Managing cultural change in public libraries

 i Managing Cultural Change in Public Libraries Managing Cultural Change in Public Libraries argues that changes to library Strategies and Systems can lead to transformations in library Structures that can, in turn, shape and determine Organisational Culture Drawing on Management theories, as well as the ideas of Marx and Maslow, the authors present an ambitious Analytical Framework that can be used to better understand, support and enable cultural change in public libraries The volume argues for radical  –​but sustainable  –​transformations in public libraries that require significant changes to Strategies, Structures, Systems and, most importantly, Organisational Culture These changes will enable Traditional Libraries to reach out beyond their current active patrons to engage with new customer groups and will also enable Traditional Libraries to evolve into Community-​Led Libraries, and Community-​Led Libraries to become Needs-​Based Libraries Public libraries must be meaningful and relevant to the communities they serve For this to happen, the authors argue, all sections of the local community must be actively involved in the planning, design, delivery and evaluation of library services This book demonstrates how to make these changes happen, acting as a blueprint and road map for organisational change and putting ideas into action through a series of case studies Managing Cultural Change in Public Libraries will be of particular interest to academics and advanced students engaged in the study of library and information science It should also be essential reading for practitioners and policymakers and all those who believe that communities should be involved and engaged in the planning, design, delivery and evaluation of library services John Pateman has worked in public libraries for 40  years in a number of different roles, ranging from library assistant to chief librarian He was chief librarian of three library systems in the UK: Hackney, a diverse inner London borough; Merton, a multicultural London suburb; and Lincolnshire, a large rural county John is currently Chief Librarian and Chief Executive Officer at Thunder Bay Public Library in Ontario, Canada He is a fellow of the Chartered Institute of Library and Information Professionals, and he received the National Culture Award from the Cuban government for his work in support of Cuban libraries Joe Pateman is a PhD candidate studying politics at the University of Nottingham, UK, with a specific interest in the disciplines of Marxist political theory and International Political Economy Joe has written several essays from the Marxist perspective, on topics such as globalisation, inequality, poverty, international relations, political strategy, racism, hegemony and public libraries in the Soviet Union His interest is in how libraries can provide democratic public space in an increasingly commercialised world He is a member of the editorial board of Information for Social Change ii Routledge Studies in Library and Information Science Information Worlds Behavior, Technology, and Social Context in the Age of the Internet Paul T. Jaeger and Gary Burnett E-​Journals Access and Management John Wayne The Challenges to Library Learning Solutions for Libraries Bruce E. Massis Perspectives on Information Magnus Ramage and David Chapman Traditions of Systems Theory Major Figures and Contemporary Developments Darrell Arnold Libraries, Literatures, and Archives Sas Mays Digital Scholarship Marta Mestrovic Deyrup Managing Cultural Change in Public Libraries Marx, Maslow and Management John Pateman and Joe Pateman www.routledge.com/​Routledge-​Studies-​in-​Library-​and-​Information-​Science/​ book-​series/​RSLIS  iii Managing Cultural Change in Public Libraries Marx, Maslow and Management John Pateman and Joe Pateman iv First published 2019 by Routledge Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge 711 Third Avenue, New York, NY 10017 Routledge is an imprint of the Taylor & Francis Group, an informa business © 2019 John Pateman and Joe Pateman The right of John Pateman and Joe Pateman to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988 All rights reserved No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers Trademark notice: Product or corporate names may be trademarks or registered trademarks and are used only for identification and explanation without intent to infringe British Library Cataloguing-​in-​Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-​in-​Publication Data A catalogue record has been requested for this book ISBN: 978-​1-​138-​70539-​5  (hbk) ISBN: 978-​1-​315-​20219-​8  (ebk) Typeset in Times New Roman by Out of House Publishing  v This book is dedicated to the memory of Karl Marx (1818–​1883) on the bicentennial of his birth His ideas inspired and motivated us to write this book ‘The philosophers have only interpreted the world, in various ways The point, however, is to change it’ –​Karl Marx, Eleven Theses on Feuerbach vi  vii Contents Foreword by Ken Williment  Foreword by John Vincent  Preface  Acknowledgements  Introduction  viii x xiii xv Analytical Framework  43 The Traditional Library  86 The Community-​Led Library  115 The Needs-​Based Library  142 Conclusions and ways forward  170 Appendix 1  Index  193 198 viii Foreword by Ken Williment Halifax Public Library, Nova Scotia, Canada, willimk@halifax.ca This afternoon driving to work, my ten-​year-​old daughter asked me a very insightful question She asked, ‘Daddy is there more rich people or poor people?’ I  indicated it depends on the context, but globally there are many more people living in poverty than there are rich people Unfortunately, reality portrayed in popular media or the lived experience of a young child and her worldview does not accurately reflect the social conditions of the vast majority of people’s lives While extreme wealth is constantly celebrated, we are quite ironically once again living in a period of time that Dickens referred to as ‘it was the best of times; it was the worst of times.’ A few are leading the good life, while the vast majority of people, on a daily basis, experience a tremendous amount of pressure trying to make ends meet For over a century, Marxist thought has permeated political and social discourse Proponents and opponents alike can attest to the impact that this powerful theoretical framework can have when put into action Meanwhile, for almost three quarters of a century, Maslow’s theories have dominated psychology and sociology The ‘hierarchy of needs’ established the basic fundamental needs that must be addressed before individuals and thus communities can flourish By placing these theoretical concepts together and applying managerial concepts to influence cultural change in libraries, Pateman is once again pushing boundaries in the library field Over the past 20 years some public libraries across Canada and the UK have taken the position that the best way to truly understand communities and individual needs is to step outside of the library and begin building relationships with people in the greatest need of information services –​people in the community currently not using libraries This has been a long and hard struggle to have people understand that only by building trusting, sustained and lasting relationships can library staff begin to hear about and truly understand the complex needs of communities Only once these needs are heard and understood can libraries begin to respond Social change is difficult There are many vested interests in keeping Structures and Systems operating in homeostasis However, Needs-​Based and Community-​Led Library service development offers library staff with real hardened and tested tools which provide them with non prescriptive and  ix Foreword ix community-​dependent approaches to implementing social change This is real praxis These approaches were not developed by armchair academics and insular ‘professional’ discourse but were instead guided by public library staff listening to the needs of underserved community members Community-​based library practitioners are the best way forward for library service development Library trends come and go over time, but the one thing that remains constant in public libraries is people By consciously focusing on assisting people trying to address the social conditions influencing their lives, libraries move from being a ‘neutral’ space to one which makes real social change and minimises the impact of social inequality It is our hope that the next generation does not also have to live through the best and worst of times 190 190  Conclusions and ways forward using the library if a better offer comes along These lapsed users can easily be reached because they are all already library members The second group to engage are those refusing non patrons who prefer to get their needs met elsewhere These passive users not think that the library offers them any value The third, and largest group, are those unexplored non patrons who not use the library at all These non users not see the library as being relevant to their lives These potential users can be reached by identifying the key factors which should be raised above or reduced below those of the competition; and also by understanding which factors should be eliminated or created Step five: adopt a new strategy, test it and go for it! The fifth and final step is to decide which strategy you are going to adopt and to test this out within a controlled environment For example, a Traditional Library may decide to reinvent itself as a Community Hub in order to move out of a bloody red ocean of competition and develop a new blue ocean of uncontested market space This would be a new direction for the Traditional Library, and such a move would have to be planned with great care The major stakeholders in particular –​including managers, staff, board and patrons –​ would have to understand why this move is being made and what the outcomes and benefits might be Partnership working is critical to the success of a Community Hub, and so the library would need to test this model by inviting a range of community partners to share library space Some valuable lessons can be learned from these experiences, which can be used to inform the development of the Community Hub For example, how are the partners selected? These partners should be consistent with the purpose, values and vision of the library, and not just partners of convenience In addition, all of the practicalities of partnership working will need to be worked out in advance For example, how will the space be shared and how will the staff of the library relate to the staff in the partner organisations? It is likely that a lease and operating agreement will need to be signed, and changes will be necessary to the Strategies, Structures, Systems and Culture of both the library and its partners in order to make the Community Hub successful and sustainable But the main test of these new arrangements, in terms of creating a new blue ocean, will be how the Community Hub offers significant value innovation to existing and potential library patrons This can be demonstrated, for example, through synergy, performance and investment Concluding thoughts This book is based on up-​to-​date, evidence-​based research on public libraries and organisational change This text can be used by library managers and leaders, policy makers and educators who are interested in changing the culture of public libraries Real-​life examples, from six case study libraries,  191 Conclusions and ways forward 191 are provided to ground the theory in current practice In addition, an extensive and in-​depth examination of what public libraries were historically and how their role has stayed essentially the same, or changed more recently, is provided Examples of practical attempts to shift organisational culture are described The previous literature on the role of the library was synthesised with Marx, Maslow and Management to illustrate how public libraries in the 21st century are positioned on the Traditional  –​Community-​Led  –​Needs-​ Based spectrum Developing a Needs-​Based Library is critical to the very future of the public library If public libraries cannot demonstrate –​with evidence –​their relevance to local communities, then they can seem out-​of-​date anachronisms which can no longer justify their existence It is easy for politicians and decision makers to construct an economic argument which proves that it would be cheaper to replace the public library by