A Systems Approach for Dealing With Resistance to Change With Reference to Library and Information...

8/6/2019 A Systems Approach for Dealing With Resistance to Change With Reference to Library and Information Professional

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VOL. 1, NO. 2, Oct 2010 E-ISSN 2218-6301

Journal of Emerging Trends in Computing and Info rmation Sciences

2009-2010 CIS Journal. All rights reserved.

http://www.cisjournal.org

A Systems Approach for Dealing with Resistance to Change: With Reference

to Library and Information Professionals Working in Academic and

Research Sector Libraries in India

Kshema PrakashDeputy Librarian

Indian Institute of Technology Rajasthan, Camp Office: MBM Engineering CollegeJodhpur 342011, Rajasthan, India

Email: [email protected]

ABSTRACTLibrary and information landscape is changing rapidly and continuously in response to the dynamic changes in the

environment. This paper attempts to identify the causes of resistance among library and information professionals in Indiaand suggests measures of improvement for a smooth transition in this scenario. The authors examine the concept ofsystems approach and its application to library and information field. A systems model for dealing with resistance amongthe library and information professionals for a positive acceptance of change and rendering better service is recommended.

Keywords:Change Management, Resistance, Library and Information Professionals (LIPs), Systems Approach.

1. INTRODUCTION

Change is the order of the world. It is the change, particularly, developmental changes that have been keydrivers in societal transformation at large. The presentstage of the society is that of information based knowledgesociety. Libraries are in existence ever since the recordedknowledge has started to be preserved for future. The

traditional concept of library is being redefined from a place to access paper records or books to one that also

houses the most advanced media. Libraries are changing inresponse to changes in the learning and research

environment and also changes in the expectations oflibrary users. These changes are evolutionary.

Consequently, Library and Information Professionals(LIPs) are increasingly combining traditional duties with

tasks involving changing technology. Traditional library performance measures fail to explain fully what ishappening in libraries today because their scope is toonarrow to encompass the field of change.

2. LITERATURE REVIEW

Nature of Change in Information Services: Accordingto Lyndon Pugh [1] the nature of change in information

services characterized by the factors like diversity andunpredictability of the services and staffing of libraries,they are cross-boundary specialization, the structural

change in library and information services, the amount ofcomplexity driven by mixed economy, personalization oflibrary and information services, competition and/orcollaboration with network giants like Google etc. Allthese constantly demand new skills and competencies overthe traditional ones.

Fig. 1 Nature of change in information services (Source:Pugh, L., 2007)

Characteristics of emerging library and informationenvironment: Modern library and informationenvironment is characterized by electroniccommunication, both synchronous and asynchronous,web-based information sources, multimedia information,

and is uncontrolled largely as a result of the Internetfacilitating information creation, distribution and access.Accordingly, typical user expectations of the present dayinclude everything in full text and downloadable orprintable; faster service; uninterrupted service availability,virtual reference service librarian available online, easyaccess; easy-to-use web resources permitting self-service;

a librarian who knows all subjects and all databases;everything should be in electronic or digital format;several options / alternatives to choose from; a library website that is capable to conduct all library transactionsonline viz., library registration, document delivery request,loans and renewals, etc.; and a web search engine to find

required information.

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http://www.cisjournal.orgDynamics of Library and Information Profession: Thenext few decades will continue to be ones of transition and

role redefinition for the LIPs. Even as they grow and makean effort to stay current in the rapidly changing technologyenvironment, they will always be faced with the challenge

of simultaneous learning, implementation and planning.The LIPs can no longer afford to remain institutionalizedpassive spectators, instead they have to find new ways to

add value and remain relevant in this rapidly changingconfusing and competitive environment. All the activitieswill now have to be tailored to give long distance andoften home delivered information, which is the demand oftime. Following table illustrates some sources ofchallenges faced by the LIPs in the present environment.

Table 1: Sources of challenges faced or implications onLibrary and Information Professionals due to various

attributes, and their responses to them. (Adopted from:

Cardina, C. and Wicks, D., 2004 [2])Attribute Impact /

Challenge

Response

Developmentsin ICTs

Self-sufficientusers, lesslibrary use,

reluctance to usephysicalmaterials

Innovation-drivenand customeroriented,

development ofelectronic anddigital collections,providing proactivesupport and training

to users.

Changing

economy

Demand for

speedy deliveryof informationand increasinge-commerce

Adopting consortial

power to obtainbetter prices ofinformationresources, self-sustenance throughmarketing of libraryservices, and

adapting businesssystem designmethods to librarymanagement.

Changingeducation and

learningenvironment

Life-longlearning

emphasis,informationdivide info

rich and infopoor due tomonopoly ofpublishers and

copyright,subject

specializationdiversity

Making the libraryfully accessible both

physically andintellectually viaelectronic networks,

and by providingICT support forremote users likeoff-campus users or

distance learners ona 24-hour basis,

developing co-operative onlinelearning andeducational

programmes,incorporating into

the teaching and

learning process.

Changes inscholarlycommunication

Increase injournal costs,shift from

acquisition to

access andlicensingmodels,changingpreservationmethods,archiving,

copyright andaccessrestrictions

Advising users onpublishing andjournal cost-

effectiveness,

finding alternativesto print resources,increasing e-resourcesubscriptions,resource sharingand cooperative

acquisitions,developinginstitutionalrepositories andencouraging openaccess publications

and open archiveinitiatives.

The biggest challenge for Indian librarianship is to bring about attitudinal change among the library staff.

Libraries and librarians are still the lowest priority in thedecision making process and the librarians are least visible

persons. If this main challenge is confronted by librariansand libraries in real earnest it is only then that one canexpect all the necessary changes within the system itself.But a serious pre-requisite to overcome this challenge is toupgrade the competencies and skills of the library andinformation professionals, since it is imperative to become

deserving before asking for something. Ingraining thesecompetencies will motivate the LIPs to serve theircustomers in a better manner, thus helping them tocontribute towards reaching organizational goal. A majorroad block in this task often confronted by LIPs is theresistance to change.

