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Yale University Library Summary of SQIC Public Session: June 16, 2004
"Selection to Acquisitions SQI analysis: summary of learning and creativity tricks/tips"The FROG (Functional Redesign Operations Group) initiative: primarily addressing the process of SQI as opposed to the content of the improvements.The official FROG documents are found at http://www.library.yale.edu/~bturner/frog Sue Roberts presented a brief introduction, and the follow-up conversation highlighted the following lessons learned: The importance of a well trained and organized project manager. There is a good deal of administration involved in maintaining good communication, staying within timelines, and addressing unexpected problem scenarios. The value of the Steering Committee for obtaining a global vision of possible best practices, for embodying cross-functional organizational support and resource allocation, and for providing the focus on manageable tasks necessary when too many good ideas are presented. One question was: The SC can be quite cumbersome: how can we achieve the same level of support on smaller scale? The importance of a consultant for focusing on the method, both the process and group dynamics; for maintaining an awareness of the group structure and focus, and for providing helpful outside eyes to clarify assumptions. The importance of the careful, thoughtful design of solutions, and the focus on specific, concrete, finite tasks. The importance of consultants who teach HOW to work, but not what to do. The importance of a written record ("deliverables") of the analysis, design, and implementation processes (the last includes detailed minutes of group decisions).
The key elements the FROG members emphasized were: The exciting cross-functional and non-hierarchical nature of the work. The value of having significant decisions made by the actual workers, with input from vested stakeholders and administrators at appropriate times for validation and additional information. The high level of communication that resulted and continues from this initiative. The rigorous planning for implementation, particularly the analysis of current operations that was required. The need to concentrate on finite tasks rather than global or open-ended efforts. The importance of establishing the no-fault community that results from having the time to develop respectful relationships. The amount of feedback required for inclusion and infusion of this project into the larger community. This included regular communication with multiple groups of stakeholders and outside members of the organization, focusing on both the status of the project and actual deliverables. The identification of the major barrier to success: adequate levels of administrative support from throughout the organization, in terms of release time. In planning, expect radical success, and be prepared to deal with unintended consequences of changing workflows and cultures.
NOTE - After the presentation, FROG members noted that it was important that participants respect the consultants, and this might be hard to do if the "consultants" were internal. They observed that putting money behind consultants and a process gives both status; their neutrality gains them trust and respect. Using internal consultants is more likely to work best in a non-hierarchical environment , where people respect their peers and where peers are acknowledged as leaders, than in a hierarchical organization. If it is clear that managers respect and trust these consultants and their teams to work independently to solve problems, it will be easier to create a "no-fault", trusting environment.
Moderator information:
Susanne Roberts
Tel: 203-432-1762
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2004 Yale University Library. |