buying every citizen their own Kindle or iPad And in this age of public sector prudence and austerity budgeting, public libraries can appear as attractive low-​hanging fruit for those who seek to trim municipal budgets We have seen this become a reality in the UK since the 2008 recession and the 2010 general election which gave the mandate to a government that was ideologically driven to reduce the size of the public sector in the name of austerity Over 800 public libraries have been closed or transferred to the voluntary sector with the loss of over 10,000 library worker jobs since 2010 The membership of CILIP (Chartered Institute of Library and Information Professionals) has fallen from 25,000 to 12,500 While Managing cultural change in public libraries is mostly based on examples from the UK and Canada, this unique Framework to analyse the organisational culture of public libraries is also adaptable and undoubtedly has wider appeal This book is based on transferrable research, and the Framework could be modified and applied to evaluate Strategies, Structures, Systems and Cultures in other contexts The three-​level Framework is a significant tool for evaluating public libraries and can be used in a variety of settings We hope that this book provokes thought and discussion within the public library world and that, as a result, we no longer simply understand and interpret that world but also seek to change it References Adult Education Committee (1919) Libraries and museums (Command Paper 321) London: Ministry of Reconstruction Collins, J (2001) Good to great: why some companies make the leap and others don’t London: Harper Business Geiger, A (2017) Millennials are the most likely generation of Americans to use public libraries Washington, DC: Pew Research Center Gladwell, M (2007) Blink: the power of thinking without thinking Boston, MA: Back Bay Books 192 192  Conclusions and ways forward Honore, C (2004) In praise of slow: how a worldwide movement is challenging the cult of speed London: Orion Books Kenyon, F.G (1927) Board of education: public libraries committee report (Command Paper 2868) London: H.M Stationery Office Kim, W and Mauborgne, R (2005) Blue ocean strategy:  how to create uncontested market space and make the competition irrelevant Boston, MA: Harvard Business School Press Kim, W and Mauborgne, R (2017) Blue ocean shift:  beyond competing New  York: Hachette Books Marx, K and Engels, F (1975–​2004) Collected works London: Lawrence & Wishart Maslow, A (1971) The farther reaches of human development New  York:  Viking Penguin Maslow, A (1998) Maslow on Management Hoboken, NJ: Wiley McColvin, L (1942) The public library system of Great Britain London:  Library Association Muddiman, D, Durrani, S, Dutch, M, Linley, R, Pateman, J and Vincent, J (2000) Open to all? The public library and social exclusion London: Resource: The Council for Museums, Archives and Libraries Pateman, J (2003c) Developing a needs based library service (Lifelines in Adult Learning, No 13) Leicester: NIACE Pateman, J and Vincent, J (2010) Public libraries and social justice Farnham: Ashgate Pateman, J and Williment, K (2013) Developing community led public libraries: evidence from the UK and Canada Farnham: Ashgate Pink, D (2009) Drive:  the surprising truth about what motivates us New  York: Riverhead Books Rath, T and Conchie, B (2009) Strengths based leadership: great leaders, teams, and why people follow New York: Gallup Press Roberts, S.C (1959) The structure of the public library service in England and Wales (Command Paper 660) London: Ministry of Education Tip, B.P (2013) Looptail:  how one company changed the world by reinventing its business New York: Business Plus Working Together (2008) Community-​ led libraries toolkit Vancouver:  Human Resources and Skills Development Canada  193 Appendix I have been contracted by Routledge to write a book on Managing Cultural Change in Public Libraries A  core part of this book will be an Analytical Framework which public libraries can use to assess their organisational culture, which I define as ‘the way we things around here.’ The Analytical Framework is based on a spectrum with Traditional Libraries at one end, Community-​Led Libraries somewhere in the middle and Needs-​Based Libraries at the other end The Analytical Framework is designed to help evaluate where your library is on that spectrum In order to test the validity and usefulness of this Analytical Framework, I need some willing volunteers The process is simple and not too time consuming, but it does require a large degree of reflection, insight and honesty All replies will be anonymised and used with the strictest confidence What I would like you to do is: See TABLE  which outlines the key characteristics of Traditional, Community-​ Led and Needs-​ Based Libraries, as defined by their Strategies, Structures, Systems and Culture See TABLE 2 which gives a fuller description of the Traditional Library, and complete any of the sections which describe your Library See TABLE  which gives a fuller description of the Community-​Led Library, and complete any of the sections which describe your Library See TABLE 4 which gives a fuller description of the Needs-​Based Library, and complete any of the sections which describe your Library It is likely that most public libraries have a mixture of characteristics from all three models –​in other words, our libraries will have aspects of the Traditional, Community-​Led and Needs-​Based Library This tool is designed to analyse the balance of these influences as a basis for insight and, if required, intervention and change I welcome your participation in this project for individual and collective benefit I  also welcome your comments on the Analytical Framework and how it could be improved 194 194  Appendix TABLE 1 Traditional Community-Led Needs-Based Strategy Active users Assumed needs Potential users Assessed needs Non Users Greatest needs Structure Staff Hierarchy Silos Matrix Teams Holacracy Circles Structure Services Passive, reactive Buildings, desks Participative, empowerment Roving, outreach Leadership Partnerships, community development Systems Disabling Rules Enabling Framework Empowering Constitution Culture Social control Status quo Social inclusion Evolution Social change