Resistance to Change: Change is a ubiquitous element oforganizational life; so too is resistance to change.Understanding why and how opposition to change occurs,and developing the ability to respond effectively tomanifestations of change resistance, is crucial to the

success or failure of organizational change.

Change, in organizations as elsewhere, involvesmoving from a known state to a new state one that is tosome degree unknown. Change involves letting go ofthings as they are in order to take up new ways of doingthings. Organizational change challenges the statusquoand it may challenge the values and perceived rights of

workers and workgroups. People working in organizationsrespond to change in many different ways. For some,change is welcome fresh and exciting. These people, theearly adopters and change leaders, tend to welcome andembrace change enthusiastically. Others may be morecautious responding to change by seeking to test and

examine changes before proceeding. For some, change

may threaten their established values and understandingsand therefore be deeply unsettling. For this latter groupchange is something to be strongly resisted.

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http://www.cisjournal.orgThe action of opposing something that we disapprove

or disagree with can be called as resistance. Introduction

to change is a highly complex process. The uncertaintiescaused by the expected change and in-equilibrium, as aconsequence of changes, sometimes results in resistance to

change. The resistance may adversely affect the positivefeatures of an individual or organization and make theindividual or the organization counter-productive.

Resistance to change arises from individuals attituderather than technical issues of change.1) Causes of Resistance to Change in Library and

Information Centres: Some of the causes of resistance tothe changes occurring in the environment and resistancetowards acceptance of these changes in the present library

and information scenario can be explained as follows:i) Fear of change: It is recognized that change,

above all technological change, often producesfear and anxiety in Library and Information

Professionals. Internet related technologies arepushing them towards the establishments of new

information spaces such as digital libraries,technology centres, and learning resource centres.Here it becomes necessary to involve staff withvarying levels of knowledge and expertise.However, there are many difficulties in letting people accept change. Some will be optimisticand proactive, while others will feel threatened

and react with resistance.ii) ICT as a sense of lost control: The Internet has

also represented for some professionals a sort ofattack on the prestige of their career. With the

technologies readily available at every onesdesk, some librarians began to feel left on the

margins, because patrons really seemed to makeit work without their help. It was like a directassault to the role of gatekeepers which librarianshad assumed believing they knew better thanthose whom they serve.

iii) Unsure scenarios: Unpredictable future regardingthe role of library and information professionalsthat creates a sense of uncertainty amongprofessionals.

iv) Technostress: Another important issue related totechnology when we deal with networking, is

technostress. Today librarians have to shift theirfocus from relatively stable and knowable localcollections to a plethora of information sources

with diverse characteristics located anywhere onthe global information network. A variety of newtasks, skills and competencies are required bythose who in general understand the benefits that

applications of modern technologies are meant toachieve. Technostress affects staff and users as

libraries offer more and more informationthrough websites and other remotely accessibleelectronic systems.

v) Lack of standardization: Several authors havelamented over the years the lack of(classification, cataloguing, retrieval) standards

when their working life comes to terms with the

Internet and electronic resources. Libraries todayare increasingly acquiring and providing access to

electronic resources of any kind. This results inincreasing expenditures of money and workloadfor librarians without any certainty about the

preservation of these resources.vi) Lack of quality: A major concern among

librarians seemed to be that of the poor quality of

information delivered by Internet resources whichare not controlled or short of organization. Thereis no overall structure on the Internet that allowsreference librarians to navigate to qualityinformation claiming for the definition ofstandards for the description and classification of

Internet resources.vii) Competition of search engines and commercial

tools etc.: Finally it seems that since the adventand development of the World Wide Web

(WWW), users have been migrating tocommercial services and search engines to fulfill

their information needs, tools that are thus seen asconcurrents to reference librarians work. WWWappears to be the major information provider topatrons, librarians should work towards offeringviable alternatives to their commercialcompetitors [3].

3. THE RESEARCH STUDYMethodology: A study of library and informationprofessionals was conducted by administering a structuredquestionnaire. The objectives are to find causes of

resistance among the LIPs towards change and to suggestmeasures for a smooth transition.

Profile of respondents: The respondents for thesurvey were Library and Information Professionals(LIPs) of academic institutions (universities) and

research organizations. They are serving inexecutive/managerial cadre in these informationcentres.

Data Characteristics: One hundred (100) copies ofquestionnaire were administered to randomly selectedLIPs and valid responses were received from 88 LIPsacross India after pursuasion.a. Library wise distribution: The libraries were

categorized into two groups viz., academic andresearch libraries. Out of 88 valid responses, 42(47.73%) were from academic libraries and 46

(52.27%) were from research libraries.b. Age wise distribution: The age of respondents

was categorized into two classes. 20-40 yearscategory is for young professionals, whereas 40-

60 is for senior professionals. 37.50% (33)respondents are in the age group of 25-40 and

63.5% (55) respondents are in the age group of41-60 years.

c. Qualification wise distribution: Thequalifications are classified into four levels as

follows.

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http://www.cisjournal.orgi. B.L.I.S Bachelors in Library and

information science with a masters degree in

any other subject.ii. M.L.I.S Masters in Library and information

Science with or without any other masters

degree.iii. M.Phil Master of philosophy in library and

information science.iv. Ph.D. Doctorate in Library and information

Science.v. OthersAccording to the results, 1.14 % of respondents

carry a bachelors degree in Library andInformation Science with a masters degree in

some other subject. 55.68% of respondents possess a masters degree in Library andInformation Science with or without anothermaters degree. 5.68% respondents are Master of

Philosophy in Library and information science.Whereas 35.23% of respondents hold doctorate inLibrary and Information Science. Those havingother qualifications constitute to 2.27% of the

sample.d. Gender wise distribution: Out of 88

respondents 18 were women and 70 were men.That corresponds to 20.45% of femalerespondents and 79.55% male respondents.

