Shrink to Fit or Prune to Strengthen: Adapting the Strategic Plan in an Academic Library as Response to Environmental Change

Abstract

In this study, we intend to observe how a strategic plan can be used as a risk management tool, in the scope of academic libraries. Risk is perceived by individuals and institutions when faced with environmental changes which threaten stability or integrity. In libraries, these changes show in structural alterations, that is, in decreasing human, material and financial resources, and this implies having to develop strategies to accommodate new situations. Inspired by concepts from the fields of management and psychology, this paper analyses risk management and strategic planning as an adaptive response to change. This idea is furthered with the case study of a university library, which shows how adapting to such challenges is possible. We report a management strategy which includes a SWOT analysis about the performance of the library, and the subsequent reorganization of fields of action and redefinition of goals and tasks. The strategy comprises all the efforts made by the library to deal with specific demands, both internal and external, which triggered stress situations and coping with them, revealing a successful adaptation in light of change. The study concludes that reducing and concentrating efforts is one way to respond to everyday organizational challenges, looked upon as risks. This case can serve as an example and source of inspiration for other libraries dealing with diminished resources.

Adapting to change in academic libraries

“…Grant (2018) reported that libraries need effective ways of working, a wealth of resources and innovative physical library facilities, these realities require adapting changes for survival and growth (Pryce-Jones, 2018; Popp, 2012). A number of organizations fail at the time of change because of poor strategic planning (Sanches,2018; O’Conner, 2014; Gilley et al , 2009), so it is important to make the right decision and action plan in advance before performing change (Wong, 2019; Harland et al , 2019), as Coghlan and Rashford reported: “make action plans” (2006:16).…”

“…Roe (2014: 294) identified that organization motivates all workers for change, according to Coghlan and Rashford (2006:69) “determining the need for change,” as Grieves (2010:287) stated, “Everyone in the organization needs to understand why change is necessary.” A change is not related to organizational issues only but there are also several internal and external factors such as structure, library staff and culture (Meulemans and Maltin, 2019) and the external environment includes policy, political issues and economic crisis that impact the change (Wong, 2019; Sanches, 2018). All stakeholders must be involved with the change process while a change greatly affects the financial issues in shrinking budget, consequently, acquisition of information resources is a challenge for academic libraries in the USA and in Germany (Kramer and Horstmann, 2019; Ippoliti et al , 2017; Harland et al , 2019).…”

“…By achieving the goal of the organization, it is clear to create awareness and eagerness among team members and determine a timeline for achieving objectives (Harland et al , 2019; Grieves, 2010:286). A solid and visionary leadership interprets the mission and goal of the organization into strategic plans that influenced improving organizational performance (Sanches, 2018; Pryce-Jones, 2018; Appleton, 2018; Gill, 2003; Kalin, 2008). Harland et al (2019) express an effective leadership focus on achieving organizational goals, influencing subordinates to adapt to the change, boost morale and specialized knowledge that directly influence the organizational restructure (Appleton, 2018; Phillips, 2014).…”

“…An organization should prepare employees to deal with the situation and adapt to change by advancing their skills to meet the upcoming challenges and minimize resistance (Roe, 2014, p. 294; Delaney and Bates, 2015). As Sanches (2018) stated that the challenges are the result of continuing transformation in digital information trends and diverse populations in academic institutions (ACRL Research Planning and Review Committee, 2014); thus, library professionals have to redesign guidelines, frameworks and action plans in systematic ways (Kramer and Horstmann, 2019; Novak and Day, 2015; Neufeld, 2014). Kotter (2013) recognized that the traditional way of management is not adequate to manage organizations in this century, so today’s leaders are required to modify their ways of working, creative thinking and keep up with current knowledge for the competitive era of higher education (Gmelch, 2013; Delaney and Bates, 2015; Sanches, 2018; Charney and Hauke, 2020).…”

“…As Sanches (2018) stated that the challenges are the result of continuing transformation in digital information trends and diverse populations in academic institutions (ACRL Research Planning and Review Committee, 2014); thus, library professionals have to redesign guidelines, frameworks and action plans in systematic ways (Kramer and Horstmann, 2019; Novak and Day, 2015; Neufeld, 2014). Kotter (2013) recognized that the traditional way of management is not adequate to manage organizations in this century, so today’s leaders are required to modify their ways of working, creative thinking and keep up with current knowledge for the competitive era of higher education (Gmelch, 2013; Delaney and Bates, 2015; Sanches, 2018; Charney and Hauke, 2020). Galbraith et al (2001) reported that a maximum number of library administrators were found satisfied with their management competencies, way of working and leadership abilities, they use transformational leadership methods but they have the willingness to develop their abilities because of traditional competencies are not enough for the forthcoming challenges.…”