Transcript Shaking the Plum Tree Kathryn J. Deiss ACRL

Shaking the Plum Tree
The Public Library of Charlotte & Mecklenburg County
Kathryn J. Deiss ACRL
Photo by Sachama
[email protected] 2007
Structure Comes from Culture
 We
perceive and create things out of a
set of assumptions about the way the
world works
 It
is difficult to see the “new” without
fitting it into our perceptions and
assumptions
How Most Organizational
Structure Works
 Break
work into chunks around function
 Divide people into groups dealing with
that function
 Stratify functions into a working whole
 Control applied by administrators to
ensure responsibility
Individual vs. Group
 Bias
toward individual
 Detecting excellence
 Evaluating performance
 Rewarding performance
 Individualism
marks our organizational
cultures as much as it marks our society
Re-envisioning Structure
Joining and clustering
 Creating “natural” responsibility
 Developing agility and readiness for change
 Supporting under instead of over the
enterprise
 Learning as a way of being
 Understanding what results your customers
will cherish

From:
The individual is the
key to success
To:
Groups of individuals
create success
Photo by Chris10Eyck
Good Reasons for Pyramids
 Pyramids
and triangular structures
enjoy stability
 Broad
base supports a great deal
 Well-functioning
forever
pyramids can stand
But What Do You Need in 2010?
 Stasis
or responsiveness?
 Control
or flexibility?
 Certainty
or support for risk?
The Structure Scale
Rigid
Firm
Flexible
Loose
What happens
to aspirations in
rigid structures?
Photo by Recursion See Recursion
Towards organic structural
design:
1. Test assumptions and
perceptions
2. Let choices flow from
purpose
3. Look for synergies
4. Be creative!
Photo by Konaboy
Competing Values = Tension
 Habituated
to our cultures
 Looking for new shape/structure
 Resulting tensions often a product of
values conflicts underlying both the very
structures we live in and the ones we
are choosing to go to
Flexibility
The Responsive
Adhocracy
The Cooperative Team
Participation
Openness
Consensus
Shared Decision Making
Innovation
Change
Growth
Creativity
Internal Focus
External Focus
The Stable Hierarchy
The Rational Firm
Documentation
Measurement
Control
Information
Management
Goal Clarity
Productivity
Rational Analysis
Action
Control
Robert Quinn
Bare structures
suggest the
shape to come
Photo by 1bluecanoe
New
beginnings are
delicate…
Photo by Chris McToodles
Clusters
have
impact!
Photo by Terry Bain
How can you create ad hoc groups
to create the new, engage specific
customers, and develop new
capacities?
Photo by Overthemoon
What is the safety net for risk-taking?
Photo by joeysplanting
Service is a gift
Giving is a
powerful social
act
What gifts do
your customers
want?
Photo by UncommonMuse
 Cardamom
 Walnuts
 Dried plums
What can a
new structure
give your
customers?
Photo by Dell Stewart
Playful surprises can be
embedded in your
structure!
Photo by The Shifted Librarian
Establish a point of view of abundance!
What resources, assets, and especially
IDEAS do you have?
Photo by B.Grayson
Let leaders shine
from all parts of the
organization
Photo by Firefleaz
Create space for
spontaneity and
mystery
Photo by Karl Eschenbach
Have fun!
Photo by Wee Little Gnome
Thanks PLCMC!
Keep in Touch
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