Primary Data Findings: The causes of resistance faced by the library information professionals have beenidentified based on the systems approach as discussed

earlier. Accordingly ten statements relating to the causes

of resistance faced by them were framed. The statementsare:

R1. Lack of proper attitude towards change causesresistance.

R2. Poorly motivated personnel pose resistance to

change.R3. Inadequate training causes resistance.R4. Difficulty in understanding fast and complex

changes in the environment sets off resistance.R5. Deep rooted dogmas and technophobia produce

resistance towards technology coupled change.R6. Underdeveloped competencies cause resistance

for the transformed environment.

R7. Unavailability of adequate resources andinfrastructural facilities triggers resistance.

R8. Lack of customer orientation creates resistance.R9. Absence of management support causes

resistance.

R10. Resistance is raised due to absence ofsupportive / conducive work atmosphere.

The responses to these statements elicited by thelibrary and information professionals in the questionnairewere used to collect information regarding resistance posed by the LIPs and are summarized below. For

convenience, the statements are coded as R1, R2,R3.R10.

Responses are categorized on a five point Likert scalefrom Strongly Agree (1) to Strongly Disagree (5). Likertscaling is a bipolar scaling method, measuring either

positive or negative response to a statement. Thistechnique presents a set of attitude statements. Subjects are

asked to express agreement or disagreement of a five-pointscale. Each degree of agreement is given a numericalvalue from one to five. Thus a total numerical value can be

calculated from all the responses. Since these statementsare also related to attitude towards change i.e., resistance,Likert scaling technique was used.

R1: Lack of proper attitude of LIPs towards changeMany times when the employees fail to comprehendchanges happening around and in their profession it isobserved that they do not display proper attitude towardschange. They may not participate actively, rather chooseto be passive. This may result in resistance. From the 79

(89.76%) responses generated, for weights 1 and 2,indicate that the professionals agree that lack of properattitude towards change results in resistance.

R2: Poor motivation

Motivation is both internal as well as external factor. Alsoit can be positive and negative. When there is very low

motivation either internally or externally an employee maynot understand completely the need for change and mayresist. Even when there is some negative motivation ordiscouragement, resistance may creep in. From the 73(82.96%) responses generated, for weights 1 and 2,indicate that the respondents agree that poor motivation inthe employees causes resistance, while 7 (8%) of them

cannot determine whether this is a cause and 8 (9%) ofthem do not agree to the statement.

R3:Inadequate training to support changeChange that has been planned by the authorities, if

implemented without fulfilling the prerequisites likeproviding the employees with necessary training to accept

and support the desired change, such a situation leavesample scope for resisting change in employees. From the71 (80.68%) responses generated for weights 1 and 2, it isindicated that the professionals feel inadequate trainingleads to resistance. While 8 (9%) of them could not decidewhether this can be cause, 9 (10%) of them do not agree to

this fact.

R4: Difficulty in understanding fast and complex

changesThe pace of changes taking place in the external andinternal environments in which libraries operate is very

rapid. Even before a new technology can be completelyunderstood and implemented it becomes obesolete due to proliferation of another competent technology. This

creates a lag in understanding, appreciating and acceptingthe change. The 62 (70.46%) responses generated forweights 1 and 2, indicate that the library and informationprofessionals agree that difficulty in understanding the fast

and complex changes taking place in the informationenvironment produce resistance. Out of 88 respondents 10

(11%) of them opted to be neutral, whereas, 16 (18.18%)of them did not agree to this reason.

R5: Deep rooted dogmas and technophobiaThis statement relates to the set traditions, procedures,

methods etc. that have been followed by librarians sinceages. These traditional methods of managing libraries may

not match with the current requirements if the library has

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http://www.cisjournal.orgto remain relevant in the society. Similarly these deeprooted doctrines and dogmas may have an impact on the

employee to make him a technophobe. These may one ofthe probable reasons to pose resistance. The 56 (63.63%)responses generated for weights 1 and 2, indicate that the

respondents agree that deep rooted dogmas andtechnophobia could form a probable cause for resistanceamong the professionals to embrace change. While 15

(17%) of them have chosen to remain non-committal toany opinion, 17 (19%) out of 88 respondents do not agreewith this view.

R6: Underdeveloped competenciesImproved education and training are necessary to assistindividuals in developing the competencies they will need

on the job. The competencies required by a library andinformation professional have been discussed in the previous sections. The concept of core competenciesinvolves knowledge, which should be acquired through

formal education and training; skills or abilities, which areacquired through practice; and attitudes, which involve

emotional and social aspects. Underdevelopment of suchessential competencies may lead to lack of comprehensionof change and its subsequent acceptance. This may inturnlead to resistance [4]. The 65 (73.86%) responsesgenerated for the weights 1 and 2, indicate thatunderdevelopment of competencies can lead to resistancein library and information professional, towards change.

Also, 8 (9%) of 88 respondents did not comment anythingupon it and 15 (16.91%) of them chose to disagree to thisstatement.

R7: Inavailability of adequate resources

Acceptance of change is a process involving various steps.Although the employees are competent enough, they are

trained and motivated to an optimal level to accept changeto implement technologically advanced quality services inlibraries, if adequate resources are not provided toimplement the desired services, this may prove fatal. Sucha situation will lead to considerable resistance to change.Out of 88 (100%), 65 (73.86%) respondents think that non

availability of adequate resources and infrastructure willlead to resistance, while 8 (9%) cannot opine anythingregarding this statement. 15 (16.91%) of respondents donot agree to this factor being a cause of resistance tochange amongst library and information professionals.

