I’ve been thinking a lot about change management over the past year or so. There are a couple big changes happening at work: a significant renovation of the library with the incorporation of a learning center and the migration from Banner to Workday for all financial and HR functions. I’ve gone through various stages of anticipation, frustration, anger, and resignation over the past year, and I want to write about some of this.
When I was early career, I regarded the mid- and late-career librarians who resisted change as roadblocks to work around, and vowed I wouldn’t become one. That was many poorly communicated/managed changes ago, and I have a lot more sympathy for those former colleagues who probably had similar experiences in their past. I don’t particularly have a resistance to change, it’s the change management and lack of accountability for when it’s poorly done that has led me to a cynical and slightly resistant state of mind.
The library staff and leadership were informed about the learning center plans in the same way the rest of the world found out — a press release in the local media. This project will relocate five existing student services into a space that will displace several existing library services and a large portion of the student collaborative study and instruction spaces in the library. Will it eventually be a good thing for our students? Hard to say. We won’t know for another two years from now when the construction slated to begin in May 2025 is finished.
Was the library and our existing services considered in these plans? Not until a new provost came in, and even then, it’s been a struggle to find solutions that result in improvements all around rather than winners and losers. I’m frustrated and angry about this, not because it’s change, but because it’s change predicated on decisions made without sufficient data or the expertise of those on the ground. Leadership will take no accountability for it, and we will be back in this same situation the next time.
The migration to Workday also came with some questionable decisions and poor communication. There were some genuine attempts at change management, but they fell short. I wasn’t overly concerned about this until quite late in the process, when it was finally revealed that the new system provided cover for some significant changes in purchasing workflows.
My understanding is that these changes put us more in line with the kinds of procurement rules and processes of state institutions, and our previous practices were much more free-form. However, by not informing me of this change until the week before winter break, I wasn’t given sufficient time to prepare. I need to communicate these changes with our vendors and the academic department liaisons in order to adjust expectations for purchasing at the beginning of this spring semester, when the migration and new policies are live. Even after being told that these changes were coming, there was no documentation provided and I had all of four working days to figure out what to do next.
I hope to do better about communicating and collaborating with those impacted by changes from the decisions I make. I will also continue to work on my feelings around poorly managed changes from those above me, because from what I can tell, they aren’t going to work on doing better themselves.