Transformation TABLE 2 –​Traditional Library The Strategy is focused on the needs of Active Library Users These ‘dominant readers’ are predominantly white, middle class, female and over 55 The needs of these users are assumed because they reflect the needs and values of library staff The Staff Structure is a bureaucracy in which power is distributed according to position within the hierarchy Staff are organised in rigid vertical silos or departments Communication within the organisation is also vertical Leadership is position based, with most of the control and resources concentrated at the top of the hierarchy Staff have little sense of purpose, autonomy or mastery Each person has exactly one job description That description is often imprecise, outdated and irrelevant to their day-​to-​day work In Traditional Libraries managers loosely delegate authority, but ultimately, their decisions always trump those they manage, and everybody knows it Any initiative outside the norm typically requires the bosses’ approval, explicitly or implicitly In Traditional Libraries, the organisation chart gets revamped every few years These cyclical ‘reorganisations’ are an attempt to keep up with the changing environment, but since they only occur every three to five years, they are almost always out of date The Service Structure is highly traditional and focused on collections and buildings Services are divided into Children’s, Adult and Reference, with staff being scheduled and operating from separate desks The buildings were located for historical reasons and are organised into spaces with defined single-​use functions Services are provider-​led, and community engagement is at the passive (local residents and organisations are informed of issues by the library) and reactive levels (local residents and organisations provide input into the priorities and resource use of the library) Commentary  195 Appendix 1 195 TABLE 2 –​Traditional Library Commentary The Systems are disabling with a strong focus on rules and regulations which are designed to exclude For example, library layouts and signage which only make sense to staff and active users (the included) and punitive fines and fees which are a barrier to those on low incomes The Culture maintains the status quo, and the public library is an agency of social control Services are offered on a one-​model-​fits-​ all, take-​it-​or-​leave-​it basis The strengths (capacity and talents) of library workers are not fully used to meet the needs of the local community The motto is ‘If it is not broken, then it does not need fixing.’ Things are done a certain way because ‘that’s how we’ve always done it,’ and these implicit rules are hard to change Often no one knows why these rules exist, who decided them or who can change them This makes distributing authority almost impossible, because there is no way to ensure that everyone is following the same set of rules TABLE 3 –​ Community-​Led Library The Strategy is focused on the needs of current (active) and potential (passive) users The needs of these users are not assumed but assessed, via a range of tools including community profiling and community-​asset mapping The Staff Structure is a matrix in which power is distributed and shared throughout the organisation Staff are grouped into teams and communication is both vertical and horizontal Position descriptions are loosely prescribed, and staff have a good sense of purpose, autonomy and mastery Leadership is team based, with control and resources devolved to a tactical level The Service Structure is flexible and focused on services and outreach Staff scheduling is integrated, and services are delivered via roving within library buildings and outreach programs to community settings Library spaces are multiple-​use, and services are community-led Community engagement is at the participative (local residents and organisations influence the priorities and resources of the library) and empowerment levels (local residents and organisations work in shared planning and action with the library) The Systems are enabling with a flexible framework of guidelines and best practice which shape and inform service delivery This framework is continually updated based both on what works and what is changing in the community New systems are piloted and embedded or dropped depending on whether they are desirable, useful and useable Commentary 196 196  Appendix TABLE 3 –​Community-Led Library Commentary The Culture ensures that the Library is continually evolving and changing for the better and the public library is an agency of social inclusion A range of flexible, nimble and adaptable services are offered which seek to match the strengths (capacity and talents) of library workers with the needs of the local community The motto is ‘Let’s try to make things better.’ Things are done in a spirit of curiosity and exploration and there are no hard and fast rules, which makes them easy to change Staff know why the guidelines exist, had a role in deciding them and can put forward suggestions for changing them This makes distributing authority easier because everyone is following the same framework TABLE 4 –​ Needs-​Based Library The Strategy is focused on the needs of non users and particularly those with the greatest needs Community needs are identified, prioritised and met via co-​production The library and the community work together in the planning, design, delivery and evaluation of library services The Staff Structure is a holacracy which removes power from the Management hierarchy and distributes it across clear roles, which can then be executed autonomously, without a micromanaging boss The work is actually more structured than in a Traditional Library, just differently so The Traditional Library hierarchy is replaced by a series of interconnected but autonomous Circles This shift can dramatically increase a Library’s capacity to adapt to changing conditions It also allows these libraries to have both alignment and agency without the typical pathologies of ‘leaderless’ groups or autocratic micromanagement that slows everything down There is a clear set of processes for how a Circle breaks up its work and defines its roles with clear responsibilities and expectations Staff have multiple roles, often in different