Persuasion, Influence & Innovative Ideas
Rebecca Jones, Partner Dysart & Jones Associates
How to influence your colleagues and your users
Important to Keep in Mind
-An idea or anything new = change
-People don't like change when it involves them, unless there is something in it for them.
-Group = people brought together to work
Discovery, knowledge, exploring, inspiration - words used in mission/vision statements, yet libraries don't really want ideas to inspire or discover or change.
Why are some naysayers?
-Don't see what's in it for them
-Fear
-"laters" or "laggards"
Influencing is built on:
-competence
-clarity
-relationships
Influencing others starts with ourselves
-Presence is the most important part of influencing
-We have to see ourselves as influencers
-We must be clear on what we want to see happen
-We must learn new approaches
"Influence is one of the highest skills that we have as humans" Rebecca Jones
Consider the broader Context
-"Leadership is a process of social influence through which one person is able to enlist the aid and support of others in the accomplishment of a common task." Chemers
Some Underlying Principles
-One in ten Americans tel the other nine how to vote, where to eat, and what to buy
-Passionate, informed, well-connected, articulate people with broad social networks, to whom others look for advice & recommendations
-"talkers"
Effective influencers tend to be:
-"expert" in a specific domain
-"early adopters" or certainly know how to build relationships with early adopters to move change through
-Opinion leaders
-Knowledgeable about the issues being dealt with
-viewed as trustworthy
-with connections
Influence without authority
-Assumptions/everyone is a potential ally
-Clarity/be clear on your goal or objective
-Diagnosis/Understand the other person's situation
-Currencies/Identify what's important at this point for our & them
-Relationships/Develop & deal with
-Influence/Through give & take
Wooing (The Art of Woo)
-Knowing what you want
-Getting it in front of a few people
-Forming, molding & building a snowball
-Following the network
-One idea, one ally, one email, one conversation, one meeting, one presentation at a time
-use their knowledge & connections to help others
Competence
-Know your strengths & weaknesses
-Work to your strengths
-Keep the organizational perspective
-Critical success factor for credibility & expertise
Relationships
-Get to know people, what they do, & keep in touch - regardless of level
-Build trust; it's incremental & fragile
-Must understand your organization's hidden yet important relationships & where the real power lies
"You cannot antagonize and influence at the same time." J.S. Knox
Our language needs to change to make it more streamlined. Presenter never wants to hear the term "bibliographic instruction" again. No one really knows what that means.
Being Part of the Quotient - To move to the decision-making table:
-Clear direction which can be articulated
Clarity
-Be clear on what you want
-Be clear on what you've got & where your lines will be drawn
-Communicate clearly, in the style of the listener
Influencing Styles
-Involving: "pull" communication style matches others'; building collaboration
-Inquiring: "push" listening carefully to identify others' needs & 'currencies'; to give & take
-Leading: "pull" engaging people to share stories & common grounds
-Proposing - "push" presenting possible solutions or a choice of options; structured & rational
Inquiring
-Based on assumption that people are more motivated by what they'll lose
-Requires a good blend of both expertise & credibility - & trust
-Use images & metaphors, not facts & logic
YES!
Core principles that increase your persuasiveness:
1. Reciprocation
2. Authority
3. Commitment/consistency
4. Scarcity
5. Liking
6. Social proof
***This was another good session with lots of information to process.***
Wednesday, April 14, 2010
The 24th Thing CIL2010 Session
The 24th Thing: What's Next
Sean Robinson, Allen County Public Library
Lori Reed, Charlotte Mecklenburg Library
Christa Burns
Michael Sauers
Helene Blowers was supposed to present this session, but unfortunately she was unable to attend.
What is your vision?
-What are you trying to do with these 2.0 tools?
3 tenets of the 23 things
Engage
Enrich - reach people, if you blog you want people to read it. How can you have a message that resonates?
