Leadership, higher education and the information age : a new era for information technology and libraries

This guide to developing a vision and devising plans for changing higher education's information technology infrastructure will help academic librarians create more effectively functional libraries, campus IT organizations, and new classrooms. Seventeen experts share their visions and methodologies for - as well as actual experiences with - achieving campus-wide IT leadership roles. Trends in and strategies for departmental planning, public policy, capital investments, intellectual property, teacher education, reorganization of university staff structures, and integration of IT services throughout the university are all thoroughly examined. This important book will help both librarians and campus administrators rethink definitions, strategies, and expectations for what constitutes success. The collective experiences and advice of the 17 experts guide readers in advancing both IT on their campuses and their careers.

Reviews 1

Library Journal Review

Though aimed primarily at academic librarians and leadership in universities where the library and information technology (IT) division have been merged, or where merger is being contemplated, this work will be helpful even where they remain separate. While numerous books are available on IT planning in education, this title is unique in its more library-oriented perspective. Several chapters struck a chord with this reviewer, particularly Anne Scrivner Agee and Dee Ann Holisky's "Crossing the Great Divide: Implementing Change by Creating Collaborative Relationships." Reading this chapter encourages one to believe that the war between IT and the rest of the university could one day be settled amicably. The authors explore the problems and suggest concrete ways to begin a collaboration and turn debilitating conflict into a win-win situation for all. However, everyone must be willing to change for collaboration to work. Editor Dewey is dean of libraries at the University of Tennessee, Knoxville, and Regenstein is associate CIO/director of DoIT (Division of Information Technology) at the University of Wisconsin-Madison. Academic libraries should buy this book and recommend it, particularly the Agee and Holisky chapter, to university leadership in charge of IT, libraries, and academics.-Margaret Sylvia, St. Mary's Univ. Lib., San Antonio (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Renee DrabierC. Patrick Kohrman II and Dennis TrinkleLois BrooksAnne Scrivener Agee and Dee Ann HoliskyJo Ann CarrChris Ferguson and Terry MetzPattie OrrJay Fern and Vince SheehanRobert Renaud and Anne MurrayElizabeth D. HammondBarbara I. Dewey