Circles, and those role descriptions are constantly updated by the Circle actually doing the work This allows people a lot more freedom to express their creative talents, and the library can take advantage of those skills in a way it couldn’t before Since roles are not directly tied to the people filling them, people can hand-​off and pick-​up new roles fairly easily But more than that, it means that when you’re filling a role, you’re able to energise the work with a level of clarity and awareness most traditional employees don’t have The roles are vested with authority, not the people This means that the roles and the authorities can be constantly updated without office politics The agility that this provides comes directly from distributed authority Authority is truly distributed, and decisions are made locally by the individual closest to the front line Circles are self-​organised: they’re given a purpose, but they decide internally how to best reach it Commentary  197 Appendix 1 197 TABLE 4 –​ Needs-​Based Library The Service Structure is needs-​led and focused on communities and community development The service structure is updated every month in every Circle (i.e., what roles are doing and owning what work or decisions) This happens in frequent incremental steps rather than rare massive changes, and it happens in every Circle at all levels The library reorganises itself as often as necessary to capitalise on a learning opportunity or address a critical problem This happens in frequent ‘governance meetings,’ where roles and processes are revised given what’s actually happening in the Circle Services are delivered via partnership working with a range of organisations and community development through relationship building Community engagement is at the leadership level with local residents and organisations initiating and leading on issues with support from the library The Systems are empowering with authority distributed not from the leader at the top to a group of people but to an explicit process defined in detail in a written document: the Constitution Everyone is bound by the same Constitution, even the CEO The transparency of the Constitution means that you no longer have to depend on office politics to get things done With the Constitution made accessible to everyone, anyone in the library can quickly figure out who owns what, the decisions he or she can make and who to hold accountable for which functions The Culture ensures that the Library is in a constant state of transformation and disruptive innovation, and the public library is an agency of social change The Needs-​Based Library has an under pinning philosophy and set of values –​social justice –​and a new way of thinking, acting and working –​critical librarianship The motto is ‘If it is not broken, let’s break it anyway and see if we can make something better out of it.’ Critical librarianship seeks to be transformative, disruptive, innovative, empowering and a direct challenge to power and privilege Librarians that practice critical librarianship strive to communicate the ways in which libraries consciously and unconsciously support systems of oppression Commentary 198 Index Note: Page references in bold relate to tables Althusser, Louis 5 Amethyst library (anonymous Canadian case study library): analytical framework of 32; as containing elements of Community-Led and Needs-Based stages 50; culture of Community-Led Library 136; culture of Traditional Library 110; number of branches of and size of population served by 30–​31; service structure of Community-Led Library 131; service structure of Traditional Library 104; staff structure of Community-Led Library 100–​101, 130; staff structure of Needs-Based Library 155–​56; staff structure of Traditional Library 100–​101; strategic plan of CommunityLed Library 127; strategic plan of Traditional Library 99; systems of Community-Led Library 134; systems of Needs-Based Library 160; systems of Traditional Library 107 analytical framework 1, 8; Canadian libraries as case studies for 30–​32; cultural change in public libraries and 1, 44, 170, 190–​91; dialectical materialism and 9; history of public libraries since 1850 and 1; human needs and 9; library position on continuum from Traditional to Community-Led and Needs-Based 170–​71; Marx vs Maslow critique 75–​81; public libraries (UK) history as basis of 30; service structure and 20; staff structure and 19; for transforming Traditional into Needs-Based Library 81; universal applicability of 30–​36, 191; see also Community-Led Libraries; culture; management theories; Marx, Karl; Maslow, Abraham; NeedsBased Libraries; service structure; staff structure; strategy; systems; Traditional Libraries Authoritarian Management 170–​71, 186 autocratic organisation 10, 27, 29, 98, 111 Bales, S. 5 Barriage, S. 6 Barton, Richard 163 Base (public library) 8, 45–​51; case studies 31–​32, 32; CommunityLed Libraries 27, 126, 137, 181; Needs-Based Libraries 28, 153, 162; Organisational Culture and 24; public library Superstructure and 1, 7, 33–​36, 55, 111, 174, 183; Strategy as form of 18; Structure as form of 19; Systems as form of 22; Traditional Libraries 15, 98, 111 Belonging needs 10, 64, 67–​68, 73, 75, 78, 138, 163, 170, 180–​82; see also Maslow, Abraham Big Hairy Audacious Goal (BHAG) 19, 36 Bird, A. 6 Black, Alistair 81 blue ocean strategy 17, 25, 26, 187, 190; Needs-Based Libraries and 30, 153, 165 Buckingham, M 14–​16, 98, 100, 126, 130 Built to Last management 14, 14–​15, 27, 98, 99, 112, 179 Bulwer Lytton, Sir E. 86–​87 Buss, A. 77  199 Index 199 Cannon, B. 6 Capital (Marx) 58–​59 capitalism: public libraries under 1–​2, 5–​7, 53, 81–​84; Traditional Libraries and 34, 63 Carnegie, Andrew 87–​88 Carruthers, A. 5 case studies of Canadian libraries 32; Base of 31–​32; see also Amethyst library; Green library; Loon library; Pine library; Trillium library; Yellow library China: Cultural Revolution (1966-​76) in 7, 9, 35, 44, 51–​53, 175; Great Leap Forward (1958-​60) in 35, 51, 175 Civil War in France (Marx) 51 co-​production 29, 63, 152, 153, 160 Collegial Organisation 10, 29, 153, 162 Collins, Jim 20 Comments on James Mill (Marx) 69 communism: Needs-Based Libraries and 63, 177 Community-Led Libraries 17; analytical framework and 126, 170–​71; Canadian case study