Empower - empower others and fight for what you love
What is your strategy? "If you are in a great organization your mission/vision statement is a cooperative effort among all." -
3 Questions
1. How are people finding us
2. What are they
How are they finding us?
-Users need to find us outside the actually building
-We need to go where are users are
Engagement is not an idea, it is a practice
"I'm not desperate for attention, I just like spending ten hours a day on twitter."
Nebraska now has an ongoing 23 things that started in May of 2009. They learn 1 thing a month until they run out of things. May have been better to have 2 things a month to keep participation up.
Have to keep promoting the 23 things in order to keep people participating.
Innovating During a Time Of Change
Libraries are facing a time where budgets are being cut and some are being completely closed.
At the Charlotte Mecklenburg Library -
Budget was cut by 2 million, and 120 people were laid off.
Now they are talking about losing over half the staff in July
"In calm weather, all ships have good captains"
To get through these tough times had to advocate and started SaveLibraries.org
Five Quick Ways your library can innovate during tough times
1. Innovation is more than technology
2. Be willing to do what's right for the organization and the profession
3. You can't communicate too much
4. Accept the fact that libraries are going to look very different in the future
5. This is an opportunity to learn, grow, adapt, improve, and let go of what's not working
We should not have to tell people why libraries are important, that should be inherent in everything that we do.
***This presentation was very good. It took a turn at the end, but Lori had some great thoughts on libraries in peril. I really enjoyed this session and while I didn't get to hear the presenter that I was hoping to, I thought they did a great job at the last minute.***
Sean Robinson, Allen County Public Library
Lori Reed, Charlotte Mecklenburg Library
Christa Burns
Michael Sauers
Helene Blowers was supposed to present this session, but unfortunately she was unable to attend.
What is your vision?
-What are you trying to do with these 2.0 tools?
3 tenets of the 23 things
Engage
Enrich - reach people, if you blog you want people to read it. How can you have a message that resonates?
Empower - empower others and fight for what you love
What is your strategy? "If you are in a great organization your mission/vision statement is a cooperative effort among all." -
3 Questions
1. How are people finding us
2. What are they
How are they finding us?
-Users need to find us outside the actually building
-We need to go where are users are
Engagement is not an idea, it is a practice
"I'm not desperate for attention, I just like spending ten hours a day on twitter."
Nebraska now has an ongoing 23 things that started in May of 2009. They learn 1 thing a month until they run out of things. May have been better to have 2 things a month to keep participation up.
Have to keep promoting the 23 things in order to keep people participating.
Innovating During a Time Of Change
Libraries are facing a time where budgets are being cut and some are being completely closed.
At the Charlotte Mecklenburg Library -
Budget was cut by 2 million, and 120 people were laid off.
Now they are talking about losing over half the staff in July
"In calm weather, all ships have good captains"
To get through these tough times had to advocate and started SaveLibraries.org
Five Quick Ways your library can innovate during tough times
1. Innovation is more than technology
2. Be willing to do what's right for the organization and the profession
3. You can't communicate too much
4. Accept the fact that libraries are going to look very different in the future
5. This is an opportunity to learn, grow, adapt, improve, and let go of what's not working
We should not have to tell people why libraries are important, that should be inherent in everything that we do.
***This presentation was very good. It took a turn at the end, but Lori had some great thoughts on libraries in peril. I really enjoyed this session and while I didn't get to hear the presenter that I was hoping to, I thought they did a great job at the last minute.***
Making It Happen Key Note CIL2010
Making It Happen: Getting Things Done
Dr. Ken Haycock, Director, School of Library & Information Science, San Jose State University
Applying What We Know
-Users don't complain about needing more money for the library **not sure if I completely agree with this***
-As long as the library employees smile, the users are satisfied with lousy service.
Death by Opportunity
-Where can we make the best difference/where we have the opportunity to make an impact
Opportunity Costs
-We need to be more strategic in what we do. We can not be all things to all people.
