This document discusses strategies for transforming a traditional inward-facing library IT department into a more outward-facing unit. It outlines how library IT departments have taken on additional responsibilities like supporting public computers, classrooms, and makerspaces. However, shifting to a more user-centered approach requires changes like prioritizing interaction, flexibility, and collaboration over stable operations. The document advocates expanding IT staff roles and applying Kotter's change management model to address challenges like resistance and differing priorities. Case studies show change is difficult but necessary as libraries evolve and technology demands grow.

1. Turning the IT Dept.
Outward
Bohyun Kim
http://bohyunkim.net | @bohyunkim
Associate Director for Library Applications and Knowledge Systems,
Health Sciences and Human Services Library
University of Maryland, Baltimore
LITA Heads of IT Interest Group Meeting, ALA Midwinter Conference,
Boston, MA. Jan 10, 2016

2. Traditional Role of the IT Dept.
 Behind the scene
 Systems and applications
 Web development
 Hardware and Networking
 Desktop and other tech equipment/device
Support

3. Technology Offerings at a Library

4. Additional Work by the Library IT Dept.
 Public computes, scanners, photocopiers, etc.
 Technology-enabled classroom & meeting room
support
 Mobile device management for check-out
 Multimedia Lab
 Instructional technology
 Emerging technologies
 Makerspace; Maker programs

5. Technology Demand for the IT Dept.

6. Commonly Experienced Issues
The short-staffed IT Dept. is unable to handle all
requested projects satisfactorily.
Difficulty in communication OR different focuses
between IT dept. and Other depts.

7. Traditional IT Operation
 Not necessarily creative or exploratory, rarely
interfacing with patrons, relatively outside of
frequent collaboration with other depts.
 Not always user-centered / flexible /
collaborative.
 More focus on stable, secure, and proven
operation.

8. Two Strategies
 Add technology functions to a non-IT department
 Duplicated efforts, Communication/Priority issues
OR
 Expand the role of the IT dept.
 Change and uncertainty & How to transform an IT
dept. to be more flexible, user-oriented, and more
involved with front-facing projects and work.

9. ‘Outward-facing’ IT Dept.
: The New Role and Expectations
 More interaction with patrons and involvement in front-
facing projects.
 More creativity, flexibility, and proactive initiatives by the
IT staff
 Stronger focus on UX
 Work in partnership and collaboration with other depts.
 Broader understanding of the IT dept.’s work in the
context of what the purpose of a library is.
 Instruction for library patrons & Training for library staff
 Design and implement new programs & services

10. Turing the IT Dept. Outward
: At UMB HS/HSL
 Makerspace (3D printing & 3D scanning)
 Develop & conduct workshops, orientations, consultations
 User-focused classroom renovation with the new AV
system
 UX improvement based upon feedback, how-to guides,
training
 Pi-wall (R&D)
 Statistics dashboard (Proactive initiative)
 Poster printing service (Collaboration with other depts.)

11. Challenges
 Need for a broader perspective and different skill
sets for the staff
Interaction with patrons / Customer service
Focus on users & their needs & priorities
Instructional Skill (Teaching materials,
Assessment & Feedback)
Initiative, Creativity, Flexibility, Collaboration
 Shared vision & Changing expectations

12. Kotter’s 8 Steps
to Transform an Organization
1. Establish a Sense of Urgency
2. Form a Powerful Guiding Coalition
3. Create a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for and Creating for Short-term Wins
7. Consolidating Improvements and Producing Still More Change
8. Institutionalizing New Approaches
Source: John P. Kotter, “Leading organizational change: Why transformational efforts fail” (2007).
https://hbr.org/2007/01/leading-change-why-transformation-efforts-fail#

13. Kotter, John P. “Accelerate!”
Harvard Business Review,
November 2012.
https://hbr.org/2012/11/accelera
te.

14. The Reality of Change Management
: Far Messier
 Re-orienting the IT Dept. while libraries themselves are changing and
evolving.
 Example observations from the Univ. of Utah Library
 Persistent resistance to change
 “The disconnect between their belief of not being heard and the fact
that we made efforts to listen to them led us to speculate that the IT
employees were confusing ‘being listened to’ with ‘being agreed
with.’”
 Leadership
 Difficult conversations
Source: Catherine B. Soehner, “Leading Change in Libraries: A Case Study.” Library Leadership & Management 29,
no. 2 (January 20, 2015). https://journals.tdl.org/llm/index.php/llm/article/view/7095.

15. Making the Change Worthwhile
 Libraries are changing; Changes in the library IT Dept. is
only natural.
 We need to think ahead and advocate for the changes that
will best align the library IT Dept. with the changing role
of libraries.
 Qs for further research:
 What kind of role would an IT department be expected
to play as an outward-facing unit?
 How would a mandate to be outward-facing change the
traditional role of a library IT department?
 What would be the best way for the head of an IT
department to manage such a change?

16. Thank you!
@bohyunkim
http://bohyunkim.net
Slides at
http://www.slideshare.net/bohyunkim/tu
rning-the-it-dept-outward