Preface	p. xi
I Seeing a Wider View
1. Developing a Campuswide Vision for Use of Information Technology in Teaching and Learning	p. 3
Overview: The challenge of strategic planning and visioning in higher education	p. 3
Building campuswide consensus and support for the Information Technology (IT) vision	p. 5
Leadership through collaboration: A new style of IT leadership	p. 6
Planning resources required for use of technology in teaching and learning	p. 8
Conclusion: People make the difference, and technology can help	p. 9
References	p. 9
2. Designing IT Strategic Planning for the Smaller Institution	p. 11
Introduction	p. 11
The what and why of strategic planning	p. 12
Planning basics	p. 13
Vision and mission: Creating a strategic mission and vision for your organization	p. 13
Assessment: Before, during, and after strategic planning	p. 18
From vision to action: Setting strategic goals and objectives	p. 24
Establish goals: A set of guidelines for creating departmental or team level objectives	p. 24
Objectives	p. 26
Integration	p. 32
360 degree communication: Keystone to planning and integration	p. 33
Conclusion	p. 35
References	p. 36
3. Finding the Vision: Shaping Technology Support Services in the Twenty-First Century Institution	p. 39
A mandate for change	p. 42
Strategic investments	p. 43
Strategic support models	p. 46
Collaborations	p. 48
Multi-tiered service models	p. 49
Innovation around the edges	p. 52
Where to start?	p. 54
Are the essential programs at the institution supported?	p. 54
What does the institution think of the IT support services?	p. 55
Are the IT staff in the communication loop?	p. 55
References	p. 56
Further Readings	p. 57
II Examining Cultural and Organizational Transformation
4. Crossing the Great Divide: Implementing Change by Creating Collaborative Relationships	p. 61
Introduction: A house divided	p. 61
IT view of academics	p. 61
Academics' view of IT	p. 62
Interlude: Some context about the authors	p. 64
Cultural history: Barriers to collaboration	p. 65
Collaboration: The key to bridging the divide	p. 69
First requisite for collaboration: Planning	p. 73
Second requisite for collaboration: Communication	p. 76
Conclusion: Benefits of working together	p. 79
References	p. 80
5. Exploring Cultural Challenges to the Integration of Technology	p. 81
The technology imperative	p. 82
Role of the university in teacher education	p. 84
A tale of two cultures	p. 84
The impact of technology on faculty cultures	p. 86
Models	p. 88
Lessons learned and next steps	p. 89
References	p. 90
6. Finding the Third Space: On Leadership Issues Related to the Integration of Library and Computing	p. 95
An anthropology of the tribes	p. 98
Survey of cultural differences	p. 98
Different leadership traditions	p. 100
Why library and computing should integrate	p. 101
Foundation for integration	p. 103
Transcending tribes, melding cultures	p. 104
Sustaining the vision	p. 107
Closing thoughts	p. 109
References	p. 110
III Surveying Real-Life Applications
7. Transforming Technology Training: Partnerships, Packages, and Policies: The Lone Ranger Doesn't Work Here Any More!	p. 115
Transforming technology training: Partnerships, packages, and policies	p. 115
Technology and change in higher education	p. 117
Challenges for training programs in higher education	p. 118
Why traditional training programs do not work	p. 119
Partnerships	p. 121
The partnership power of consortia	p. 121
Solution strategies developed by ITTG	p. 123
Select preferred vendors for classroom-based training	p. 123
Evaluate and select a preferred vendor for Web-based training	p. 124
Partnerships for professional development and licensing	p. 126
Local partnerships are often overlooked	p. 130
Putting policies into place	p. 133
Policy Question 1 Who will be included in the new Web-based training program?	p. 133
Policy Question 2 With Web-based training, users can train 24/7, so how much work time will be allocated to the employee for training?	p. 134
Policy Question 3 Who will be allowed to see the user data from the Web-based training?	p. 135
Transformational red tape	p. 136
Appendix Crafting a new support structure	p. 137
Strategy 1 Deskside coaching for faculty and staff	p. 137
Strategy 2 Computing first aid for students	p. 139
Strategy 3 Computing questions conference and chat	p. 140
Strategy 4 Study breaks for students	p. 141
Strategy 5 One-on-one new employee orientation	p. 141
Strategy 6 Staff workshops	p. 141
8. Turning Coal into Diamonds: Organizing Under Pressure	p. 143
The beginning	p. 143
History	p. 144
The best decision	p. 146
Making the wrong decisions for the right reasons	p. 146
The pressure mounts	p. 147
Pressure, pressure, and more pressure	p. 148
Check your ego and your turf at the door	p. 149
Building on what we already knew	p. 150
The first semester	p. 151
Moving on: Reorganizing to deliver	p. 152
Stability	p. 153
Refining the support model: The ah-hah moment	p. 153
Communication: The final frontier	p. 155
Moving on: Reorganizing to decide	p. 156
Getting buy-in: Just-in-time development	p. 156
Steering them home	p. 158
Conclusion: It's the process, not the product	p. 158
References	p. 159
IV Developing New Leadership
9. Organizing for Leadership: How University Libraries Can Meet the Leadership Challenge in Higher Education	p. 163
Introduction	p. 163
The leadership challenge	p. 164
The nature of leadership	p. 165
Success factors	p. 167
Mentoring	p. 168
Performance expectations and measures	p. 169
Compensation and rewards	p. 170
Professional development	p. 170
Diversity	p. 171
Organizational structure	p. 172
Proposals	p. 173
Recognize the need for leadership	p. 173
Create coherent institutional strategies	p. 174
Support and create leadership development institutes	p. 175
Move from operational to project-based work	p. 175
Think outside of the professional box	p. 176
Institutionalize leadership in professional education	p. 176
Conclusion	p. 178
References	p. 178
10. Rising to the Top: The Peculiar Leadership Challenges for the Successful Internal Candidate	p. 181
The institutional view	p. 181
The internal candidate's perspective	p. 182
Interim leadership: Challenges and opportunities	p. 185
The organizational view	p. 186
The successful internal candidate	p. 187
Campus partnerships and leadership	p. 188
References	p. 189
V Anticipating What's Next: Leadership for Digital Initiatives
11. Considering Leadership and the New Architecture for Digital Libraries	p. 193
The emerging digital library	p. 194
Digital library participants: Local and global	p. 195
Building standards for digital library development	p. 195
Funding the digital library	p. 196
The integrated digital library	p. 197
The scholars portal concept	p. 198
Evolution of the new digital library architecture: Current context	p. 199
Servicing the digital library	p. 201
Capturing campus collections and services	p. 203
Creating scholarly resources in the new digital library environment	p. 203
Space needs for digital library work	p. 203
Digital library development: An assessment	p. 204
Leadership challenges for the new digital library	p. 208
Next steps in the new digital library development	p. 209
References	p. 210
Index	p. 211
About the Frye Leadership Institute	p. 225
About the Contributors	p. 227

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