Assignment X: Innovation in Libraries

In the Hyperlinked Library Model module, the themes of innovation and internal challenges in libraries stood out to me the most because it reminded me about the internal challenges occurring at work between part-time workers and administration. My employer does not allow part-time staff to help with programming, run the reference desk, or do anything beyond the responsibilities of their position as a library associate, which is focused on providing customer service to patrons. Recently, many part-time workers have been wanting management to allow more flexibility in their roles as library associates by allowing them to do programming and reference shifts. However, management refuses to allow part-staff to take on more complex roles because that would change the way the library operates. In the lecture by Stephens (n.d.), he describes this as the “”We’ve always done it this way” mindset” which refers to how library staff react to new changes in a library’s operations and procedures. Denning (2025) states that this mindset can be detrimental to a library’s growth, asserting that continuous innovation and growth in libraries requires “the shift in the role of managers from controllers to enablers, the shift in coordinating work from bureaucracy and counting outputs to Agile approaches to coordination and assessing outcomes, the shift in values from efficiency to continuous improvement, and the shift in communications from top-down command-and-control to horizontal conversations” (Denning, 2025). Rather than focusing on control, management should be focused on working with all staff to create a positive workplace culture. Schmidt (2014) asserts that “when we are closed off to concepts without examining them fully, or without exploring the frameworks in which they exist, we are unlikely truly to innovate or create radically meaningful experiences” (p.22). Managers should create an environment that fosters learning and growth because that leads to new innovations. As Booth (2013) asserts, strict rules from management can weaken a library because management is essentially “[blocking] movement towards beneficial changes in culture” (p.1).       

According to Stephens (2019), “growing our libraries…[means] nurturing the employees we have, letting them shine in their positions, and highlighting their talents (even if those talents are not in their job description)” (p. 60). This idea can be best understood by examining the changes in procedures and services at my former library that occurred because part-time employees were allowed some flexibility in their job roles. My former employer allowed part-time employees to take on additional responsibilities in their positions as library aides by introducing job shadow programs, assigning part-time employees to the reference desk, and allowing employees to aid and run programs alongside full-time staff. These changes resulted in updates to the library’s procedures as administrators and full-time staff were seeing new ways in which part-time staff handled problems and obstacles they faced during their shifts. One rule that was amended is that all customers had to add money to their printing account at the circulation desk, on the first floor, prior to printing out their documents at the reference desk on the second floor. Normally, when patrons forgot to follow this rule, staff would send them downstairs to add funds. However, part-time staff on desk would be lenient and release prints for patrons before sending them downstairs to pay. When administrators found out, part-time staff disclosed the fact that patrons did not like the rule because they felt like the library did not trust them to pay for their prints. Management then changed the rule to allow staff to release prints and send people to pay at the front desk if a patron forgets to add funds before going to print. This is an example examining an archaic rule and amending them to improve library services (Stephens, n.d.). This incident demonstrates how flexibility, learning, and unity, can lead to growth and innovations in libraries.

References

Booth, M. (2013). People and UTS library. 1-9. chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://287.hyperlib.sjsu.edu/wp-content/uploads/2014/06/Booth_PeopleUTSLibrary.pdf

Denning, S. (2015). Do we need libraries. Forbes. https://www.forbes.com/sites/stevedenning/2015/04/28/do-we-need-libraries/?utm_campaign=ForbesTech&utm_source=TWITTER&utm_medium=social&utm_channel=Technology&linkId=13831539

Schmidt, A. (2014). Exploring context. Library Journal. chromeextension://efaidnbmnnnibpcajpcglclefindmkaj/https://287.hyperlib.sjsu.edu/wp-content/uploads/2018/08/UX-Exploring_context.pdf

Stephens, M. (n.d.). Hyperlinked libraries [recorded lecture]. Canvas. https://sjsu-ischool.hosted.panopto.com/Panopto/Pages/Viewer.aspx?id=3eacdb23-84fd-49e5-9975-aef3014b3ed2 

Stephens, M. (2019). Wholehearted librarianship: Finding hope, inspiration, and balance. ALA Editions.