Implementation as Ongoing and Incremental: Case Study of Web 2.0 Use for Staff Communication

Abstract

Bednar (2006) completed a staff communication audit for their academic library, uncovering in the process entrenched issues among the library staff in the management of communication. The study brings to forefront an issue that requires some tender handling for the academic librarythe absence of and simultaneous desire for open communication in the workplace. 3. Existing Communication Most crucial to implementation is realistic understanding of existent communication channels and needs of the library organization. Past studies of staff communication in libraries share the observation that it occurred mostly in the form of

Exploring Internal Communication in Public Libraries: Challenges and Opportunities for Library Leaders

“…This is also supported by Chalmers, Liedtka, and Bednar (2006). The literature review shows agreement with Chu (2012), who noted that there is both an absence of and a desire for "open communication in the workplace" (p. 136). There is also an overall absence of studies on internal communication within the research literature, as well as a lack of reporting on internal communication ideas and projects in non-research periodicals and monographs in the LIS field.…”

“…This is perhaps not surprising given how the field, in general, often rewards research into the newest technology and innovations rather than in fields such as library communications, which are more amorphous and more difficult to assess for impact over the short term (Rodriguez, 2010). Or perhaps it is because it is uncomfortable to admit that there is no perfect system for communication (Telling, 1987), only better systems and procedures, and that while technology is easy to implement, organizational changes are not (Chu, 2012). However, in the discipline of public relations, there has been growing interest and research in internal communications that can be applied to the field of librarianship.…”

“…And, while some libraries may choose a different platform to create an intranet now, his conclusions about the need for transparency in implementing change, as well as the importance of training to increase comfortability with a new system, are still relevant today. Chu (2012) and Battles (2010) also noted that time for training and support for new communication technologies is imperative for the success of new intranets.…”

The challenges of introducing internal social media – the coordinators’ roles and perceptions

“…Leadership is a process that unfolds between organizational members (Simonsson, 2011), and if an ISM coordinator or a manager does not take the lead in the sense-making process, one or more coworkers will. This is a further indication that coworkers need to understand how and why they are to communicate on ISM (Denyer et al , 2011), and that a continuous, adaptive, and non-demanding engagement with colleagues and staff (Chu, 2012) seems like an appropriate approach when introducing ISM.…”

“…Turban et al (2011) suggest that the process should be properly planned and managed so as to tackle coworker reluctance to participate or misuse the media, and that this process should involve governance, policy, employee education, and a phased introduction. Such an approach is rather functionalist with a focus on how to use ISM, in contrast to the change-management approach suggested by Chu (2012), who finds that the process should be a continuous, adaptive, and non-demanding engagement with colleagues and staff helping them to make sense of communication on ISM.…”