Faculty Lead: Karen Williams
We began with a Leadership Orientations questionarre. Most in the room scored either as a Structural or Human Resources leader. According to Karen, these are the two most common frames in librarianship. A few scored as Symbolic, but only 2 scored as Political leaders. These four leadership frames: Structural, Human Resources, Symbolic, and Political come from Bolman and Deal's book that is used in the ACRL/Harvard Leadership Institute. Reframing is important because it broadens our perspective, helps manage complexity, and “provides a basis for effective and informed action.”
**It is crucial to create an Information Literacy Vision.**
There was then a discussion of what a leader is with views from several authors. Karen’s view of leaders:
- Storytellers (Boyett & Boyett 1999)
- “design learning processes” (Senge 1990)
- “work with all in a community of leaders” (Barth 1992)
- “take risks and are open to change” (Bennis 1997)
- view mistakes and failure as learning opportunities (Bennis 1997).
Karen suggested we create leadership growth plans. She recommends Peter Senge’s The Fifth Discipline Fieldbook.
Our activity was an Opportunity Assessment: “Know your audience, focus on the change makers, and know their turf, use their issues.” It was also suggested that we draft short “sound bites” and a back-up plan.
From Senge’s Fifth Discipline Fieldbook (1994), the needed tools are: “personal mastery and self awareness, systems thinking, shared vision, mental models and team learning.”
There was a short discussion on change, including John Kotter’s (1996) process of creating change and human reaction to change. The session ended with a very brief overview of Force Field Analysis and the Ease/Impact Model.