Expanding our capacity to contribute.

1. The Learning Libraries Framework Putting the parts together and seeing how they affect the whole. Explore 1) fit with system 2) consequences of solution Please sit as county teams same as yesterday When we start, Harry will “mix us up” Improving group process to increase capabilities. Our beliefs about the world around us and how they shape our actions. Conduct team process checks; Honor ground rules; …synergy Share perspectives to learn other views, logic or reasoning Develop and apply our talents, skills, or interests in support of the mission Build consensus for desired outcome or goal; what we all want Building commitment in a group, based on what they want to create. Expanding our capacity to contribute.

2. Welcome and Purpose Past • LL Initiative • First Round – Jan 01 to Jun 02 • LL II – The Sequel • LL Planning Team • Why We Are Here Today • Five LL Principles • Process for Managing Change • Path Forward, 30-Day Action Plan • What We Can Expect After Today • 60-Day Check-In Jan/Feb 03 • Six-Month Check-In Jun 03 • Celebration Nov 03 Welcome and Opening Remarks Present Future

3. Learning Libraries II Road Map Allegany Anne Arundel Baltimore City Baltimore County Calvert Caroline Carroll Cecil Charles Dorchester ESRL Frederick Garrett Harford Howard Kent Montgomery Prince George's Queen Anne's St. Mary's Somerset SMRLA Talbot Washington Wicomico Worchester WMPL Outcome: County-level library teams develop a shared understanding of Learning Library principles and use them to create a change model that will make a positive impact within their respective library systems. Celebrate Learning Libraries Nov MAPLA Case Study Trustee Annual Meeting Regional Workshop Develop & Implement Change Model Oct 10-11 Nov 9 Check-in Workshop Half Day Orient Learning Leaders Day 1 Day 2 Nov & Dec 6-7 5-6 14-15 20-21 We are here Jun Sep 26 60-Day Check-in Jan-Feb A Learning Organization is committed to the continuous testing of experience, and the transformation of experience into knowledge that is accessible to the whole organization and relevant to its core purpose. County Library Systems Learning Leaders County LL Teams Maryland Citizens Planning Team Plans LL II Workshops Benefits From Change Trains County Teams Implements Change Strategies Develops Change Model & Action Plan Leads Change Effort Jan to Jun 2003 2002 As of: October 1, 2002

4. What We Can Expect • Outcome – what we want to achieve • Agenda – steps for achieving outcome • Rules – principles to guide our behavior • Roles – self-managing the work • Self-Manage Breaks – taking care of ourselves

5. Learning Libraries Puzzle As a table team, complete the puzzle in 7 minutes Most answers are in the LL Framework Handout The puzzle theme is Learning Libraries with a few curves. H/O

6. Learning Libraries Puzzle

7. Sharpen Our Understanding As Table Team 1. Assign self-manage roles for your group. 2. Conduct a conversation focused on the following two questions: What are your top three learnings about the Principles of Learning Libraries? What one question would you like to address to clarify the Principles of Learning Libraries? 3. Record “learnings” and “Clarify” on flip chart. 4. Be ready to share learned and remains unclear with whole group at ____7 min. • Learnings • Clarify

8. Learning Organization Bibliography Society for Organizational Learning http://www.solonline.org North Suburban Library System Explorers on the Trail http://www.nslsilus.org http://www.nsls.info/issues/learningorg/ The Fifth Discipline Fieldbook Peter Senge 1994 The Fifth Discipline Peter Senge 1990 The Dance of Change Peter Senge 1999 H/O

9. Learning Organization Bibliography Super Duper Wonderful Drawing David Hutchens Personal Mastery Introduction Systems Thinking Mental Models http://www.davidhutchens.com H/O

10. Business Application • 100 Countries • 313K People • $125B Revenues 2001: …the most significant change in GE has been our transformation into a Learning Company. 2002: The GE Operating System is GE's learning culture in action.

