Change Management in Information Services

There has certainly been no shortage of publications on this subject in recent times. Indeed, it is turning into flavour of the year (and of the decade?). It is not just within the library and information world either; the topic is exercising the minds of those who manage, regardless of the sector or business in which they operate. I can quite understand why the subject is ripe for inducing a plethora of publications. First, managing change successfully is much easier to write about than carry out. There is a wealth of theoretical underpinning to call on but translating it into practical success is another matter. Second, it is a complex, multi‐faceted topic which lends itself to a range of different approaches, any of which may be effective or ineffective, given a particular set of circumstances. Third, managing changes brought about by technology, politics, economics and society has become a way of life for many people. So, does Lyndon Pugh have anything new and enlightening to say on the topic? Well, yes, actually.

The author’s approach to the subject is a realistic one which recognises that the kind of mechanistic approach often put forward just does not work. What has more chance of succeeding is getting behind the motivation and sensitivities of the staff and trying to adapt the management style to meet the demands of change. This quasi‐psychological approach sounds convincing in that it appears to offer a number of realistic possibilities for managers to consider in their own particular circumstances.

The book consists of 11 chapters (including two pages of Epilogue) and nine case studies. The introductory chapter considers the characteristics of change (organisational structures, management behaviour, skills, diversity, etc.). This leads on to the (inevitable) discussion of change theories, an understanding of which is necessary to follow the rationale for some of the later possibilities/solutions. This second chapter is a real trip down memory lane, particularly for anyone who has studied an MBA or similar. Some old friends are re‐introduced – McGregor’s Theory X and Theory Y, Gestalt theory, Organisation Development, Chaos Theory et al. Chapter 3 introduces the reader to the idea of “people strategies” which are then illustrated in the first case study (about convergence in the fictitious Alpha University). The necessarily detailed case study is helpfully divided into description and author comment, as are the subsequent eight. There are two further case studies (one local authority, the other a business unit) in Chapter 3, which make the central point that change management projects have to be split into bite‐size chunks and staged. The external influences on these procedures are described – the organisational environment, service culture and management styles.

In Chapter 5, the author discusses the importance of library and information structures being organic, that is, built for an unpredictable future, rather than ends in themselves. How teamworking can contribute to change management is the theme of the next chapter. The author has some interesting ideas on the success or otherwise of teamwork and does not subscribe to the accepted orthodoxy that teamwork is a “cure‐all” for libraries. His ideas on getting behind how teams operate, particularly in the wired‐up organisation, are thought provoking. The final four chapters are the key to successful change management.

“Changing behaviours”, the title of Chapter 7, represents the heart of the book and is an absorbing read. After all, as the author points out (p. 109), the main aim in change management is to “create and sustain a behaviour change in managers and managed throughout the organisation”. Some ideas are put forward – not necessarily new ones but rather expressed in a practical and convincing way. These include horizontal thinking, the softer side of leadership skills and the redefined role of middle managers (who, it has to be said, have been through a hard time in the literature, if not in reality). The support of staff development and training programmes is essential if success is to have any hope of being achieved. Chapter 8 highlights that fact and suggests that programmes are aimed at equipping people with the skills and (perhaps more importantly) attitudes to handle change and also ensuring opportunities for development in a different world. The organisation as a learning climate is explored, taking in techniques such as mentoring, coaching, team learning and self‐development. In one sense, the whole of this book is about the title of the penultimate chapter – motivation. How do you motivate staff when there is worry, uncertainty, cynicism, frustration, disappointment and bewilderment? The author’s view is that personal achievement, recognition, professionalism and personal advancement are the things that motivate people and this is illustrated through a case study. The final chapter looks at conflict and resistance and how they can be used constructively. The author takes the reader through some practical steps and particularly helpful is the section entitled “What happens when all else fails?”, a scenario which authors (and, I suspect, many managers) tend to evade.

This is an excellent mix of the practical and the theoretical, with the emphasis on the former. The author has clearly brought to the text a wealth of experience as head of a library service and as a consultant. Having digested this book, an information professional would be able to go into any change management situation with a much greater degree of confidence. A very readable and genuinely useful book on a very difficult topic.