Project Aims
At the outset our aims were to:
Deliver one of the key targets in the Annual Business Plan ie to work through the ILfA framework and put it into action
Participate in the proces to see how we could use ILfA to work towards making HALS a learning organisation
Use ILfA champions within HALS to encourage and inspire whole staff to paricipate in the learning and the actions resulting from it
Audit HALS against the ILfA framework, creating an action plan for change and improvement
We thought the programme might benefit us by
Providing a clearer focus on how to deliver ILfA
Using professional expertise to give external input
Networking with other organisations
Process
Heritage Services Manager selected a diagonal slice team of 5 people (Heritage Services Manager, County Local Studies Librarian, Archivist, Service Manager, Archive Library Assistant). Of these, the first 3 formed a core team to attend regional meetings.
Diagonal slice team met 4 times over a period of 6 months. The Pyramid Game was used to look at learning priorities.
All staff took part in 4 'random' slice teams, each of which discussed one of the 4 'P's in the ILfA audit, and came up with 4 priorities.
Feedback from each team was given to a full staff meeting, and common priorities agreed.
Results of the audit were used to inform the planning process for the annual Business Plan (2006-07)
Consultant was used at HALS to deliver 2 half-day workshops looking at change, attended by all staff.
Outcomes
Organisational learning, changes/improvements in policies and programmes
Change in perception from HALS as a knowledge/information point to a realisation that learning is at the centre of all that we do.
Growth in awareness that users (and staff) are on a learning journey
Using external facilitators has empowered staff and given them a voice
Peer leadership of 'random' slice groups will be used in the future as an effective consultation tool
Individual learning
Better understanding of change process, including need for everyone to have time to talk through the issues and feel listened to
Increased sense of confidence and empowerment (leading to 3 staff applying for new jobs!)
Value in thinking about what we are doing and why we are doing it, rather than just doing!
Less sceptical, and more open to new ideas and initiatives
Diagonal slice and core teams
Diagonal slice teams proved a revolutionary tool for breaking down barriers and increasing participation
Invented the 'random slice'. Organised staff into diagonal slice groups to carry out own audit - but failed due to timetable constraints. Instead 'random' groups met, depending on who was available at a particular time. This worked well - and ensured a real mix - benefit to be gained from groups being different every time.
Working with other organisations as part of a learning network
Effective input into Hertfordshire Libraries 'Libraries for the 21st Century' - included a presentation on change to the library management group, and introduced idea of diagonal slice for consultation process.
Future plans
Core diagonal slice team will continue to meet every 9 weeks
'Random slice' groups wil be used to consult on issues which affect everyone (eg use of office spaces). Staff will be encouraged to share issues for discussion with the core team.
Pyramid game will be used as a tool to identify and discuss priorities
Audit will be revisited annually, using random slice teams, and used to feed into the Business Plan
External facilitators may be used for controversial issues
Other
We felt that the external structure imposed by being part of the project was crucial to its success. Without that we felt we would not have had a clear sense of direction. Our advice to another organisation would be
Get in touch with MLA East for advice
Set a timetable and deadlines (else it won't happen!)
Use an organisation that has already been through the process as a buddy/mentor
Write everything down
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