Shaking the Plum Tree

1
Shaking the Plum Tree

• The Public Library of Charlotte Mecklenburg
  County

Kathryn J. Deiss ACRL kdeiss_at_ala.org 2007
Photo by Sachama
2
Structure Comes from Culture

• We perceive and create things out of a set of
  assumptions about the way the world works
• It is difficult to see the new without fitting
  it into our perceptions and assumptions

3
How Most Organizational Structure Works

• Break work into chunks around function
• Divide people into groups dealing with that
  function
• Stratify functions into a working whole
• Control applied by administrators to ensure
  responsibility

4
Individual vs. Group

• Bias toward individual
• Detecting excellence
• Evaluating performance
• Rewarding performance
• Individualism marks our organizational cultures
  as much as it marks our society

5
Re-envisioning Structure

• Joining and clustering
• Creating natural responsibility
• Developing agility and readiness for change
• Supporting under instead of over the enterprise
• Learning as a way of being
• Understanding what results your customers will
  cherish

6
From The individual is the key to success To
Groups of individuals create success
Photo by Chris10Eyck
7
Good Reasons for Pyramids

• Pyramids and triangular structures enjoy
  stability
• Broad base supports a great deal
• Well-functioning pyramids can stand forever

8
But What Do You Need in 2010?

• Stasis or responsiveness?
• Control or flexibility?
• Certainty or support for risk?

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The Structure Scale
Rigid
Firm
Flexible
Loose
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What happens to aspirations in rigid structures?
Photo by Recursion See Recursion
11

• Towards organic structural design
• Test assumptions and perceptions
• Let choices flow from purpose
• Look for synergies
• Be creative!

Photo by Konaboy
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Competing Values Tension

• Habituated to our cultures
• Looking for new shape/structure
• Resulting tensions often a product of values
  conflicts underlying both the very structures we
  live in and the ones we are choosing to go to

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Flexibility
The Responsive Adhocracy
The Cooperative Team

• Participation
• Openness
• Consensus
• Shared Decision Making

• Innovation
• Change
• Growth
• Creativity

Internal Focus
External Focus
The Stable Hierarchy
The Rational Firm

• Documentation
• Measurement
• Control
• Information Management

• Goal Clarity
• Productivity
• Rational Analysis
• Action

Control
Robert Quinn
14
Bare structures suggest the shape to come
Photo by 1bluecanoe
15
New beginnings are delicate
Photo by Chris McToodles
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Clusters have impact!
Photo by Terry Bain
17
How can you create ad hoc groups to create the
new, engage specific customers, and develop new
capacities?
Photo by Overthemoon
18
What is the safety net for risk-taking?
Photo by joeysplanting
19
Service is a gift Giving is a powerful social
act What gifts do your customers want?
Photo by UncommonMuse
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• Cardamom
• Walnuts
• Dried plums

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What can a new structure give your customers?
Photo by Dell Stewart
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Playful surprises can be embedded in your
structure!
Photo by The Shifted Librarian
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Establish a point of view of abundance! What
resources, assets, and especially IDEAS do you
have?
Photo by B.Grayson
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Let leaders shine from all parts of the
organization
Photo by Firefleaz
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Create space for spontaneity and mystery
Photo by Karl Eschenbach
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Have fun!
Photo by Wee Little Gnome
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Thanks PLCMC! Keep in Touch kdeiss_at_ala.org