libraries and 30–​32; community librarianship movement and 2–​3, 115–​25; as on continuum with Traditional and Needs-Based Libraries 55; culture of 135–​37; dialectical materialism and 175–​76; emergence of in Canada 181; historical materialism and 7, 33, 174–​75; history and development of 2–​3, 115–​125; Marx’s analytical framework and 8, 126, 174–​77; Marx’s theory of human needs and socialism 63, 177; Marxist, Maslow and managerial theory perspectives on 28, 137–​38; Maslow’s analytical framework and 10, 126, 177–​79, 181–​82; in Scandinavia 33; service structure 28, 131–​32, 137; social class and 2–​3, 115–​25; staff structure 27–​28, 129–​130, 137; strategies of 27, 125–​129; systems 133–​35, 137; systems (logic model) 132–​33, 137; Traditional Libraries transformation to Needs-Based and 50 community librarianship 2–​3, 8, 27–​28; historical materialism and 7 Community Needs Assessment 105, 121, 128, 129, 132, 135, 151, 155, 158, 188 Critique of the Gotha Programme (Marx) 62 cultural change in public libraries: analytical framework for 1, 44, 170, 191; characteristics of change 36–​37, 183–​86; class-​based nature of libraries as barrier to 170–​71; continuum from Traditional to Community-Led and Needs-Based as prerequisite to 170; cultural revolution and 9, 36, 50–​53, 175; dialectical materialism and 9, 54–​57, 175–​76; five steps to 36–​37, 187–​90; historical materialism and 7, 48–​50, 174–​75; human needs and 9, 176–​77; library science’s lack of effective changes to 43; Marx’s analytical framework for 43–​63, 171–​77; Maslow’s analytical framework for 63–​75, 177–​79; need to shift from red ocean to blue ocean strategy 187, 190; Needs-Based Libraries development as crucial to 191; on revolutions for change 43–​44; see also organisational culture; public libraries cultural revolution 7, 9, 36, 50–​53, 175 Cultural Revolution (China, 1966–​76) 7, 9, 35, 44, 51–​53, 175 culture (analytical framework): of Community-Led Libraries 135–​37; library position on continuum from Traditional to Community-Led and Needs-Based 170; Marxian analytical framework 8; of Needs-Based Libraries 160–​62; of Traditional Libraries 108–​111 cybertariat 6 deficit needs 64, 177 Dewey, Melvil 5 dialectical materialism 9, 53–​57; shifts in library service delivery types and 175–​76 Dietzgen, Joseph 59, 60 Durrani, D. 145 Economic and philosophic manuscripts of 1844 (Marx) 59–​60 Eighteenth Brumaire of Louis Bonaparte (Marx) 45–​46 Engels, Freidrich 54, 90 Enlightened Management 12, 170–​71, 177–​79, 182, 186; see also management theory; Maslow, Abraham Esteem needs 10, 28, 64, 69–​73, 75, 126, 138, 163, 170, 181–​82; see also Maslow, Abraham 200 200 Index eupsychian management 11–​12 Expect More 14, 18, 98, 126, 153, 161 Farkas, M. 25 First Break All the Rules management 14, 15–​16, 98 forces of production 8, 18, 45, 70, 111, 137, 162, 183 Fuegi, D. 33–​36 Geller, L 75–​76, 78 Geras, Norman 58 German ideology (Marx) 59, 65 good to great management 14, 15, 28, 126, 127, 138, 179 great by choice management 14, 15, 30, 153, 154, 165, 179 Great Leap Forward (China, 1958–​60) 35, 51, 175 Green library (anonymous Canadian case study library): analytical framework of 32; as containing elements of Traditional and Community-Led stages 50; culture of Community-Led Library 137; culture of Needs-Based Library 161; culture of Traditional Library 110–​111; number of branches of and size of population served by 30–​31; service structure of CommunityLed Library 132; service structure of Needs-Based Library 157; service structure of Traditional Library 105–​106; staff structure of Community-Led Library 130; staff structure of Needs-Based Library 156; staff structure of Traditional Library 103–​104; strategic plan of CommunityLed Library 129; strategic plan of Needs-Based Library 155; strategic plan of Traditional Library 100; systems of Community-Led Library 135; systems of Traditional Library 108 Growth needs 64, 75, 177; see also Maslow, Abraham Grundrisse (Marx) 59–​60 happiness levels, and public library use 34–​35 Hernandez, M. 24 hierarchy 8, 26, 28, 98, 100–​104, 111, 130, 164, 171, 181–​82 hierarchy of needs see Maslow, Abraham historical materialism 7, 44–​50, 57–​58; shifts in library service delivery types and 174–​75; see also Marx, Karl Hodges, S. 24 holacracy, staff structure as 8, 28, 153, 155, 162 human needs 9, 176–​77; Marx on 57–​64; Maslow’s hierarchy of 63–​73 Ideological State Apparatus (ISA) 5, 108–​109 ideology 5–​6, 8, 47, 51–​52; core ideology of Traditional Libraries 99; political ideology and library development 35, 151; self-​actualisation and 77; see also culture (analytical framework); Superstructure income inequality, and public library use 33–​34 Irwin, Bill 23, 24 Jennings, M 33, 34–​36 Kim, W 25, 26, 31, 187 Ladizesky, K. 35 Lankes, R David 17–​18 leadership 20–​22; Level Five leadership 20, 155–​56; strengths-​based leadership 14, 14–​16, 30, 153, 155, 165, 179, 181, 185 Lenin, Vladimir 44, 52, 80–​81; on capitalist public libraries as basis for socialist public libraries 81–​84; To the people’s commissariat of education 83; The tasks of the public library in Petrograd 83; What can be done for public education? 81–​82 Lethbridge, David 58, 76, 78, 80 Level Five leadership 20, 155–​56 library science 43, 170 Loon library (anonymous Canadian case study library): analytical framework of 32; as containing elements of traditional and community-led stages 50; culture of Traditional Library 110; number of branches of and size of population served by 31; service structure of Traditional Library 105; staff structure of Traditional Library 102–​103; strategic plan of Community-Led Libraries 128–​29; systems of Traditional Library 108 Love needs 10, 64, 67–​69, 72, 78, 138, 163, 181; see also Maslow, Abraham  201 Index 201 Major, John 124 management theory: analytical framework and 14–​18; Authoritarian Management 170–​71, 186; Built to Last management 14, 14–​15, 27, 98, 99, 112, 179; Community-Led Libraries and 28, 126, 138; Enlightened Management 12, 170–​71, 177–​79, 182, 186; First Break All the Rules management 14, 15–​16, 98; good to great management 14, 15, 28, 126, 127, 138, 179; Great by Choice management 14, 15, 30, 153, 154, 165, 179; NeedsBased Libraries and 30, 153, 165; Now Discover Your Strengths management 