11. North Suburban Library System Located in Chicago ’ s busy northern suburbs § Library System 1 of 12 multi - type systems in Illinois – Illinois State funded § Membership of more than 600 public, school and special libs . § Provide broad range of programs and services to members § “ We needed a structure that would allow us to be more Why Learning Organization? flexible and member - driven; a structure that would allow us to respond quickly to rapid changes in technology and to support our leadership role in the library community. ” OCC GROUP On the Journey to Becoming a Learning Organization, SOURCE: North Suburban Library System,

12. North Suburban Library System • Administrative staff researched Learning Organization literature Process • Organized field trip to local company creating a learning organization What would it be like to work in an organization where all staff together take responsibility for their shared future? • Learning Organization Practices profile • Members of group started to make changes in their work • Two - day Staff Retreat for all staff OCC GROUP On the Journey to Becoming a Learning Organization, SOURCE: North Suburban Library System, http://www.nslsilus.org/ET/fldgd.html

13. North Suburban Library System Focus Process • Individual development (Stephen Covey – 7 habits) • Team development • Developing the organization as a whole • Monthly workshops (risk taking, decision - making, Five Disciplines) • Staff practiced using tools like skillful discussion • Learning Style Inventory OCC GROUP On the Journey to Becoming a Learning Organization, SOURCE: North Suburban Library System, http://www.nslsilus.org/ET/fldgd.html

14. North Suburban Library System Communication Committee Sample Results WENTK Who else needs to know? ASK Ask & Seek to Know • Take a risk and ask questions • Be proactive and seek info • Be empowered to know • Telephone game • Tips for using voicemail OCC GROUP On the Journey to Becoming a Learning Organization, SOURCE: North Suburban Library System, http://www.nslsilus.org/ET/fldgd.html

15. North Suburban Library System “There is no easy trail between a traditional hierarchical group structure and the learning Organization. Each organization has to blaze its own trail.” More Info WENKT Who else needs to know? ASK Ask & Seek to Know http://www.nslsilus.org http://www.nsls.info/issues/learningorg OCC GROUP On the Journey to Becoming a Learning Organization, SOURCE: North Suburban Library System, http://www.nslsilus.org/ET/fldgd.html

16. Maryland Library Systems Stories About a Learning Libraries Project

17. Reorganize and Break Please reorganize into your county teams and return at __________

18. Change Management Process Shared Vision Implement the Change Build Case for Change Strategies Action Action Change Model System Commitment to Take Action Identify Library Need - + Develop Change Model & Action Plan Opportunity For Improvement Build the Team Team Charter Our Purpose Weeks Months Years H/O

19. Identify Library Need Purpose Identify an opportunity to enhance organizational effectiveness of the Library System. • Key Questions • What are the library system challenges? • What areas need improvement? • What are customer’s unmet expectations? • What issues do senior leadership face? • What should be different about the library? Bridge The Gap

20. Identify Library Need Library Need A requirement, opportunity, challenge, problem, or issue that the library system is experiencing and needs to be addressed, fixed, or resolved. FIX ME HELP • You Have Already Identified a Library Need • Suggestions If You Have Not Identified a Library Need • Action Plan to Identify a Library Need Leadership Support Helps With Success Go To H/O

21. Identify Library Need 1. Complete the Identify a Library System Need handout 2. This activity is to begin the thought process, to explore ways that you could identify a vital library need 3. There is no expectation that you decide the library need today; however, there is an expectation that you have agreed on an approach to identify a library need that leadership will support 4. Conclude discussions by 1:00 pm As A Team H/O

22. Build Case for Change Purpose Develop a sense of urgency and build commitment for action toward a shared vision. Key Questions What is the tentative outcome? What will happen if we do nothing? What parts of the system does this affect? Who must support the project in order to succeed? Who else needs to know about the project?

