Say the word innovation, particularly in libraries, and we tend to think of technology. At the Ginsburg Library, this association is explicit — the space set aside for technology-rich services like 3-D printing and virtual reality application is called the Innovation Space. That’s not a bad way of helping patrons to understand libraries as more than books.
In gathering evidence of “innovation” as part of the Values & Culture team’s work on Flying Further, the University’s Strategic Planning Steering Committee, we went first to Temple’s Office of Research for data on innovation, assuming that research grants and patents serve as a proxy for innovation. Temple excels in this area as well.
But innovation comes in many flavors, and our steering committee sought to broaden our thinking about innovation. In the context of libraries, innovation may take the form of new approaches to teaching. A new way of delivering services. A fresh approach to reaching new audiences. From public programming to instruction to delivering physical materials to users — even to how we work with users and understand their needs — the libraries and press staff demonstrate over and over how innovative they can be. Particularly when a goal is shared.
Sometimes innovation is a good thing. Other times, it is more effective to build on strengths, to do more of what is working well. This is where inquiry comes into play. By asking how we might do things differently, or how we might do things better, or asking why we do it at all – that’s inquiry.
At the 2018 Library Assessment Conference, Jeremy Butler (University of British Columbia) asked us to consider aiming for a culture of “inquiry” rather than a culture of “assessment”. By asking questions, we develop a practice of continuously improving, of not taking the current workflows and staff models as “givens”. We collect, analyze, and share data with the intent of making decisions based on sound research and towards shared goals. We open ourselves up to change by looking closely at staffing and training needs, revisiting policies and procedures based on data rather than historical precedent. While the word “assessment” may connote criticism and personal performance, the “inquiry” is less threatening, more palatable, a practice everyone can engage with.
And where does leadership come in? There are some that maintain a status quo, and make sure that policies and procedures are followed consistently. This job is critically important in the library. Operations must run smoothly. The library doors must stay open. When managers and staff members take on roles as leaders, they do something a bit different. They encourage and support inquiry. They look towards continuous improvement, build on strengths, and are unafraid to test innovative (new?) ideas and do things differently. They are willing to take risks. They may even rock the boat.
Of course the roles of managers and leaders are important and should be equally valued. Still, I like to advocate for assessment and inquiry as ways we support innovation and leadership throughout the organization.