We are all Leaders
-Leadership is a process of social influence through which one person is able to enlist the aid and support of others in the accomplishment of a common task.
Power or Influence
-Power: possession of control, authority or influence ver others
-Types of power
-Influence: act of producing an effect without apparent exertion of force or direct exercise of command
-Control>Direct Influence>
Indirect Influence>Zone of No Influence
Successful people are influential
-Trust is the most critical component in relationships
-A good reputation is priceless
-Integrity cannot be bought and should never be sold
-Most people are filled with self-doubt
-Listening is more important than talking
-Caring managers always help their staff to succeed
-Carefully select those you wish to mentor
-Mentoring is a manager's most powerful tool
-Some people are not interested in being mentored
Trust
-Character
-Competence
-Confidence
-Credibility
-Congruence
Advocacy Defined
-Public Relations are not advocacy, public relations is all about us
-Need to stop talking about libraries and start talking about social and cultural issues and how we are making a difference to what matters (student success, faculty research, etc.)
Advocacy Rules
-It is all about respect
-Connect the agenda
-Recognize that people do things for their reasons not ours
-Connect with the values of the people
-Make a deposit by letting people understand what you are about and how you affect people
Advocacy is like banking, you can't make a withdraw until you make a deposit.
Universal Principles
-Reciprocation (feel obliged to return favors)
-Authority (look to experts)
-Commitment/Consistency (with commitments and values)
-Scarcity (less available more we want it)
-Liking (more we like more we want to say yes)
-Social Proof (what others are doing)
Yes! (Book)
-When they think about persuasion, most people emphasize their own experiences too much, rather than depending on data or techniques.
-Increase your persuasive power by understanding the core principles:
--A small gift or favor will make you more persuasive. People will want to pay you back.
--The public believes in authority, so enlist higher-ups on your side
Pillars
-The relationship
-The intended approach
-The desired results
-The context - for the issue, for the individual, and for the organization
R.O.T.I. - Return On Time Invested
We can't afford to be perfectionists, we do not have time. The most precious resource is time. We need to spend the most time on those things that are the most important.
Basic Questions
-Am I the right person
-Is this the right time
Focus
-Flexible
-Observable
-Courageous
-Useful
-Supportive
Focus and Plan
-On the Relationship
-On the Approach
-On the Context (Individual; System; Organization; Culture; Timing)
-On the issues (arguments that support/against;
A mediocre plan today is far better than a perfect plan tomorrow.
Major Inhibitors
-It is not my job
-Lack of competence (or a plan)
-Talking is not influencing
-There are no silver bullets or quick fixes
-Do not try to influence everyone (focus on reports and opinion leaders)
***This was a good session with some thought provoking ideas on advocacy. So many times we are advocating for a building, not for our services. We don't make the connection for others on how our services impact students, faculty, and staff. I thought this was very good and also one that I need to go back and digest at a later date.***
Tuesday, April 13, 2010
Instructional Technology: It's A Team Thing CIL2010 Session
Instructional Technology: It's a Team Thing
Beth Filar Williams, Distance Education Librarian
Lynda Kellam, Data Services & Government Information Librarian
Amy Harris, First Year Instruction Coordinator
Hannah Winkler, Libraries' Digital Designer
University Libraries, University of North Carolina at Greensboro
High Impact/High Effort
-JIT instruction
-Outcome based assessment
High Impact/Low Effort
-Wikis
-Clickers
-Pod/Vodcasting
-LMS content
Low Impact/High Effort
-Virtual Worlds
-Games
Low Impact/Low Effort
-BIZ Game
-Subject specific content
***I should have just stayed in the room during this session. This isn't a slam to the presenters because they were very good and engaging, my heart just isn't in it right now.***
Beth Filar Williams, Distance Education Librarian
Lynda Kellam, Data Services & Government Information Librarian
Amy Harris, First Year Instruction Coordinator
Hannah Winkler, Libraries' Digital Designer
University Libraries, University of North Carolina at Greensboro
High Impact/High Effort
-JIT instruction
-Outcome based assessment
High Impact/Low Effort
-Wikis
-Clickers
-Pod/Vodcasting
-LMS content
Low Impact/High Effort
-Virtual Worlds
-Games
Low Impact/Low Effort
-BIZ Game
-Subject specific content
***I should have just stayed in the room during this session. This isn't a slam to the presenters because they were very good and engaging, my heart just isn't in it right now.***
Virtual Learning & Training: From Classrooms to Communities CIL2010 Session
Virtual Learning & Training: From Classrooms to Communities
Alison miller, Distance Education Research, The Internet Public Library (IPL)
Meredith Farkas, Head, Instructional Initiatives, Norwich University
Online learning needs to include more than just written lecture notes, written assignments, etc. f2f classes include more discussion, questions that can come up during lectures, etc. How do we translate that to an online environment?