R8: Lack of customer orientationWhen a library and information professional is unaware ordoes not seek to understand his customer / users

requirement, he will not be in a position to extend serviceas per the users needs. When he is not willing to alter theway in which he provides service, he fails to customizeservice according to the users needs. This is a form of

resistance to change and customization of service. 69(78.4%) out of 88 (100%) respondents feel that lack of

customer orientation is a cause for resistance towardschange, while 5 (6%) of them cannot say anythingregarding this. But 14 (16.36%) of them have opposed thisview.

R9: Absence of management supportInspite of the professionals willingnes to provide new or

customized services to the users, he may sometimes not

receive support from his management in terms ofidentification, acknowledgement and appreciation, he may

not continue to provide the same. In turn he may poseresistance to any further change initiatives. As many as 76(86.36%) respondents agree that absence of management

support will cause resistance among the library andinformation professionals. While 5 (6%) of them do notlament anything upon this statement, 7 (7.95%) of them

show disagreement.

R10: Lack of conducive work atmosphereWork atmosphere plays a vital role in productivity ofemployees. It also influences the attitude of employees.Improper work atmosphere may cause stress and burnoutin library and information professionals. That too in wake

of so many changes taking place rapidly, lack ofconducive work atmosphere can overstress them. As aresult they may not be interested in facing any furtherchanges, thus posing resistance even to positive or

productive changes. As many as 71 (80.68%) respondentsagree that if the work environment is not conducive to the

professionals, they will mount resistance. 5 (6%) of themdo not say anything about it, whereas, 12 (13.63%) showdisagreement to this statement.

4. RESULTS & DISCUSSIONData Analysis: Data analysis is conducted in three phases

as follows:

A. Semantic Differential ProfileB. Factor Analysis - to identify the significant

combination of causes of resistance to changesurfaced by the professionals.

C1. Comparison of mean scores of responses ofacademic sector and research sector to test the

difference of opinions between groups, which isfurther validated by z-test.

C2. Comparison of mean scores of responses of juniorand senior age groups corresponding to 20-40 yrs.and 40-60 yrs. respectively, further validated by z-test.

The data collected from the responses are analyzed byusing suitable statistical techniques such as MeanComparison, t-test and z-test using MS Excel and SPSSpackages. Mean score comparison was carried out basedon type of libraries and age. A majority of respondents

were male members and there was a skewness towards thequalification of masters degree and above among therespondents. Due to this skewed distribution of profiles of

respondents, mean score comparison based on these twocategories was not done.

A. Semantic Differential Profile: Semantic differential

profile is a graphical representation of the meanweights of the responses given by the respondents

related to causes of resistance in the questionnaire. Thesemantic differential profile of the probable causes ofresistance to change, surfaced by the library andinformation professionals indicates that there is general

agreement regarding the statements related to causes ofresistance. They agree strongly on the following

aspects.

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Lack of proper attitude towards change.Inadequate training. Non-availability of adequate resources and

infrastructural facilities.

Absence of management support.

B. Factor Analysis: Factor analysis was deployed to findout the significant factors that cause mounting ofresistance from the library and information professionals towards change. Using data from the

large sample, factor analysis applies an advanced formof correlation analysis to the responses to a number ofstatements. The purpose of this analysis is to determine

if the responses to the statements are highly correlated.The results of the factor analysis are as follows.

Table 2: Total Variance ExplainedInitial Eigen Values Rotation Sums of

Squared Loadings

Co

mpo

nent Total % of

Varian

ce

Cumul

ative %

Total % of

Varian

ce

Cumu

lative

%

1 3.912 39.123 39.123 2.443 24.434 24.434

2 1.398 13.980 53.103 2.080 20.803 45.237

3 .989 9.888 62.991 1.775 17.755 62.991

4 .865 8.655 71.646

5 .657 6.568 78.214

6 .638 6.381 84.595

7 .589 5.887 90.482

8 .439 4.386 94.868

9 .319 3.188 98.056

10 .194 1.944 100.000

Three factors were extracted using principal componentanalysis and varimax rotation.

Table 3: Factor Loading of Causes of Resistance

Component

1 2 3

R1- Attitude .682 -.151 .127

R2 Motivation .719 .195 -.066R3 Training .255 .234 .539

R4 Fast and complex changes .687 .271 .313

R5 - Technophobia .677 .366 .342

R6 Competencies .582 .123 .561

R7 Resources and infrastructure .040 .106 .889

R8 Customer orientation .314 .692 -.020

R9 Management support -.101 .792 .341

R10 Work atmosphere .135 .790 .170

Fig. 2: Semantic Differential Profile for responses related to

resistance posed by library and information professionals

Factor 1 is Personal Attributes. It has a positiveloading with Lack of proper attitude, Poor motivation,Difficulty in understanding fast and complex changesin the environment, Deep rooted dogmas andtechnophobia, and Underdeveloped competencies.

This explains that the respondents have a consensusregarding the facts that lack of proper attitude towardschange, difficulty in understanding fast and complexchanges taking place in the information environmentcause building barriers or resistance to change. Theyalso agree that poorly motivated personnel, with

ingrained technophobia due to deep rooted dogmas

pose resistance towards technology coupled changeinitiatives. There is a common agreement regardingunderdeveloped competencies being a resisting factor. Factor 2 is Work Environment. It has a positiveloading with Lack of customer orientation, Absence

of management support, and Absence of conducivework atmosphere. The consensus of respondents overthis factor indicates that support from higherauthorities or management, and creation andmaintenance of a conducive or suitable workatmosphere plays a major role in managing resistance.

