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Writer's picturePrince Sharma

How Did Organizational Development Interventions Sustain Change at RMIT University Library?

Sustaining change is a critical challenge for organizations, especially in dynamic environments like higher education. RMIT University Library in Melbourne, Australia, faced significant changes driven by broader educational shifts and technological advancements. Over the last five years, the library has implemented a series of organizational development (OD) interventions aimed at increasing and sustaining employee engagement and levels of innovation.

Background and Initial Challenges

RMIT University, with over 75,000 students, including 16,000 studying offshore or with partner institutions, operates in a rapidly changing educational landscape. Government initiatives, a shift to a demand-driven system, and funding constraints necessitated greater innovation in education processes and enhanced leadership capacity.

Technological changes in the information industry also influenced the library’s role. Traditional services like book loans saw a steady decline, despite a 33% increase in student numbers from 2000 to 2010. This shift required the library staff to adapt to new patterns of use, meet evolving user expectations, and envision and implement new service approaches. However, an organization-wide climate survey indicated that staff engagement levels were below desirable levels.

Initial OD Interventions

The RMIT University Library adopted a multifaceted approach to address these challenges, focusing on four primary interventions:

  1. Leadership Development: As part of the broader leadRMIT program, the library identified a leadership group of 18-20 staff members. This group analyzed the library’s culture, identified desirable changes, and participated in leadership development activities, including courses with expert facilitators. Managers received insights into leadership skills and emotional competencies, supporting their ability to engage staff effectively.

  2. Specific Purpose Working Groups: These groups were formed to address particular issues and encourage innovative approaches. For example, the New Professionals Group aimed to embed a positive organizational culture and develop the capabilities of less-experienced professionals to act as change agents. Another group, the Innovative Librarians or “Innovatives,” explored new technologies and communicated these to staff, making recommendations for their use.

  3. Cross-Unit Work Experiences (CUEs): Implemented to combat the “silo effect,” the CUE program provided opportunities for staff to gain experience in different library areas. This program included short-term training, shadowing assignments, longer-term opportunities for multiskilling, and full-time immersion experiences, promoting workforce flexibility and cooperation.

  4. Involvement in Professional Associations: The university librarian encouraged staff to participate in professional activities, including attending conferences, writing articles, and undertaking study tours. This involvement aimed to foster innovative activity and professional development.

Sustaining Change

To sustain the change efforts, RMIT University Library implemented additional interventions based on an informal midterm assessment. These included:

  1. Adopting a Common Innovation Process Model: Inspired by processes developed by IDEO and other benchmarks, the library established a model labeled “generate, develop, and deploy.” This common language facilitated skill development in support of innovation.

  2. Practical Team Effectiveness Techniques: Workshops and team management profiles helped staff understand team dynamics and individual work preferences. These activities increased trust, opened up new ways of thinking about work, and laid the foundation for improved innovation levels.

  3. Ongoing Evaluation and Adaptation: The library conducted management skills audits and evaluated the impact of the CUE program and specific purpose groups. These assessments indicated significant progress in manager confidence and the positive impact of cross-unit projects.

Conclusion

The sustained change at RMIT University Library demonstrates the importance of comprehensive and ongoing OD interventions. By focusing on leadership development, cross-unit collaboration, and fostering a culture of innovation, the library successfully navigated the challenges posed by a changing educational and technological environment.

Organizational Development Services

At OrgEvo Consulting, we specialize in sustaining organizational change through strategic interventions and continuous evaluation. Our services include leadership development, cross-unit collaboration programs, and fostering innovation in organizations. Contact us to learn how we can support your organization in achieving and sustaining its strategic goals.

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