Session Number
P433
Keywords
innovation, organizational culture, academic libraries
Description
The purpose of the paper is to demonstrate a range of approaches to promoting innovative thought and action which can be applied in a variety of organizational contexts. It describes strategies adopted by one large academic library which sought to increase employee engagement and levels of innovation. Included is an overview of the background situation, a description of cultural change activities undertaken, information on recent provision of a suite of practical innovation process tools, and reference to relevant literature.
RMIT University has developed a framework (leadRMIT) which seeks to strengthen leadership capability and confidence and lift the engagement and performance of staff to ensure the success of the University. In 2011 a Behavioral Capability Framework was introduced to create a shared understanding of the knowledge, skills, abilities, and attributes which are critical to the University. This framework identifies six behavioral clusters, of which ‘innovation’ is one. A significant number of Library staff have benefited from developmental opportunities offered under the leadRMIT program. In addition the Library has run a tailored professional development program for its leadership group. Specific purpose groups have also been used to build capacity and promote cultural change. These groups have included a New Professionals Group and an Innovative Librarians group. The library is also active in promoting involvement in professional associations, and more recently has sought to support innovation through the provision of a suite of practical tools and techniques which can be used by staff at all levels. These include idea generation and presentation techniques and more explicit decision making and feedback processes regarding innovative ideas.
Building an innovative culture is challenging in a large organization, but progress has been achieved. Sustaining effort over time, utilizing a variety of approaches and developing positive sub-cultures among motivated staff have been found to be beneficial.
P433 Presentation
Fostering Innovation Through Cultural Change
The purpose of the paper is to demonstrate a range of approaches to promoting innovative thought and action which can be applied in a variety of organizational contexts. It describes strategies adopted by one large academic library which sought to increase employee engagement and levels of innovation. Included is an overview of the background situation, a description of cultural change activities undertaken, information on recent provision of a suite of practical innovation process tools, and reference to relevant literature.
RMIT University has developed a framework (leadRMIT) which seeks to strengthen leadership capability and confidence and lift the engagement and performance of staff to ensure the success of the University. In 2011 a Behavioral Capability Framework was introduced to create a shared understanding of the knowledge, skills, abilities, and attributes which are critical to the University. This framework identifies six behavioral clusters, of which ‘innovation’ is one. A significant number of Library staff have benefited from developmental opportunities offered under the leadRMIT program. In addition the Library has run a tailored professional development program for its leadership group. Specific purpose groups have also been used to build capacity and promote cultural change. These groups have included a New Professionals Group and an Innovative Librarians group. The library is also active in promoting involvement in professional associations, and more recently has sought to support innovation through the provision of a suite of practical tools and techniques which can be used by staff at all levels. These include idea generation and presentation techniques and more explicit decision making and feedback processes regarding innovative ideas.
Building an innovative culture is challenging in a large organization, but progress has been achieved. Sustaining effort over time, utilizing a variety of approaches and developing positive sub-cultures among motivated staff have been found to be beneficial.