Lest, absence of management support and conducivework atmosphere will become sources of resistance

among library and information professionals. Alsothey agree that lack of customer or user orientedthinking serves in building up resistance.Factor 3 relates to Support Facilities. This shows a

positive loading with Inadequate training,Underdeveloped competencies, and non-availability

of adequate resources and infrastructural facilities.The analysis indicates that management support and provision of adequate infrastructural facilities bymanagement plays a major role in bringing about

change. Absence or lack of these components willcontribute to mounting up resistance. The

professionals also feel that inadequate training todevelop skills to face challenges brought in bychanges, will also contribute towards building upresistance in library and information centres.The three factors have Eigen values equal to or

greater that 1.0 indicating that they best fit the data

obtained from the responses to the challenges in part 2 ofthe questionnaire. Also, the three factors together explainalmost 62.99% of the total variance in the responses to thestatements.

C1. Comparison of mean scores Academic vs.

Research: The mean scores of the responses elicitedto the statements relating to challenges in the part 2 ofquestionnaire are tabulated below in two categoriesviz. Academic Library Professionals and Research

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http://www.cisjournal.orgLibrary Professionals followed by its graphicalrepresentation for a clear picture.

Table 4: Mean Score of Academic and Research SectorLIPs

Library

Type R1 R2 R3 R4 R5 R6 R7 R8 R9 R10

Academic

Library 1.83 2.05 2 2.09 2.29 2.19 1.67 2.19 1.76 1.98

Research

Library 1.83 1.78 2 2.33 2.37 2.24 2 2.24 1.87 2.11

Fig. 3: Comparison of mean scores of responses elicited by LIPsof academic and research sectors

The above graph indicates that inspite of majorityconsensus between both the groups towards the general

nature of the causes of resistance to change, there is littledifference in their opinions in certain areas like poor

motivation in professionals, difficulty in understandingfast and complex changes, non-availability of adequateresources and infrastructural facilities.

In order to explain the difference, a two-tailed z-test

for each attribute was further carried out with 0.05 level ofsignificance. A z-test is a statistical test used ininferencing if the difference between two populationmeans is significant based on the difference between twosample means. According to the Central Limit Theorem,the sampling distribution of difference between means

approach that of a normal distribution as the samples arelarge. The table below gives the difference between the Zscores.

Table 5: Z test for Resistance related statementsZc =

+1.96

=0.05

A-MS

(x1)

R-MS

(x2) A-SD R-SD RZs

Value

Sig /

NSi

g

R1

1.82926

8

1.82608

7

0.91930

5

0.67673

6 0.017 NS

R2

2.04761

9

1.78260

9

1.01097

3 0.75757 1.402 NS

R3 2 2

0.98711

2

0.89442

7 0 NS

R4

2.09523

8

2.32608

7

1.05482

7

1.01224

4 -1.054 NS

R5

2.28571

4

2.36956

5

1.13235

6

1.01890

3 -0.36 NS

R6

2.19047

6 2.23913

0.99359

2

1.03676

4 -0.23 NS

R7 1.66666 2 0.72133 0.84327 -2.07 S

7 6 4

R8

2.19047

6 2.23913

1.08735

7

1.01510

3 -0.18 NS

R9

1.76190

5

1.86956

5 0.84995

0.88465

2 -0.6 NS

R1

0 1.97619

2.10869

6 0.84995

1.03769

5 -0.66 NSR1 to R10 Attributes related to causes of resistanceA-MS (x1) Mean Scores of Academic Sector Responses

R-MS (x2) Mean Scores of Research Sector Responses

A-SD (A) Standard Deviation of Mean Scores of Academic

Sector Responses

R-SD (R) - Standard Deviation of Mean Scores of Research

Sector ResponsesZC Z Critical Value

ZS Z Static Value (Calculated)

Level of significance of difference in varianceSig / NSig Significant / Not Significant - The mean of the population

Fig. 4 Sampling distribution of difference between means

If the difference between the observed sample means

falls within the acceptance region it inferences that there isno difference between population means scores of

responses. There were no significant differences observedbetween the mean scores of two groups for each of the tenattributes relating to causes of resistance faced by libraryand information professionals except for R7. It indicates

that the professionals have a common consensus overmajority of the issues in this part of the questionnaire.

1.There is not much significant difference between themean scores of the responses elicited by professionalsbelonging to academic and research groups regardingthe statements related to causes of resistance from R1

through R6. There is general agreement upon these.

2.There is a significant difference in responses relatedto the statement R7. It may be due to nature of their parent organization. Research institutions andorganizations are generally well equipped andfacilitated. This implies to their support facilities also.Hence their library and information centres are wellequipped with required resources when compared to

academic set up.3.There is no significant variance between the mean

scores of academic and research library professionalsfor resistance related statements from R8 to R10.

C2. Comparison of mean scores Junior vs. Senior

Age Groups: The mean scores of the responseselicited to the statements relating to challenges in the part 1 of questionnaire are tabulated below in two

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http://www.cisjournal.orgcategories viz. Junior Age Group and Senior AgeGroup followed by its graphical representation for a

clear picture.Table 6: Mean scores of Junior and Senior Age Groups

R1 R2 R3 R4 R5 R6 R7 R8 R9

R10

Juni

or

Group

(20-

40)

1.7

6

2.0

3

1.8

5

2.1

2

2.2

1

2.2

1

1.9

1

2.1

2

1.7

6

1.8

5

Seni

or

Group

(40-

60)

1.8

7

1.8

4

2.0

7

2.2

7

2.4

0

2.2

2

1.8

0

2.2

7

1.8

5

2.1

6

Fig. 5 Comparison of mean scores of responses elicited byLIPs Age wise

Table 6: Z test - Resistance related statements - Age wiseZc =

+1.96 = 0.05

JuniorGrou

p MS

SeniorGroup

MS

J-SD

(J)