14, 126; Traditional Libraries and 27, 98; see also Type I management assumptions; Type X management assumptions Mao Tse-​tung 7, 51–​52 Martin, J. 24 Marx and human nature:Refutation of a Legend (Geras) 58 Marx, Karl 1, 7–​9, 51; analytical framework for the three library types 8, 43–​63, 171–​77; Capital by 58–​59; Civil War in France 51; Comments on James Mill 69; Community-Led Libraries and 8, 28, 126, 137; Critique of the Gotha Programme 62; Economic and philosophic manuscripts of 1844 59–​60; Eighteenth Brumaire of Louis Bonaparte 45–​46; forces of production and 18, 45, 70, 111, 137, 162, 183; German ideology 59, 65; Grundrisse 59–​60; vs Maslow for analytical framework critique 75–​81; Needs-Based Libraries and 8, 29, 153, 162; on revolutions for change 43; Traditional Libraries and 8, 98, 111; see also Base (public library); cultural revolution; dialectical materialism; historical materialism; human needs; Superstructure Maslow, Abraham 1; analytical framework and 9–​14; analytical framework for the three library types 10, 63–​75, 177–​79; Community-Led Libraries and 10, 28, 126, 138, 177–​79, 181–​82; eupsychian management 11–​12; hierarchy of human needs 63–​73; hierarchy of needs and public libraries’ fulfillment of 73–​75; vs Marx for analytical framework critique 75–​81; NeedsBased Libraries and 10, 29, 153, 162–​65, 182; Traditional Libraries and 10, 27, 98, 111–​12, 170, 177–​80 matrix, staff structure as 8, 27, 104, 126, 129–​30, 135, 137 Mauborgne, R 25, 26, 31, 187 McEachreon, P. 6 McGregor, Douglas 12, 17 Merkley, W. 24 metaphysics 53–​54 Muddiman, D. 5, 87 Needs-Based Libraries 17, 28–​30; analytical framework and 170–​71; analytical framework for transforming from Traditional Library into 81; barriers to development of 52; blue ocean strategy and 30, 153, 165; Canadian case study libraries and 30–​32; as on continuum with Traditional and Community-Led Libraries 55; culture of 160–​62; development of as critical to future of public libraries 191; dialectical materialism and 175–​76; historical materialism and 7, 33, 174–​75; history and development of 2–​3, 142–​152; Marx, Maslow and management theory perspective on 29–​30, 153, 162–​65; Marx’s analytical framework and 8, 153, 174–​77; Marx’s theory of human needs and communism 63, 177; Maslow’s analytical framework and 10, 153, 177–​79, 182; Open to All? Project and 142–​46, 173; service structure 29, 156–​57, 162; social class and 142–​47, 149–​50; staff structure 28–​29, 155–​56, 162; strategies 28, 152–​55, 162; systems 157–​60; systems (theory of change) 157–​58, 162; Traditional Libraries need to not skip Community-Led stage and 50 neoliberalism 108, 109, 160, 174 Nord, W. 77–​78 Now Discover Your Strengths management 14, 126 Nussbaumer, A. 24 Open to All? Project 142–​46, 173 organisational culture 1, 24–​25; of Amethyst library (Canada) 110; autocratic organisation 10, 27, 29, 98, 111; Big Hairy Audacious Goal (BHAG) and 19, 36; Collegial organisation 10, 29, 153, 162; cultural inertia and 20; leadership and 20–​22; 202 202 Index Marxian analytical framework 8; quantitative vs qualitative evaluation and 23–​24; Supportive organisation 10, 126, 138, 151; see also cultural change in public libraries Pateman, J 5, 7, 23, 89, 125, 145; ‘Developing a needs-based library service‘ 3; ‘Developing communityled public libraries: evidence from the UK and Canada’ 151; ‘From equal opportunities to tackling social exclusion’ 125; ‘From social exclusion to community cohesion’ 146, 152; ‘In Cuba They’re Still Reading’ 35; ‘Libraries must change to survive’ 145; ‘Public libraries, social class and social justice’ 150; ‘Why class matters‘ 4–​5; Developing a needs-based library service 3, 4–​5; Social exclusion: an international perspective 34 People’s commissariat of education (Lenin) 83 performance evaluation 8, 22–​24, 27–​29, 98, 106, 107, 111, 126, 132, 133, 137, 152, 153, 156, 157, 158, 162 Physiological needs 10, 62, 64–​67, 70, 73, 79, 111, 165, 170, 177, 180, 182; see also Maslow, Abraham Pickett, Kate 33 Pine library (anonymous Canadian case study library): analytical framework of 32; as containing elements of Traditional and Community-led stages 50; culture of Traditional Library 110; number of branches of and size of population served by 31; service structure of CommunityLed Library 131; staff structure of Traditional Library 101; strategic plan of Community-Led Libraries 127–​28; systems of Traditional Library 107–​108 Pink, D. 17 Porras, J. 15 public libraries: capitalism and 1–​2, 5–​7, 81–​84; happiness levels in different countries and use of 34–​35; as Ideological State Apparatuses (ISA) 5, 108–​109; income inequality and use of 33–​34; Lenin on capitalist public libraries as basis for socialist public libraries 81–​84; library science’s lack of effective changes to 43; Maslow’s hierarchy of needs and 73–​75; need for shift from authoritarian to enlightened management strategies 186; need to shift from red ocean to blue ocean strategy 187, 190; Needs-Based Libraries development as crucial to 191; performance evaluation 8, 22–​24, 27–​29, 98, 106, 107, 111, 126, 132, 133, 137, 152, 153, 156, 157, 158, 162; shifts from Traditional to Community-Led and Needs-Based 25–​26, 170–​174; social class and 4–​7, 86–​94, 172; Targeted approach to 151, 171, 173; Traditional Library (1850-​1970) 1–​2; Universal approach of 95, 123, 171–​73; well-​being levels and use of 35–​36; see also cultural change in public libraries public libraries (Canada): as case study of universal applicability of analytical framework 30; CommunityLed Libraries and 181; traditional as predominant type of 33; see also Amethyst library; Green library; Loon library; Pine library; Trillium library; Yellow library public libraries (Scandinavian) 33 public libraries (U.S.) 96; traditional as predominant type of 33 public libraries (UK): closing of branches since 2008 191; development of traditional 86–​87; history of as basis of analytical framework 30; Lenin’s lack of praise for 83–​84; shifts from Traditional to Community-Led and Needs-Based 171–​174; traditional as predominant type of 33 Rath, T 16, 155, 179, 185 red ocean strategy 17 relations of production 8, 45–​49, 54, 88, 174; in Community-Led Libraries 137; cultural change and 183; in NeedsBased Libraries 162; Structures