Innovation in Academic Libraries: Theory and Practice

1. Innovation in Academic Libraries:Theory and Practice Texas Library AssociationApril 13, 2007 Kathryn DeissACRL Content Strategist kdeiss@ala.org

2. Photo/Typography by You Can Count on Me

3. Innovation[in the public sector] must be….anoriginaldisruptiveact Lawrence Lynn

4. Innovation • …the embodiment, combination, and/or synthesis of knowledge in novel, relevant, valued new products, processes, or services Dorothy Leonard

5. The critical nature ofmental models in innovation • “not enough _____” • bad time to risk • may cause disruption in other areas • “we tried that…”

6. Creating a Culture & Mental Model of Abundance Photo by Jaydot

7. Just a few habits…

8. Tinkering with the Present Small Adjustments and Changes • short-term solutions • narrowly focused perspective • attachment to present • modesty

9. The Need for Control Hold tight! • “the new” inspires control • assessment of limitations • the “worry” engine – creativity run amok

10. Disturbance • All living systems are disturbed in order to progress • Devil’s advocate problem – Tom Kelley • Provocative of change • Creates urgency • Surfaces risk • Disturbance is…unsettling but crucial!

11. Directional vs Intersectional • Directional innovation combines ideas within a field • Intersectional innovation combines ideas at the intersections of different fields resulting in an increased level of possibilities

12. “The intersection of fields, cultures, and disciplines generates combinations of different ideas, yes; but it also generates a massive number of these combinations. People at the intersection, then, can pursue more ideas in search of the right ones.” Frans Johanssen

13. Barriers to Innovation • Organizational age • Lack of skills • Desire for perfection • Risk aversion • Natural tensions and dichotomies

14. Innovation and Org. Age • Mature organization • proven track record • established resources • less likely to take risks • less flexible • reliance on and replication of past successful practices • improvisation more difficult • Young organization • sparse track record • volatile resources • more likely to risk • more flexible • no past to replicate • natural improvisation

15. Skills Related to Innovation • Right brain thinking • Use of abilities other than verbal • Idea generating skills and tools • Group facilitation skills • Observation and analytical skills • Ability to question

16. Desire for Perfection • Drive for premature closure and completeness • No feedback loops • Limited learning process

17. Risk Aversion • Seeking stasis and stability • The disruption effect • Mixed messages • Anxiety • Predictive inclinations & negative fantasies

18. Dichotomies • Disturbance • Unknown Consequences and Patterns • Play • Practice • Risk • Stability • Standards • Expertise • Performance • Certainty

19. Specific to the Public Sector • Little direct competition • No analog of profitability • Nothing in non-profits that people fear more than a newsworthy failure • PLUS • Dense organizational structure • Scarce resources • High levels of internal scrutiny

20. “Whereas in the private sector an innovation merely needs to be profitable to be worth doing, in the public sectorinnovation must be about doing something worthwhile. . . Second, public sector innovation involvesmore thansimply doing the public’s business well. . . . Third, non-profit and government innovation involvesthe broader public good. The ultimate purpose of innovation is not to win awards, boost public confidence, or attract foundation support, but tocreate public value.” Paul Light

21. Dichotomies • Disturbance • Unknown Consequences and Patterns • Play • Practice • Risk • Stability • Standards • Expertise • Performance • Certainty

22. Perceptions vs Innovation

24. Dichotomies • Stability • Standards • Expertise • Performance • Certainty • Disturbance • Unknown Consequences and Patterns • Play • Practice • Risk

26. Dichotomies • Stability • Standards • Expertise • Performance • Certainty • Disturbance • Unknown Consequences and Patterns • Play • Practice • Risk

28. Dichotomies • Disturbance • Unknown Consequences and Patterns • Play • Practice • Risk • Stability • Standards • Expertise • Performance • Certainty

29. DDR at Wake Forest Library

30. Dichotomies • Stability • Standards • Expertise • Performance • Certainty • Disturbance • Unknown Consequences and Patterns • Play • Practice • Risk

32. Dichotomies • Stability • Standards • Expertise • Performance • Certainty • Disturbance • Unknown Consequences and Patterns • Play • Practice • Risk

33. “You don’t see the world as it is; you see it as you are.”Luc deBrabandere

34. The Politics of Innovation • Cornelis Drebbel and £20,000 (1624) • societal readiness • patterns of behavior (not what people say but what they actually DO) • political climate • building the message

35. Timing is crucial for adoption of innovation Photo by Mrhayata

38. “The most successful people are those who are willing to give up their most successful strategies….”Richard Foster

39. How To Get Started • Voluminous idea generation • Learn creative thinking tools • Develop a tolerance for failure • Escape “the end of..” syndrome; embrace “the beginning of..” way of thinking • Create Radical Trust • Develop SARS

40. SARS a Special Awareness for Real Surprises

41. Some Final Thoughts • We need to break out of our trusted networks and seek the intersections • We need to reserve resources for trial and error and for prototyping • Learn how to take on multiple perspectives

42. “Different is not always better but better is always different.” Rick Luce, ViceProvost & Director of Libraries Emory University

43. Thank you TLA! Presentation will be at: http://kathryndeiss.pbwiki.com