S-SD

(S) Zs Value

Sig /

NSig

R1 1.758

1.870

4

0.613

9

0.891

2 -0.76 NS

R2 2.03

1.8364 0.918

0.8769 1.05 NS

R3 1.848

2.0741

0.7124

1.0434 -1.27 NS

R4 2.121

2.272

7

0.892

9

1.113

1 -0.71 NS

R5 2.212 2.4

1.023

4

1.098

8 -0.84 NS

R6 2.212

2.2182

0.9924

1.0308 0.00 NS

R7 1.909 1.8

0.842

7

0.779

4 0.58 NS

R8 2.121

2.272

7

0.992

4

1.079

3 -0.68 NS

R9 1.758

1.854

5

0.791

8

0.911

2 -0.55 NS

R10 1.848

2.1636

0.8337

0.9956 -1.68 NS

R1 to R10 Attributes related to causes of resistance in part 2 of

questionnaireJunior Group MS (x1) Mean Scores of Junior Group ResponsesSenior Group MS (x2) Mean Scores of Senior Group Responses

J- SD (J) Standard Deviation of Mean Scores of Academic

Sector Responses

S-SD (S) - Standard Deviation of Mean Scores of Research

Sector Responses

ZC Z Critical ValueZS Z Static Value (Calculated)

Level of significance of difference in variance

Sig / NSig Significant / Not Significant

From the above table, it is evident that there is nosignificant difference between the observed sample meansof the two groups based on age. However, inspite of

general agreement with respect to the causes of resistanceto change, the respondents also suggested some measures

for a smooth transition. These suggestions were analyzedin detail using content analysis method. Major suggestionsthat emerged related to administrative support, employeedevelopment programmes, lifelong learning, and personal

attributes etc.

Fig. 6 Content Analysis of Suggested Measures

The measures for improvement as suggested by therespondents to face the challenges and manage resistanceindicate requirement of more attention in certain areas.

These are management support and administrativemeasures, promoting employee development programmes,readiness for lifelong learning, improving upon personalattributes of employees, change management relatedmeasures like change orientation, readiness for change,

resistance management. Also the Information &Communications Technology (ICT) related measures,honing management skills, improving work culture,networking and partnership initiatives, changes in LIScurriculum, service orientation and customer orientationalso need a significant attention.

The following four areas discussed here showed a

good precedence over the rest. These are related toadministrative measures, employee development, lifelonglearning and personal attributes. Amongst the suggestivemeasures, administrative measures and EmployeeDevelopment Programmes gained larger consensus over

all others. 54 suggestions for administrative measures and53 suggestions for Employee Development Programmewere received.

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http://www.cisjournal.orgIn administrative measures, respondents suggested

that there is a need for empowering library and

information professionals with decision making positionsin organizations. They also suggested that the managementshould positively provide incentives to LIPs. Such steps by

management or administration will motivate theemployees to take up challenges and initiate new /customized services to the patrons as well as perform well

in their jobs. Suggestions were also received in terms of promoting participative management, skill based jobassignment to employees, etc.

To meet challenges, pressure from authorities to perform better and also to meet user expectations asystematic employee development programme is

absolutely essential. This will not only help employees tointegrate with the vision, mission, and key strategicdirections of the library and organization, but also help thelibrary towards becoming a learning organization because

learning organizations are skilled at creating, acquiringand transferring knowledge, and at modifying behaviour to

reflect new insights [5]. Next higher score was forlifelong learning with 39 suggestions. The attribute oflifelong learning can be associated with the concept oflearning organization because organizations are made ofup of employees. Organizations can become learningorganizations if its employees adopt lifelong learningattitude.

Thirty five (35) suggestions were received under thecategory of personal attributes. They include attitudinalchange, readiness to face challenges boldly, inculcatereading habit themselves to promote good reading habits

in users, learning from the changing environment,proactive nature, self-motivation, work commitment, and

welcoming criticism. These attributes can be either self-developed or gained through training. It is desirable thatthe professionals improve and sharpen their personalattributes as they prove to be of help during chaoticsituations also.

Systems Approach in Library & Information Services:

Academic institutions and research organizations can beviewed as complex knowledge systems consisting ofseveral interconnected subsystems that work in synergy

and harmony with each other in order to achieve thisvision and mission. One of these subsystems is the library,where every LIP can be viewed as a systemic entity in

himself.

Organization

The immediate operational environment of LIPs isimpacted upon by changes in the external environment.Thus, the challenges faced by them and their subsequentresistance to them are a result of these changes. Owing tothe systems nature of libraries and LIPs, adopting systems

thinking is recommended to be adopted in order to facethese challenges and successfully dealing with resistance.

Fig. 7 Organizational System

Fig. 8 Operational Environment of LIPs

According to systems thinking approach each entity ina system is interconnected with every other entity and the behaviour of the system as a whole is shaped by the

interconnectedness of these entities. It also advocates thatthe whole is bigger than the sum of individual entities [6].Therefore interconnectedness can be achieved by notisolating oneself from the system and by viewing oneselfas a part of it i.e., to see the big picture.Some of the previous studies conducted using systems

approach, are as follows. Peter Checkland [7] reports application of Soft

Systems Methodology (SSM) in achieving desirable

External Environment

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http://www.cisjournal.organd feasible change in the information and libraryfunction of a U.K. based company in a science based

industry. SSM uses systems models in an organizedlearning system to improve and make more apparentthe process by which what obviously ought to be

done emerges for particular people at a particularsituation with its own unique history.

John Knowles [8] presents how a soft-systemsanalysis was carried out for a CD-ROM network for amulti-site polytechnic at Liverpool PolytechnicLibrary Services. The project involved looking at

effects of current situation on the users, in terms ofantagonism between different types of users,antagonism between library staff and management,and the general increase in pressure on staff dealingwith the running of the current CD-ROM system. Thestudy concludes with a system specification for the

recommended CD-ROM network.

