This document discusses the political contexts that libraries operate within and how politics can influence decision-making and the organizational environment of libraries. It provides scenarios of different political systems (e.g. feudalism, fascism, democracy) and their impacts. It also discusses how librarians can be leaders and deal with politics by focusing on goals, influencing others constructively, and maintaining integrity. Key recommendations include concentrating on areas of control, being a model employee, and focusing on serving library users.

1. by Fe Angela M. Verzosa Presented at the Summer Conference on “Revitalizing the Librarian’s Values Towards Transformation: Leveling up Librarians Empowerment for Effective Library Management” sponsored by Cagayan And Kalinga Apayao (CaAKAp) Librarians Association Inc., Bulwagang Teodulfo Domingo, University of Saint Louis Tuguegarao, Tuguegarao City, May 19-21, 2010. Politics in the Library and Librarians as Politicians

4. Scenario 1 FEUDALISM You have two library support staff and 30,000 books. Your lord takes some of the clerical time, and occasionally helps himself to some of the books. In return, your lord provides protection from invasion, and a sack of grain each winter.

5. Scenario 2 FASCISM You have as yet no library support staff and 30,000 books. The Library Board dictates what you should do, hires the staff for you to supervise, and yet demands that you also do clerical time, and charges you for book losses.

6. Scenario 3 Pure Communism You have 2 library support staff and 30,000 books. Your library users help you supervise them, and you with your staff all share the clerical time and book access (also losses).

7. Scenario 4 Russian Communism You have 2 library support staff and 30,000 books. The Library Board reallocates all the clerical time, and then determines how you will administer the library without them.

8. Scenario 5 Martial Law /Dictatorship You have 2 library support staff and 30,000 books. The Library Board approves everything you submit and watches everything you do, and when things go wrong, they shoot you.

9. Scenario 6 SINGAPOREAN DEMOCRACY You have 2 library support staff and 30,000 books. The library administrator fines you for having scrap paper on your desk.

10. Scenario 7 PURE DEMOCRACY You have 2 library support staff and 30,000 books. Your library users decide how clerical time will be used, and determines library policy.

11. Scenario 8 CAPITALISM You have 2 library support staff and 30,000 books. You open a bookshop and start selling the most popular of the library's books, and use the profits to hire another library assistant through your brother-in-law's employment agency.

12. Scenario 9 ANARCHY You have 2 library support staff and 30,000 books. Either you allow the library users to help themselves to the books, or they will try to kill you and take the books anyway

13. Scenario 10 Bureaucracy You have 2 library support staff and 30,000 books. At first the library administrator regulates what you can do in the library. After that, he closes the library and redistributes the books to other libraries. Then he requires you to fill out forms accounting for the drop in circulation.

16. Changes in the organizational domain Changes in physical facilities Introduction of major automation Introduction of revenue- generating activities

17. Changes in the organizational domain Changes in relationships with other community entities Internal organizational changes

20. "There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial". Warren Bennis

21. A leader is "a person who influences a group of people towards the achievement of a goal ".

23. "Leaders manage and managers lead, but the two activities are not synonymous…. Management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage". Bernard Bass

26. Key Leadership Types Reputational effectiveness Organizational change Leader activity Energizer Professional involvement Dimension Sustainer Politician Retiree

32. How to deal with Library Politics Concentrate on what you have control over. While it may seem as though you do not have much power, chances are you have the power you need to effect change and improve the lives of others and your own. Be your ideal employee. If you value and respect punctuality, be punctual. If you value and respect organizational skills, then work toward improving your skills in this area.

33. How to deal with Library Politics Don't join the dark side. You may be forced to have contact with people who are skilled at being nasty. They have developed these behaviors over time and have developed them to a high degree. It is proper and just to state that such behavior is unacceptable: quite often these difficult people have never had their behaviors challenged. Whatever you do, don't replicate these actions-you won't be as skillful and doing so will affect you in deep ways.

34. How to deal with Library Politics Look for signs that you are doing well. You will be rewarded, often in small ways, for your strength in the midst of adversity. These gifts may be a small show of support or an offered opportunity. Accept and relish these gifts graciously as signs that you are proceeding well in often difficult circumstances.

36. “ The mission of the Library should mirror the mission of the institution and everything we do should further it. Libraries provide support, but also leadership in a number of areas. Conflicts arise in roles and in the competition for limited funding. But when these conflicts arise, one needs to step back and think about what is really in the best interest of the institution. The "big picture" and what is really important can put things in perspective.” Other views on Library Politics

37. “ We need to take the long view of our work, as difficult as that can be to do sometimes. And there are clearly issues where making a stand and holding to it are important. It all seems to come down to judgments and how they fit into where the organization needs to be and how to most effectively develop the path. But the path is not always a straight line. So timing and reassessment are critical to this process .” Other views on Library Politics

38. “ Politics is not just about power; politics is about the improvement of people's lives. The core of what we do is to improve the lives of our patrons. Regardless of the personalities, the bureaucracy, and traditions of inefficiency, we are not about ourselves; we are about the services we provide .” Other views on Library Politics

39. Thank you for listening! You can get in touch with me at my email address – fe.verzosa@dlsu.edu.ph – and at our PAARL @Facebook– http://www.facebook.com/group.php?gid=62984064607&ref=nf