Web 2.0 ideas for the classroom
-Age of participation
-The wisdom of crowds (can learn from the students as well as the instructor)
-Social constructivism (the instructor should be more of a facilitator)
Used Drupal an open source resource that can be used as websites, LMS, etc.
Students can blog and they can find it all in one place. The core of the classroom is the conversation between students and teacher
Why Blogs?
-Familiar medium: new types of blogging: in MySpace, Facebook, Twitter, etc.
-Faculty communication with students
-Builds student sense of ownership over the medium
-Community-building
-Reflective learning
-Discussion and debate
-Writing in public
-Everyone is teacher and learner
Blogs can...
-Promote critical and reflective thinking
-Enable collaboration and knowledge-sharing
-Create an informal environment for student discussion and community-building
-Encourage dialogue and debate
-Encourage students to teach as well as learn and co-construct their learning experience
Lessons Learned on blogging
-Looking good on paper isn't enough
-Take advantage of key moments
-The most exciting technology isn't always the best for users
-Own your disasters
-Define success
-Ill-considered ideas hastily implemented can be a great success
***This session was really good and had some great ideas for me to take back and incorporate in the course that I teach. I already knew that I need to add more interaction within the course, but this session really solidified this.***
Alison miller, Distance Education Research, The Internet Public Library (IPL)
Meredith Farkas, Head, Instructional Initiatives, Norwich University
Online learning needs to include more than just written lecture notes, written assignments, etc. f2f classes include more discussion, questions that can come up during lectures, etc. How do we translate that to an online environment?
Web 2.0 ideas for the classroom
-Age of participation
-The wisdom of crowds (can learn from the students as well as the instructor)
-Social constructivism (the instructor should be more of a facilitator)
Used Drupal an open source resource that can be used as websites, LMS, etc.
Students can blog and they can find it all in one place. The core of the classroom is the conversation between students and teacher
Why Blogs?
-Familiar medium: new types of blogging: in MySpace, Facebook, Twitter, etc.
-Faculty communication with students
-Builds student sense of ownership over the medium
-Community-building
-Reflective learning
-Discussion and debate
-Writing in public
-Everyone is teacher and learner
Blogs can...
-Promote critical and reflective thinking
-Enable collaboration and knowledge-sharing
-Create an informal environment for student discussion and community-building
-Encourage dialogue and debate
-Encourage students to teach as well as learn and co-construct their learning experience
Lessons Learned on blogging
-Looking good on paper isn't enough
-Take advantage of key moments
-The most exciting technology isn't always the best for users
-Own your disasters
-Define success
-Ill-considered ideas hastily implemented can be a great success
***This session was really good and had some great ideas for me to take back and incorporate in the course that I teach. I already knew that I need to add more interaction within the course, but this session really solidified this.***
Usability & Libraries CIL2010 Session
Usability & Libraries
Peter Webster, Systems Librarian, Saint Mary's University
Yu-Hui Chen, Bibliographer & outreach Librarian for Education
Carol Anne Germain, Networked Resources Education Librarian, University at Albany
Libraries know that their online services are not perfect.