Sulaiman Al-Hassan and A.J. Meadows [9] studiedapplication of soft systems methodology for

improving library personnel management in Kuwait.Their study conducted between 1989-91 considering

the pre and post Gulf war issues in Kuwaits libraries,focused on the investigation of experiences ofrecruitment, training, appraisal, job satisfaction andconditions of service. They have stated that the studyhas shown that soft systems methodology can be

usefully applied to the examination of library

personnel management.

Gilbert Tan [10] explains how managers can fosterand sustain creativity in their organizations using a

total systems approach. He depicts the organization ashaving four subsystems viz., culture, techno-structuralsubsystems, management and people. Each systemwill create unique barriers to creativity. The suggestedframework identifies three types of interventions cultural, organization and design, and training

development that can help the ingredients ofcreativity, foundations, competencies, and support.

Christian Boissonnas [11] addresses the issue oftechnical services to re-emphasize it to be a reader

service, which is often seen as something other than areader service. According to this study, theimplementation of digital libraries cannot be

successful without a comprehensive system-wideapproach that calls for people with differentexperiences and expertise to work together across,

rather than in, functional gropus. This systemsapproach assumes a level of organizational readinessthat can be achieved through the deep integration ofseparate functions.

Giesecke, J. and McNiel, B. [12] explore in theirarticle why organizations consider attempting to become learning organizations. They include anoverview of the theory of learning organizations,present steps to becoming one, and describe examples

of learning organization efforts at the University ofNebraska-Lincoln Libraries and other libraries. They

adopt Peter Senges principles which include systemsthinking.

Somerville, M.M. and Mirjamdotter, A. [13] presentan applied model for cultivating better thinking forworking smarter within dynamically changinginformation organizations through systems thinkingand application of Soft Systems Methodology (SSM).

Somerville, M.M. [14] and others report applicationof Soft Systems Methodology (SSM) tools andinformation literacy principles and practices to

advance data driven dialogue on design anddevelopment of enhanced information and knowledge

management tools at California Polytechnic StateUniversity, California. They report about the library practitioners increased confidence and capability to predict productivity enhancement and continuous

learning as they assume new roles as architects ofdigital information and knowledge learning spaces.

Delbridge, R. and Fisher, S. [15] provide an overviewof soft systems methodology (SSM) and review the

ways in which the methodology has been applied bymanagers and researchers to gain a broadunderstanding of library and information serviceactivity.

Systems Approach for Dealing with Resistance to

Change: On similar grounds, systems approach can be

applied to managing change in library and informationcentres in India also. Systems thinking can be applied fordealing with resistance in LIPs, as detailed further.Systems thinking allows library and information work to be effective and innovative because library is a part of bigger environment and is interconnected with other

departments and units, it cannot function as an isolatedentity. LIPs should view themselves as an integral part ofthe organizational system. In response to the changingenvironment, there is a need to develop attitudes andcompetencies in such a manner that they correspond to thechanging requirements of the organization, changing

technology and user expectations. When LIPs take thisview, it helps them to situate library as proactive and notreactive to changes. This requires strong and effectiveleadership.

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Effective library leaders should possess qualities like self-awareness, embracing change, customer focus,collaborative spirit, courage and truthfulness, vision,dreams, creativity, innovation and entrepreneurship, planning, trust, values, passion for work, caring forcolleagues, communication, transformation and

inspirational motivation. Though there can be only oneeffective leader, yet it is desirable that all LIPs imbibethese leadership qualities so that they have a betterunderstanding of the systemic requirements.

Fig. 10 Causes, Capabilities & Corroboration Model (3Csor CCC Model)

Figure 10 explains systems approach to dealing with

resistance in LIPs. The impeding technological impactsand ever growing user expectations from LIPs forseamless service are placing heavy pressure on the LIPs tochange. By this way both these factors are forming the

causes of change. Lack of competencies and negativeattitudes among LIPs towards change cause resistance

among them. Also the lack of support from authorities interms of resources and infrastructure contribute further tothis resistance.

In such a condition, the LIPs need to develop their

capabilities in terms of competencies and attitudes. This

can be achieved by encouraging them to undergocontinuous professional development and imbibe lifelonglearning attributes. Any action requires a two way

approach. Positive stand from LIPs for change will enablethe authorities also to offer continuous support in terms of

corroboration for their development and better servicesthereof.Some of the important recommendations are as detailed

further.

The following competencies and attitudes are

recommended to be developed by LIPs.

Competencies: Library and information professionalsrequire two types of competencies in this changing

environment. They are Professional and Personal.Professional Competencies in LIPs are:oTo align with organizational vision, mission and

also with key stake holders.oTo assess and communicate the value of

information organization. This competency can

be linked to knowledge management related

measures.Fig. 9 Systems Approach to Meet Various ChallengesoTo build a dynamic collection of information

resources based on deep understanding of users.Thus, suggestive measures received pertaining toservice and customer orientation can be leveragedin terms of developing innovative methods to

restructure and customize services as percustomers requirements.

oTo develop and maintain a portfolio of effectiveand aligned information services.

oTo acquire knowledge of new concepts andproducts or enhanced information solutions. This

relates to implementation of ICT and

management skills.Personal Competencies in LIPs are:oTo build and improve upon personal attributes,

which relate to implemeting suggestive measuresof developing personal attributes like attitudinal

change, being proactive, self-motivation, workcommitment, welcoming criticism etc.

oTo see the big picture, thus enabling the LIP tounderstand that he is a part of the bigger systemand not an isolated entity.

oTo create partnerships and alliances. This realtesto implemeting measures related to networkingand partnerships like interaction on professional

platforms, resource and knowledge sharing, professional networking, and with otherdepartments.

oTo employ a team approach; recognize thebalance of collaborating, leading and following.

In order to understand continuously happening

changes and ever increasing user expectations, LIPsshould make a habit of taking feedback from theircustomers with respect to their service offerings. This willhelp them stay relevant even in turbulent times.

