The purpose of the paper is to provide a range of approaches to promoting innovative thought and action which can be applied in a variety of organizational contexts. It describes strategies adopted by one large academic library which sought to increase employee engagement and levels of innovation. Included is an overview of the background situation, a description of cultural change activities undertaken, information on recent development of a suite of practical innovation process tools, and reference to relevant literature.
RMIT University has developed a framework (leadRMIT) which seeks to strengthen leadership capability and confidence and lift the engagement and performance of staff to ensure the success of the University. In 2011 a Behavioural Capability Framework was introduced to create a shared understanding of the knowledge, skills, abilities, and attributes which are critical to the University. This framework identifies six behavioural clusters, of which ‘innovation’ is one. A significant number of Library staff have benefited from developmental opportunities offered under the leadRMIT programme. In addition the Library has run a tailored professional development programme for its leadership group. Specific purpose groups have also been used to build capacity and promote cultural change. These groups have included a New Professionals Group and an Innovative Librarians group. The library is also active in promoting involvement in professional associations,and more recently has sought to support innovation through the provision of a suite of practical tools and techniques which can be used by staff at all levels. These include idea generation and presentation techniques and more explicit decision making and feedback processes regarding innovative ideas.
Building an innovative culture is challenging in a large organization, but progress has been achieved. Sustaining effort over time, utilising a variety of approaches and developing positive sub-cultures among motivated staff have been found to be beneficial.
Julia Leong works in organizational and staff development at RMIT University Library. Previously she has worked extensively in information services in university libraries as a liaison librarian and a manager. In the context of seeking positive organizational responses to the demands of a changing environment, Julia is an advocate of the value of staff development and participative decision making.
Craig Anderson is currently University Librarian at RMIT University, one of Australia‘s largest universities. Prior to holding this position, he has been a CEO of a large independent public library network, and worked in support and sales with an IT vendor. Craig has been President, Australian Library and Information Association and Board Chair of CAVAL, Australia‘s largest library cooperative.
#P433 #iatul2012 RMIT uni library has “New Professionals Group” & “Innovative Librarians group”; documents staff profiles using a framework
— Ivan Chew (@ramblinglib) June 7, 2012
#P433 #iatul2012 Craig Anderson (Uni Librarian RMIT) suggests there’s inverse relationship bet staff age & propensity for risks
— Ivan Chew (@ramblinglib) June 7, 2012
#p433 #iatul2012 interesting idea – cross unit experience system – managed exchanges between units.
— Phoebe Lim Choon Lan (@PhoebeLimCL) June 7, 2012
#P433 #iatul2012 slide showing RMIT uni library staff age profile twitter.com/ramblinglib/st…
— Ivan Chew (@ramblinglib) June 7, 2012
#P433 #iatul2012 Fostering innovation through cultural change blogs.ntu.edu.sg/iatul2012/arch… twitter.com/ramblinglib/st…
— Ivan Chew (@ramblinglib) June 7, 2012
Courses offered at RMIT University – from dry cleaning to rocket science (literally!) #iatul2012 #P433
— IATUL 2012 (@iatul2012) June 7, 2012
#p433 #iatul2012 new and old buildings for RMIT university. lockerz.com/s/214982649
— Phoebe Lim Choon Lan (@PhoebeLimCL) June 7, 2012