But users view library online services as "broken" and unusable
What We Hear from Users
-There are too many places and choices to search, I can't find what I need.
-The library needs more stuff. Finding good references that are not available is really frustrating. ***I get this ALL the time.***
-I'll just use Google instead. Everything is in Google anyway.
Beyond user friendly software and reliable hardware
-users expect easy, direct and immediate access to needed info
-users have ever improving alternatives to judge library services by
-users have little tolerance for services which fail to meet rising expectations
Basic Service expectations
-Confusing, Inconvenient, Unreliable, Slow = broken
-Less than immediate access to information = broken
-Limited or incomplete collections = broken
Areas for focus for the future
-seamless, simple, fast and reliable systems and services
-Common interfaces, seamless and integrated discovery
-Comprehensive information access
Project Overview
-Online survey ARL academic libraries
-84 institutions participated
-Survey content
--Policies/standards/guidelines
--Usability testing
--Resources (staff, time, training)
Issues, Challenges, & Recommendations
-Stakeholders
--Little knowledge of and support for usability
--Limited usability expertise
--Political agenda
-Resources
--Staff and time
--Organizational knowledge
If we have good usability, then users will stay. If we do not have what they want or can use then they will go elsewhere. ***I have been saying this for years, yet I still do not have any listeners. Librarians do not necessarily know what is best for the user.***
Peter Webster, Systems Librarian, Saint Mary's University
Yu-Hui Chen, Bibliographer & outreach Librarian for Education
Carol Anne Germain, Networked Resources Education Librarian, University at Albany
Libraries know that their online services are not perfect.
But users view library online services as "broken" and unusable
What We Hear from Users
-There are too many places and choices to search, I can't find what I need.
-The library needs more stuff. Finding good references that are not available is really frustrating. ***I get this ALL the time.***
-I'll just use Google instead. Everything is in Google anyway.
Beyond user friendly software and reliable hardware
-users expect easy, direct and immediate access to needed info
-users have ever improving alternatives to judge library services by
-users have little tolerance for services which fail to meet rising expectations
Basic Service expectations
-Confusing, Inconvenient, Unreliable, Slow = broken
-Less than immediate access to information = broken
-Limited or incomplete collections = broken
Areas for focus for the future
-seamless, simple, fast and reliable systems and services
-Common interfaces, seamless and integrated discovery
-Comprehensive information access
Project Overview
-Online survey ARL academic libraries
-84 institutions participated
-Survey content
--Policies/standards/guidelines
--Usability testing
--Resources (staff, time, training)
Issues, Challenges, & Recommendations
-Stakeholders
--Little knowledge of and support for usability
--Limited usability expertise
--Political agenda
-Resources
--Staff and time
--Organizational knowledge
If we have good usability, then users will stay. If we do not have what they want or can use then they will go elsewhere. ***I have been saying this for years, yet I still do not have any listeners. Librarians do not necessarily know what is best for the user.***
Critical Thinking: Getting to the Right Decision CIL2010 Session
Critical Thinking: Getting to the Right Decision
Rebecca Jones, Partner, Dysart & Jones Associates
Deb Wallace, Managing Director, Knowledge & Library Services, Harvard Business School
If you are not prepared to change, don't even bother doing a strategic plan. - Rebecca Jones
So true!
slideshare.net/beckyjojojones
Critical Thinking is really about
-Decision-making & problem-solving
-Open-mindedness
-Productive dialogue
We can't make decisions alone or in a vacuum, the decisions & problems we face are increasingly complex. The decisions we make end up impacting someone else.
Good Critical Thinking
-Raises the right questions
-Focuses on the real problem or decision to be taken
-Gathers & assesses relevant information
-Uses abstract ideas to interpret info effectively
-Develops well-reasoned conclusions & solutions, testing them against relevant criteria and standards
-Relies on recognizing & assessing assumptions, implications, & consequences
-Communicates effectively with others in figuring out solutions to complex problems
Why?
