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Addressing Addressing Underlying Underlying Issues to Issues to Advance Advance Information Information Literacy Literacy Courageous Conversations: Courageous Conversations: Wilkinson & Bruch LILAC 2012

Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

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Page 1: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Addressing Addressing Underlying Underlying Issues to Issues to Advance Advance Information Information LiteracyLiteracy

Courageous Conversations:Courageous Conversations:

Wilkinson & Bruch LILAC 2012

Page 2: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Conversation GuidesConversation GuidesCarroll Wetzel Wilkinson Carroll Wetzel Wilkinson West Virginia University

Morgantown, West Virginia USA

Courtney Bruch Courtney Bruch Front Range Community

College Westminster, Colorado USA

Wilkinson & Bruch LILAC 2012

Page 3: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Core Values: Core Values: EnterpriseEnterprise--Wide Change in IL Wide Change in IL

ProgrammingProgramming

Wilkinson & Bruch LILAC 2012

Page 4: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Session OutcomesSession Outcomes• Examine IL through an organizational

culture context

• Define change agency and name three change techniques as options for further exploration

• Begin courageous conversations between colleagues

Wilkinson & Bruch LILAC 2012

Page 5: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

““Courageous ConversationsCourageous Conversations””

“a dialogue designed to resolve competing priorities and beliefs while preserving relationships”—Heifetz, et al (2009)

Wilkinson & Bruch LILAC 2012

Page 6: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

““Organizational CultureOrganizational Culture””

“a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”—Schein (2010)

Wilkinson & Bruch LILAC 2012

Page 7: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Assumptions & IntegrationAssumptions & Integration

Two Assumptions

• IL demands a commitment to education and a role change

• IL demands a paradigm shift to student (and librarian) learning

Internal Integration Problem Questions

• Does the library's mission statement include teaching (not just support of others’teaching)?

• Have co-workers, library administration, and campus officials accepted this paradigm shift?

Wilkinson & Bruch LILAC 2012

Page 8: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

ConversationConversation

In your organization, are there assumptions or internal

integration problems that stymie IL program

development?

Wilkinson & Bruch LILAC 2012

Page 9: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Change AgencyChange Agency

“foundation on which successful and enduring change is built”—Lucas (2000)

Wilkinson & Bruch LILAC 2012

Page 10: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Implementing Change Implementing Change StrategiesStrategies

“…change strategies seem to be successful if they are culturally coherent or aligned with the culture.” –Kezar and Eckel (2002)

Wilkinson & Bruch LILAC 2012

Page 11: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Diagnosing Change Diagnosing Change ReadinessReadiness

Wilkinson & Bruch LILAC 2012

FACTOR DIAGNOSTIC QUESTIONS

SELECTED STATEGIES TO ADDRESS WEAKNESS

Example

REWARD STRUCTURE

Example

• How seriously is teaching recognized in tenure and promotion decisions in the department? College? University?

Example

• Use focus on teaching/learning to promote collegiality

•Align award structure with departmental vision—Lee et al (2007)

Page 12: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Appreciative InquiryAppreciative Inquiry

“Appreciative Inquiry is a narrative based process of positive change. It is a cycle of activity that starts by engaging all members of an organization or community in a broad set of interviews and deep dialogue about strengths resources and capabilities.”—Cooperrider (2005)

Wilkinson & Bruch LILAC 2012

Page 13: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Applications AIApplications AILibraries

• Sullivan used AI with ARL libraries in the U.S.

• Ohio State University Libraries used AI as part of new strategic plan 2011 (Schlosser)

• Somerville used AI to develop a learning community at Auraria Library, serving 3 campuses

Higher Ed and Business• Bergquist hails AI as a

useful technique in working across bridging the six cultures of higher education institutions.

• Cooperrider promotes AI to develop the collaborative capacity in business orgs

Wilkinson & Bruch LILAC 2012

Page 14: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Change Agency TheoryChange Agency Theory

“Exploring the model of change agent strategies and behaviors empowers librarians and helps develop a method for paving the path of curriculum reform.”--Travis (2008)

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ReflectionReflectionReflect on your institution’s culture and subcultures. Have you witnessed a change strategy at your institution that was successful/unsuccessful? Why?

ORReflect on the change strategies just discussed. Given what you know about your institutional culture/subcultures, which one might work best?

Wilkinson & Bruch LILAC 2012

Page 16: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Implications & ConclusionsImplications & Conclusions• Libraries can change, but factors (including

assumptions and readiness to change) must be taken into consideration.

• Instruction librarians can be effective change agents in libraries/higher education.

• Using techniques such as AI or Change Agency Theory in teams can be effective.

• Instruction librarians can lead change by addressing the discord and tension surrounding IL through courageous conversations and by practicing workplace IL.

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Page 17: Wetzel Wilkinson & Bruch - Courageous conversations: addressing underlying issues to advance information literacy

Thank you!Thank you!

Wilkinson & Bruch LILAC 2012

Carroll Wetzel Wilkinson West Virginia University

Morgantown, West Virginia USA

Courtney Bruch Front Range Community College

Westminster, Colorado USA