and 20; Systems and 22; in Traditional Libraries 111 Rip, L. 35 Safety needs 10, 62, 66–​67, 70, 79, 170; see also Maslow, Abraham Self-​actualisation 11–​13, 29, 63, 71–​76, 78–​79, 111, 163–​64, 177, 180, 182, 186; see also Maslow, Abraham service structure (analytical framework) 19–​22; Community-Led Libraries and 28, 131–​32, 137; library position  203 Index 203 on continuum from Traditional to Community-Led and Needs-Based 170; Marxian analytical framework 8; Needs-Based Libraries and 29, 156–​57, 162; Traditional Libraries and 27, 104–​106, 111 Siehl, C. 24 Smith, M. 76, 78 social class 4–​7, 170–​71; CommunityLed Libraries and 2–​3, 115–​25; Needs-Based Libraries and 142–​47, 149–​50; Traditional Libraries and 1–​2, 87–​97, 180 social control 1, 6, 53, 84, 120, 137, 171, 173, 194 social exclusion 3, 34, 96, 115, 125, 142–​46, 148, 150, 173 Social exclusion: an international perspective (Pateman) 34 socialism: Community-Led Libraries and 63, 177; Lenin on capitalist public libraries as good basis for socialist public libraries 81–​84 staff structure (analytical framework) 19; Community-Led Libraries and 27–​28, 129–​30, 137; hierarchy and 8, 26, 28, 98, 100–​104, 111, 130, 164, 171, 181–​82; as holacracy 8, 28, 153, 155, 162; Marxian analytical framework 8; as matrix 8, 27, 104, 126, 129–​30, 135, 137; Needs-Based Library 28–​29, 155–​56, 162; Traditional Libraries and 26–​27, 100–​104, 111; Working Circles and 8, 28–​29, 153, 155–​56, 162, 164 Stalin, Joseph 46, 50 Strategic plan 17, 36, 99, 104, 110, 128, 152–​53, 157, 159, 165, 184, 188 strategy (analytical framework): of Community-Led Libraries 125–​129; core purpose and core values and 18–​19; library position on continuum from Traditional to CommunityLed and Needs-Based 170; Marxian analytical framework 8; of NeedsBased Libraries 152–​55, 162; of Traditional Library 97–​100, 111 strengths-​based leadership 14, 14–​16, 30, 153, 155, 165, 179, 181, 185 Superstructure 1, 7, 8, 15, 32–​36, 45–​51, 55, 98, 111, 137, 174–​75, 181; of Community-Led Libraries 28, 126; cultural change and 15, 183; of Needs-Based Libraries 29, 153, 162, 164; Organisational Culture and 24; Structures and 20; Systems and 22; of Traditional Libraries 27 Supportive organisation 10, 126, 138, 151 systems (analytical framework): of Community-Led Libraries 132–​ 35, 137; evaluation and input and output indicators for Traditional Libraries 106–​107; library position on continuum from Traditional to Community-Led and Needs-Based 170; Marxian analytical framework 8; quantitative vs qualitative evaluation and 22–​24; theory of change of Needs-Based Libraries 157–​58, 162 Targeted approach to public libraries 151, 171, 173 Tasks of the public library in Petrograd (Lenin) 83 technological /​economic determinism 1 Theory X assumptions 12, 179; Traditional Libraries and 27, 111, 171, 180 Theory Y assumptions 12, 171; Community-Led Libraries and 28, 138, 181 Theory Z assumptions 13–​14, 171; Needs-Based Libraries and 29, 162–​63, 182 Tip, B.P 20–​21, 25 Traditional Libraries 17, 26–​27; analytical framework and 98, 170–​71; analytical framework for transforming into Needs-Based Library 81; Canadian case study libraries and 30–​32; as on continuum with Community-Led and NeedsBased Libraries 55; culture of 108–​111; historical materialism and 7, 33, 174–​75; history and development of 1–​2, 86–​97; inevitable demise of 170; Marx’s analytical framework and 8, 98, 174–​77; Marx’s theory of human needs and capitalism and 63, 176–​77; Marxist, Maslow and managerial perspectives on 2, 111–​112; Maslow’s analytical framework and 10, 27, 98, 111–​12, 170, 177–​80; need for community-led stage of development to transform into needs-based 50; need to shift from red ocean to blue ocean strategy 187, 190; as predominant type in UK, Canada and U.S 33; service structure 204 204 Index 27, 104–​106, 111; social class and 1–​2, 87–​97, 180; staff structure 26–​27, 100–​104, 111; strategies 26, 97–​100, 111; systems 106–​108 Transcendence 13, 27, 29, 64, 75, 79, 98, 111, 153, 165, 180, 182, 185; see also Maslow, Abraham Trillium library (anonymous Canadian case study library): analytical framework of 32; as containing elements of Traditional and Community-Led stages 50; culture of Community-Led Library 136–​37; culture of Needs-Based Library 161; number of branches of and size of population served by 31; service structure of Community-Led Library 132; service structure of Traditional Library 104; staff structure of Community-Led Library 130; staff structure of Needs-Based Library 156; staff structure of Traditional Library 102; strategic plan of CommunityLed Libraries 128; strategic plan of Traditional Library 99–​100; strategy of Needs-Based Library 154–​55; systems of Community-Led Library 134; systems of Traditional Library 108 Type I behaviour 17, 179; CommunityLed Libraries and 28, 133, 138 Type X behaviour 17, 112; Traditional Libraries and 27 Universal approach of public libraries 95, 123, 171–​73 Vincent, J 125, 146, 152 Welch, J. 21 well-​being levels, and public library use 35–​36 What can be done for public education? (Lenin) 81–​82 Wilkinson, Richard G. 33 Williams, R. 95 Williment, K. 151 Working Circles, staff structure and 8, 28–​29, 153, 155–​56, 162, 164 Working Together Project 142, 146–​49 Wright, S. 6 Yellow library (anonymous Canadian case study library): analytical framework of 32; as containing elements of CommunityLed and Needs-Based stages 50; culture of Community-Led Library 136; number of branches of and size of population served by 31; service structure of CommunityLed Library 131–​32; staff structure of Traditional Library 101–​102; strategy of Needs-Based Library 154; systems of Community-Led Library 134 ... i Managing Cultural Change in Public Libraries Managing Cultural Change in Public Libraries argues that changes to library Strategies and Systems can lead to transformations in library... thing that remains constant in public libraries is people By consciously focusing on assisting people trying to address the social conditions influencing their lives, libraries move from being... and putting ideas into action through a series of case studies Managing Cultural Change in Public Libraries will be of particular interest to academics and advanced students engaged in the study