-For our users
-For our organizations
-For ourselves, and our professional credibility
"Set in our ways" won't move us forward
"Naming" the process at first makes it legitimate to:
-Challenge usual practices
-Rethink what has been thought
-Expand the emphasis from short-term fixes to long-term fusion
Common Decision Traps
-Framing
-Status quo
-Anchoring
-Sunk Cost
Critical thinking is not about being critical.
KLS Enduring Goals (Do not change goals every year or two years)
-Deliver the greatest possible value to KLS's customers by integrating our expertise and resources in support of their teaching, learning, and research.
-Build and enrich a knowledge of information ecosystem that delivers what the customer needs when they need it, seamlessly.
-Be the "trusted advisor" for Harvard Business School in knowledge, information and learning practices
Free people up to think in different ways. Think critically about how best to meet our missions, to meet our user needs.
The libraries at Harvard constantly rank the lowest among employee satisfaction among Harvard departments. Need to realize that it is not a top down, but administrators/managers need to listen to all employees.
If you are not happy in your work or your position, will not be able to think critically and contribute to your organization.
Critical Characteristics
-Communication skills; listen
-Self-awareness & self-acceptance
-Curious, interested, & questioning
-Admits lack of valid information & understanding
-Assess & evaluates information & propositions for their value at the issue on hand
What's Critical?
-Awareness
-Discipline your decision making to uncover thinking errors & prevent judgment errors
-Trying it
***Wonderful presentation, lots to think about and process.***
Rebecca Jones, Partner, Dysart & Jones Associates
Deb Wallace, Managing Director, Knowledge & Library Services, Harvard Business School
If you are not prepared to change, don't even bother doing a strategic plan. - Rebecca Jones
So true!
slideshare.net/beckyjojojones
Critical Thinking is really about
-Decision-making & problem-solving
-Open-mindedness
-Productive dialogue
We can't make decisions alone or in a vacuum, the decisions & problems we face are increasingly complex. The decisions we make end up impacting someone else.
Good Critical Thinking
-Raises the right questions
-Focuses on the real problem or decision to be taken
-Gathers & assesses relevant information
-Uses abstract ideas to interpret info effectively
-Develops well-reasoned conclusions & solutions, testing them against relevant criteria and standards
-Relies on recognizing & assessing assumptions, implications, & consequences
-Communicates effectively with others in figuring out solutions to complex problems
Why?
-For our users
-For our organizations
-For ourselves, and our professional credibility
"Set in our ways" won't move us forward
"Naming" the process at first makes it legitimate to:
-Challenge usual practices
-Rethink what has been thought
-Expand the emphasis from short-term fixes to long-term fusion
Common Decision Traps
-Framing
-Status quo
-Anchoring
-Sunk Cost
Critical thinking is not about being critical.
KLS Enduring Goals (Do not change goals every year or two years)
-Deliver the greatest possible value to KLS's customers by integrating our expertise and resources in support of their teaching, learning, and research.
-Build and enrich a knowledge of information ecosystem that delivers what the customer needs when they need it, seamlessly.
-Be the "trusted advisor" for Harvard Business School in knowledge, information and learning practices
Free people up to think in different ways. Think critically about how best to meet our missions, to meet our user needs.
The libraries at Harvard constantly rank the lowest among employee satisfaction among Harvard departments. Need to realize that it is not a top down, but administrators/managers need to listen to all employees.
If you are not happy in your work or your position, will not be able to think critically and contribute to your organization.
Critical Characteristics
-Communication skills; listen
-Self-awareness & self-acceptance
-Curious, interested, & questioning
-Admits lack of valid information & understanding
-Assess & evaluates information & propositions for their value at the issue on hand
What's Critical?
-Awareness
-Discipline your decision making to uncover thinking errors & prevent judgment errors
-Trying it
***Wonderful presentation, lots to think about and process.***
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