Attitudes: The attitudes that are required to bedeveloped by LIPs pertain to that of learning andservice.

oLearning: Learning can be of two types workplace learning and lifelong learning. It is

recommended that the LIPs should possess a zeal

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http://www.cisjournal.orgfor learning. LIPs should not only value theopportunity to learn for themselves but also

encourage the same opportunity for those aroundthem. Learning takes place in a variety of methods.It can be through enhancing professional

qualifications, continuing education, scholarlyresearch and communication, participating intraining programmes, workshops, seminars,

conferences. Learning also takes place throughdiscussions over professional platforms, exchangeof views, experiences, ideas and knowledgesharing. Learning can be augmented by systematicpersonal knowledge management, by adopting andusing emerging technologies to the optimum.

oService Orientation: It is recommended that everyLibrary and Information Professional should strivetowards rendering quality service in spite of thechallenges brought about by changes in the

information environment. The concept of duty andservice inspired by professional values and a desire

to serve users better should be the guiding light forall LIPs.

Even in this digitized environment of virtual librariesand repositories, there is still no better theory of library orthe role of librarians than the universally incontrovertibleand applicable Five Laws of Library Science enunciatedby Dr. S. R. Ranganathan [16], that form the bedrock of

library and information profession. These are profound yetsimple principles based upon linking people, libraries andinformation they use. In case of any change ortransformation, it always holds true to check and recheck

if the change or transformation satisfies these laws,provided the words book and reader are not taken too

literally and read as user and information. They are: 1.Books are for use; 2. Every Book Its Reader; 3. EveryReader His Book; 4. Save the time of reader; 5. Libraryis a growing organism. Adhering to these axioms alwayswill help the LIPs to serve their users in a better manner.

Supporting Facilities & Environment: As systemsapproach advocates that the whole is bigger than the sumof its individual entities it is desirable that the managementor higher authorities or administration acknowledge thatthe organization is a system consisting of several

interconnected subsystems and therefore extend requiredsupport in terms of participative management,empowering employees for decision making,

infrastructural facilities, IT related facilities, incentives,developmental programmes etc.

Working environment plays a significant role inhelping the LIPs adopt and adapt to changes. A conducive

work environment will act positively on their psychologyand motivate them to acquire desired attitudes and

competencies, thus giving efficient output. Hence it is a prime responsibility on the part of the administration to provide the LIPs a suitable and conducive workingenvironment.

Comprehensive Employee Development Programme:

An Employee Development Programme with

comprehensive learning domain in thrust areas viz.,Information & Communication Technologies, effective

usage of various electronic and digital resources,management skills, marketing, strategic planning, totalquality management, leadership skills, corporate

storytelling for library managers and leaders,organizational learning, building learning organizations,knowledge management etc. is the need of the hour. Focus

on organizational communications, service provision, andculture building encompassing customer service andemployee relations, supervision and team building, personnel related subjects like legal and effectiveperformance appraisals, performance management shouldalso be developed and initiated for the library and

information professionals at all functional levels. Modulesrelated to stress management, self development andergonomics and healthy working conditions also can beincluded depending upon the need. Such programmes

provide better understanding of organizationaldevelopment concepts to the LIPs and will help them in

developing both competencies as well as attitudes.

5. CONCLUSION

Instead of searching for solutions in the environment andexpecting support in terms of extrinsic factors, applicationof changing self to change others and in turn the system

as a whole approach is desirable. This will lead to apositive change in the attitude of the professionals, whichin turn will lead him to contribute in achievingorganizational excellence. As nature mirrors systems in

each and every of its parts, so also every individual andorganization mirror a system in their own way. Realization

of existence of these systems to harness their potential totheir optimum is needed.

REFERENCES[1] L. Pugh, Change Management in Information

Services, 2nd Ed., Ashgate, Aldershot, 2007.

[2] C. Cardina and D. Wicks, The changing roles ofacademic reference librarians over a ten-year

period,Reference and User Services Quarterly, vol44(2), pp. 133-142, 2004.

[3] M. G. Melchionda, Librarians in the age of Internet:

their attitudes and roles a literature review, NewLibrary World, vol. 108 (3/4), pp. 123-140, 2007.

[4] F. Ferreira and Oth., Information professionals inBrazil: core competencies and professionaldevelopment, Information Research, vol. 12 (2),

http://InformationR.net/ir/12-2/paper299.html2007.[5] D. A. Garvin, Building Learning Organizations,

Harvard Business Review, Pp. 78-91, July-Aug,1993.

[6] P. Senge, The Fifth Discipline: The Art and Practiceof the Learning Organization, Doubleday/Currency,New York, 1990.

[7] P. Checkland, Achieving 'Desirable and Feasible'

Change: An Application of Soft SystemsMethodology, The Journal of the Operational

Research Society, Vol. 36, No. 9, Systems Thinking

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http://www.cisjournal.orgAPPENDIX

Questionnaire for the Research Topic: Causes of Resistance toChange among Library and Information Professionals in India

I.Causes of Resistance (Kindly rate your responses) asStrongly agree (1) Agree (2) Cannot say (3) Disagree(4) Strongly disagree (5)

1. Lack of proper attitude towards change causesresistance.

2. Poorly motivated personnel pose resistance to change.3. Inadequate training causes resistance.4. Difficulty in understanding fast and complex changes

in the environment sets off resistance.5. Deep rooted dogmas and technophobia produce

resistance towards technology coupled change.6. Underdeveloped competencies cause resistance for

the transformed environment.7. Unavailability of adequate resources and

infrastructural facilities triggers resistance.8. Lack of customer orientation creates resistance.9. Absence of management support causes resistance.

10.Resistance is raised due to absence of supportive /conducive work atmosphere.

II. Suggestions for improvement and smoothtransition

a.

b.

c.

d.

e.

Name of the respondent (optional):

Age:

Designation:

Email:

Organization:

Professional Qualifications:

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