Understanding Culture as one
Essential Ingredient of Information
Literacy Programming
Courtney Bruch, FRCC
Carroll Wetzel Wilkinson, WVU
LOEX 2012
Outcomes
• Define organizational culture and transformational
change in the context of IL programming
• Use one assessment tool in order to examine the
fundamental assumptions and values of your work
culture
• Consider change strategies that may advance IL
programming at your institution
Bruch and Wilkinson LOEX 2012
Organizational 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)
Bruch and Wilkinson LOEX 2012
Challenges with IL Program Development
Internal Integration
–Librarians Disagreement over
Instructional Role
–Tension between Service and
Education
–Various Forms of Support are Weak
Bruch and Wilkinson LOEX 2012
Types of Change
Single Order
“involves structural or
procedural changes that can
be made within the
organization’s current
frameworks or rules,
procedures, and leadership
roles.”-- Komives et al (2009)
Second Order
(Transformational)
“ 1) alters the culture of the
institution by changing select
underlying assumptions and
institutional behaviors,
processes and products; 2) is
deep and pervasive, affecting
the whole institution; 3) is
intentional; and 4) occurs over
time.”-- Komives et al (2009)
Bruch and Wilkinson LOEX 2012
Organizational Development
General Framework:
•
•
•
•
Conducting organizational assessment
Developing a dialogue
Investing in organizational learning
Developing systems that support the change—
Deiss (2004)
Bruch and Wilkinson LOEX 2012
Insights on Cultural Assessment
• Assessment is of little value unless it is tied to some org
problem or issue.
• It is best used when the org has a purpose, new strategy,
problem to be solved, or a change agenda
• The assessment process should first identify cultural
assumptions, and then assess them in terms of whether they
are a strength or a constraint.—Schein (2010)
Bruch and Wilkinson LOEX 2012
Organizational Culture Assessment
Instrument (OCAI)
OCAI: reliable and validated instrument for diagnosing
a culture
– Includes dimensions of org culture
– Covers current culture as well as preferred culture to
develop – Cameron & Quinn (2011)
Bruch and Wilkinson LOEX 2012
Sample OCAI Questions
Criteria for Success
Now
Preferred
100
100
A The organization defines success on the basis of the
development of human resources, teamwork, employee
commitment and concern for people.
B The organization defines success on the basis of having
unique or the newest products.
C The organization defines success on the basis of
winning in the marketplace and outpacing the competition.
D The organization defines success on the basis of
efficiency. Dependable delivery, smooth scheduling, and
low-cost production are critical.
Total
Bruch and Wilkinson LOEX 2012
OCAI Example
Criteria for Success
Now
Preferred
38
50
B The organization defines success on the basis of having
unique or the newest products.
8
15
C The organization defines success on the basis of
winning in the marketplace and outpacing the competition.
4
6
50
29
100
100
A The organization defines success on the basis of the
development of human resources, teamwork, employee
commitment and concern for people.
D The organization defines success on the basis of
efficiency. Dependable delivery, smooth scheduling, and
low-cost production are critical.
Total
Bruch and Wilkinson LOEX 2012
Competing Values Framework
(Modified)
Clan Culture (A)
Adhocracy Culture (B)
Orientation: Collaborative
Orientation: Creative
Leader Type: Facilitator, Mentor
Leader Type: Innovator, Visionary
Theory of Effectiveness: Human development
and participation
Theory of Effectiveness: Innovation, vision and
new resources
Hierarchy Culture (C)
Market Culture (D)
Orientation: Controlling
Orientation: Competing
Leadership Type: Coordinator, Monitor,
Organizer
Leader Type: Competitor, Producer
Theory of Effectiveness: Control and efficiency
with capable processes
Theory of Effectiveness: Aggressively
competing with customer focus
Bruch and Wilkinson LOEX 2012
Bruch and Wilkinson LOEX 2012
Bruch and Wilkinson LOEX 2012
Interpretation
• Discover the type of culture that dominates
your organization or IL program
• Discover discrepancies between your current
and preferred culture
• Examine the congruence of culture profiles
created by different individuals
• Change your culture– Cameron & Quinn
(2011)
Bruch and Wilkinson LOEX 2012
Ideas for Change Strategies
• Cameron and Quinn: lists change actions to explore based
on preferred culture quadrant
• Bruch and Wilkinson: lists change strategy techniques for
both solo change agents and change agents working with a
group
• Kezar and Eckel: reviews a two-tiered cultural framework to
examine the effect of institutional culture on change
strategies
• Lucas: uses the academic department as her focal point in
discussing a teamwork approach to change
Bruch and Wilkinson LOEX 2012
Essential Ingredient Conclusions
• Basic assumptions affect internal integration of IL
programming in libraries.
• Second Order change can sustain IL programming
in both academic libraries and higher ed.
• The OCAI and CVF can be used as a first step to
measure culture/assumptions of your IL program.
• Librarians charged with IL programming need to
intentionally employ change techniques.
Bruch and Wilkinson LOEX 2012
Thank you!
Carroll Wetzel Wilkinson
West Virginia University
Morgantown, WV
cwilkins@wvu.edu
Courtney Bruch
Front Range Community
College Westminster, CO
courtney.bruch@frontrange.edu
Wilkinson & Bruch LILAC 2012