Change Management in Information Services (2nd edition)

Citation

Sanders, R. (2010), "Change Management in Information Services (2nd edition)", Library Review, Vol. 59 No. 8, pp. 646-647. https://doi.org/10.1108/00242531011073218

Change is not new, and I suspect if we looked hard enough at contemporary writings about, say, the industrial revolution, or the twentieth century with its wars and depressions, we would discover that other ages have believed that they were truly in the time of change, where change was seen as a constant. Indeed, the following quotation from Okakura Kakuzo is some evidence of this:

The art of life lies in a constant readjustment to our surroundings (Okakura 1906).

In our library and information organisations there is constant change; it is a necessary part of the life of a dynamic organisation. When you consider that the introduction and continual updating of technological tools is probably the major current force for change, that in this era maintaining the status quo is a recipe for stagnation, and that resistance to change is both natural and to be expected, it is clear that the management of change is a vital aspect of human resources management. This book acknowledges that and takes us on a journey through a wide range of strategies, involving people, and, perhaps its distinctive emphasis, business processes.

Management of change means taking control of, and influencing, the direction and outcomes of change. A well‐managed and carefully coordinated combination of approaches is often needed for the effective implementation of change in the workplace. For example, a simple approach for the introduction of new technology into the organisation may involve gathering information regarding problems and concerns from members of staff, organising the information and communicating the results to the staff involved. From those results, and subsequent discussion, specific action can be taken to correct the problems identified. The strength of such an approach lies in a careful analysis of big picture concepts in the environmental context of the organisation, and through useful communication, in the involvement of all staff in the change process.

This work provides a broad perspective on change management, and in doing so does not neglect the important people issues. The topics covered include Change theories, Strategies, Process and models, Structures, Teams in change management, Leadership for change, The psychology of change, and the Skills of change management. Pugh also integrates into the text a number of valuable case studies which are used to illustrate change scenarios in information services.

I did wonder initially why a whole book about change management should be considered when all management is about change. Most modern management texts do write in this context; that change is the single constant factor underlying management decision making. However, I do acknowledge that large organisations, which really are the focus of this work, will gain considerable benefit if led by professional managers who have a knowledge and understanding of the kinds of change management strategies and skills presented here. A worthwhile addition to any information professional's library and as a text in information studies programmes.