23. Build Case for Change Case for Change Establishing a sense of urgency within the library system that the status quo is no longer acceptable and that some form of action is necessary. Example Change Model Frame the Problem (Tentative Issue, Background, Outcome - see Change Model) Identify the Stakeholder Groups Develop an Approach to Engage the Players and to Get their Input for the Change Model End State A committed and supportive administrative champion An informed library system Input for all elements of the change model Go To H/O

24. Build Case for Change As A Team 1. Complete the Build Case for Change handout 2. This activity is to begin the thought process, to explore ways that you could build ownership and support for the project 3. There is no expectation that you totally complete the Build Case for Change today; however, there is an expectation that you have a clear path for getting your library system onboardand supporting the project 4. Conclude discussions by___________ 1. Who needs to know? 2. How do we get them onboard? H/O

25. Develop Change Model & Action Plan Purpose Frame the scope of the project and develop an action plan. Key Questions What is the shared vision or outcome? How will this project benefit our library? How will we go about achieving the outcome? How will we measure our progress?

26. Develop Change Model & Action Plan Change Model & Action Plan A framework for the project scope supported by a detailed plan for who does what by when and resources needed. Frame the Project’s Scope - Change Model Validate Strategies to Achieve the Outcome Develop an Action Plan for each Strategy Who does What by When & Resources Needed Identify a Strategy Owner and Process Review Date Monitor, Evaluate, Report, Act Action Plan Go To H/O

27. Develop Change Model & Action Plan 1. Review the Change Model & Change Model Action Plan handout 2. Discuss the Change Model and the Change Model Action Plan to develop a shared understanding of information requirements. 3. There is no expectation that you complete the Change Model & Change Model Action Plan today; however, there is an expectation that you have a clear understanding of the information requirements and a sense for how you can complete the action plan 4. Conclude discussions by___________ As A Team H/O

28. Implement the Change Purpose Develop an implementation strategy to deploy the action plan and monitor progress. Key Questions Who is responsible for leading? How do we stay connected? How do we make changes to the change model and action plan? How do we reward the people who are causing success to happen?

29. Implement the Change Implement the Change Taking action to ensure the change remains relevant and that the actions are meeting the intended outcome. Establish an Implementation Management Structure and develop a Communications Plan Implement the Change Conduct Progress Reviews Conduct Team Assessments Link Success to Reward System All Review Handout H/O

30. The Path Forward, 30-Day Action Plan Purpose Develop a course of action for your Learning Libraries Team’s path forward over the next 30 days. Create Irreversible Momentum • How will we stay connected? • When & where will we meet? • Who else needs to know about our intentions? • What are the tasks that we must complete? • Who is the team contact person for DLDS? Record Name and County on Flip chart • Complete task by 3:30 pm As A Team This Way H/O

31. Who is Doing What Purpose County teams shares their project ideas and intentions. As A Team • Take a few minutes to organize your thoughts. • Each county team takes two minutes to share their project ideas and intentions with the other teams. H/O

32. Learning Libraries II Road Map Allegany Anne Arundel Baltimore City Baltimore County Calvert Caroline Carroll Cecil Charles Dorchester ESRL Frederick Garrett Harford Howard Kent Montgomery Prince George's Queen Anne's St. Mary's Somerset SMRLA Talbot Washington Wicomico Worchester WMPL Outcome: County-level library teams develop a shared understanding of Learning Library principles and use them to create a change model that will make a positive impact within their respective library systems. Celebrate Learning Libraries Nov MAPLA Case Study Trustee Annual Meeting Regional Workshop Develop & Implement Change Model Oct 10-11 Nov 9 Check-in Workshop Half Day Orient Learning Leaders Day 1 Day 2 Nov & Dec 6-7 5-6 14-15 20-21 Jun Sep 26 • January 31, 2003 • Provide DLDS your Change Model • Conduct virtual conversation: • Feedback on Change Model from other teams • Lessons learned from learning leaders • Planning team members check with County LL Teams 60-Day Check-in A Learning Organization is committed to the continuous testing of experience, and the transformation of experience into knowledge that is accessible to the whole organization and relevant to its core purpose. County Library Systems Learning Leaders County LL Teams Maryland Citizens Planning Team Jan-Feb Plans LL II Workshops Benefits From Change Trains County Teams Implements Change Strategies Develops Change Model & Action Plan Leads Change Effort Jan to Jun 2003 2002

33. Workshop Assessment Delta Plus

35. Visionaries 3% Early Adapters 13% Early Majority 34% Late Majority 34% Laggards 16%