health 3,263 .95 .92 .90 .96
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Service Affect (n = 71,170 English) SA20APER .80541 .22199 .27521SA07APER .80338 .27236 .20993SA17APER .79655 .20844 .22793SA04APER .77062 .29258 .17694SA15APER .73437 .34646 .24299SA23APER .73391 .34359 .27896SA01APER .71589 .29773 .16972SA12APER .71541 .32229 .25528SA10APER .68825 .35941 .28090
Service Affect
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Library as Place
Library as Place (n = 71,170 English) LP13APER .26213 .25710 .80013 LP05APER .20412 .15920 .73601 LP09APER .27765 .24869 .72631 LP24APER .26672 .34873 .72148 LP19APER .19630 .28102 .70295
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Information Control
Information Control (n = 71,170 English) IA18APER .29824 .73480 .28164PC11APER .29045 .71111 .19999IA03APER .24482 .70341 .18989PC25APER .21770 .68760 .22736PC21APER .41572 .65615 .30096PC02APER .37847 .63860 .16559PC16APER .33439 .61598 .36448IA14APER .28759 .58521 .39295
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Key to Radar Charts
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Key to Bar Charts
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LibQUAL+™ 2004 Summary Colleges or UniversitiesAmerican English
(n = 69,449)
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The Box
Why the box is so important– About 40% of participants provide open-
ended comments, and these are linked to demographics and quantitative data
– Users elaborate the details of their concerns
– Users feel the need to be constructive in their criticisms, and offer specific suggestions for action
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Rapid Growth
• Languages– American English– British English– French– Dutch– Swedish
• Consortia– Each may create 5 local
questions to add to their survey
• Types of Institutions– Academic Health
Sciences– Academic Law– Academic Military– College or University– Community College– European Business– Hospital– Public– State
• Countries– U.S., U.K., Canada, Ireland, the
Netherlands, Sweden, France, South Africa, Egypt, Australia
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LibQUAL+™ Participants
12
43
164
316
206
240
0
50
100
150
200
250
300
350
2000 2001 2002 2003 2004 2005
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World LibQUAL+™ Survey
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In Closing
• LibQUAL+™ methodology focuses on success from the user’s point of view (outcomes)
• Demonstrates that a Web-based survey can handle large numbers; users are willing to fill it out; and survey can be executed quickly with minimal expense
• LibQUAL+™ requires limited local survey expertise and resources
• Analysis available at local and inter-institutional levels
• Many opportunities for using demographics to discern user behaviors
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LibQUAL+™ Resources
• LibQUAL+™ Website:http://www.libqual.org
• Publications: http://www.libqual.org/publications
• Events and Training: http://www.libqual.org/events
• LibQUAL+™ Online Tutorial:http://www.libqual.org/Information/Tools/index.cfm
• LibQUAL+™ Procedures Manual: http://www.libqual.org/Information/Manual/index.cfm
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Appreciative Inquiry (AI)
• A positive revolution in change.
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What is Appreciative Inquiry?
• AI is a methodology that allows leaders to focus on the positive instead of the negative.
• Rather than focusing on problems, AI elicits solutions.
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What is Appreciative Inquiry?
• Change Management theory - What problems are we having?
• Appreciative Inquiry theory - What is working around here?
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Problem Solving Model
• Identify problem
• Analyze causes
• Brainstorm solutions and analyze
• Develop action plans
• Assumption: An organization is a problem to be solved.
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Appreciative Inquiry
• Appreciating and valuing - What is
• Envisioning - What might be
• Discussing - What should be
• Innovating - What will be
• Assumption: An organization is a mystery to be embraced.
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Appreciative Inquiry Model
Discovery• Strategic Context
• Positive Core
Dream• Purpose
• Vision
Destiny• Structure
• Implement
Design• Relationships & Organization
4-Step Cycle
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How To Do It
• Begin with the topic.– If what we focus on is magnified by our
attention, be sure we are magnifying something worthy.
• Create the questions to explore the topic.– Focus on questions that will find out what
works.
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The Art of the Question
• What’s the biggest problem around here?
Rather …..
• What possibilities exist that we haven’t thought about yet?
• What’s the smallest change that could make the biggest impact?
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Basic Elements of the AI Question
• Positive introduction to the topic.
• Then questions such as:– Describe peak experience or high point– Things valued most about the experience– Image of desired future
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What Makes AI Questions Important?
• Positive language used
• Focus attention
• Create energy to answer
• Opportunity to think creatively
• Break automatic thinking about problems
• Alter internal dialogue and storytelling
• Specific positive future envisioned
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How To Do It
• Conduct the inquiry or interview.
• What to do with the information generated.– Share with larger group to discover common
themes of success.– An iterative process that takes time.
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Next Steps
• Provocative proposition– Does it stretch, challenge, innovate?– Grounded in examples?– Does it bridge the best of “what is” and “what
might be”?– Is it stated in affirmative, bold terms?
• Provocative proposition moves from individual will to group will, which achieves more than the sum of the individuals.
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Remember …
• Appreciative Inquiry does not work as a technique within the problem-solving model.
• Appreciative Inquiry is a transformative process because it helps us derive the future from reality.
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The Transforming Nature of AI
• We can see it, we know what it feels like, and we move to a collective, collaborative view of where we are going.
• Unlike other methodologies that can be recipes, the results are invented with experience that lead to innovation and to action.
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Resources
The Appreciative Inquiry Commons(http://www.appreciativeinquiry.org/)
Cooperrider, David L., et al. 2003. Appreciative Inquiry Handbook. Bedford Heights, OH: Lakeshore Communications, Inc.
Hammond, Sue Annis. 1998. The Thin Book of Appreciative Inquiry. Bend, OR: Thin Book Publishing Co.
Whitney, Diana, et al. 2002. Encyclopedia of Positive Questions. Euclid, OH: Lakeshore Communications, Inc.
