Strategic Decision Making in a Time of Information Overload

By Kathleen Begley Powe and Dr. Daniel Plung

Kathleen Begley Powe, manages the SRS Library for the Westinghouse Savannah River Company in Aiken, SC. (kathleen.pow@srs.gov) She received her MLS from the University of Pittsburgh and an MS in History from Duquesne University.

Dr. Daniel Plung is employed as a senior manager at Westinghouse Savannah River Company in Aiken, SC. (daniel.plung@srs.gov) He also teaches Professional Communication at the University of South Carolina. He received his doctorate in English from Idaho State University.

Choices Are Everywhere.

As professional librarians, we make decisions. We continuously address customers' needs, make operational choices, meet service demands, and integrate technological advancements, while fulfilling the most basic need of allfinding an answer. This quest for information challenges us with a constant stream of choices and decisions. And with the dynamic growth of electronic information and resources, the number of choices has grown exponentially. By the very nature of our jobs, most choices lead to more decisions. Choices made to satisfy our customers today, give us the opportunity to fill their needs tomorrow. Wise decisions keep us in business.

With all this practice, it would seem natural that librarians are equipped to make better decisions than most people. But repetition does not build judgement or strength, unless it is based on a firm and well-developed foundation. Understanding sound management practices and using clear, thoughtful planning is the basis for building effective operations and making valid, competent decisions. Matching and weighing the traditional library choices with an understanding and appreciation for the business framework in which it operates is the only way to maintain the library's existence and ensure its growth.

GLOBAL PERSPECTIVE

There are two categories of decisions made within a libraryinterpersonal decisions made to meet customer needs (reference and directional services) and strategic decisions made to support library operations and growth (resource allocations, long range planning, facility optimization, etc.). While these categories influence and support each other, their drivers are not always the same. The consequence of these decisions influences the world in which the decisions are made. In other words, our customers' successes (as a result of library involvement) sustain and promote the organization, while positively influencing the customers' outlook on the library and their commitment to its future.

The library decisions must be reconciled and in concert with the influences and performance measures from the broader universe in which the library exists. Many quality library operations have been placed in jeopardy by assuming wise bibliographic decisions are synonymous with wise business decisions.

Librarians are trained to make decisions in the library universe. The training is founded on three basic principles: Basic Philosophy of Library Operation, the Methodology for Choices, and Interlibrary Cooperation and Networking. These principles have always been a part of librarianship and are the operational tools for wise decision-making. But for the library to function effectively, justify continued support, and maintain its existence (with competition from other organizational elements fighting for the same funds), two additional principles from the business universethe integration of internal and external influences and the assessment of valuemust be used. Only with an understanding of these two principles can a library survive, grow, and direct its own future.

To ensure that a library understands sound management practices and uses clear, thoughtful planning, it is important to understand exactly what each principle is and how it applies to a particular special library. For comparasion sake, I will use my library, which has four degreed professionals, a technical support staff of four, and an annual budget of approximately $800,000. These principles apply equally to academic and public libraries because they all exist within an organization structured to financially survive and prosper.

Operating In The Library Universe

Principle #1 - Basic Philosophy of Library Operations

A library must understand and define its role to lay the foundation for effective decision-making. In its most basic form, a library is resources and services built to serve its customers. Each of these basic building blocks has two components. Resources are comprised of the core collection and the method of delivery, while services are the delivery to customer and self-service options. While each of the four components will differ from library to library, the structure is sound only when each element has both independent and interdependent support within the library's operating philosophy. Each element functions to support the next level. Without each supporting member, the whole structure is faulty.

This structural framework of a library can also illustrate operational and priority-based choices once the details of each element are identified and understood.

The details of the core collection must be designed for the customers' level of expertise and needs. For example, libraries must provide off-hours access to researchers working alternate shifts. Delivery methods and media choices are also important with a geographically diverse group of customers.

Our Special Library's Background and Experience in Relationship to Principle #1

Our special library, which mainly serves scientists and engineers involved in technical research at a government-owned, contractor-operated facility, had faced reductions in funding and staffing levels and changes in organizational reporting for several successive years. This left the staff alarmed, angry, and suspicious.

In response to these funding cuts we eliminated certain services and discontinued supporting or building the circulating and reference collection. All remaining funds were directed toward maintaining the periodical collection since it provided the most timely source of current information. Another change that accompanied the new organizational reporting was the expansion of the customer base from a smaller research community to the entire company. The organization that originally administered the library had approximately 80 percent of the research staff, but represented less than 10 percent of the overall population.

At our library, experience with Principle 1 meant a realignment of the staff's thinking. The librarians' dissatisfaction with reductions translated into a belief that the library's importance was diminished. This resulted in poor customer support and an unwillingness to take ownership. Typical responses to library customers were "You have to do that by yourself" or "We don't do that." Not only did the customers leave empty handed (which all libraries recognize could happen every once in awhile), but they also left disgruntled and offended. While the staff's responses reflected its frustrations, they was also symptomatic of a deeper problemone that lies rooted in both the library and the business universes.

To change the staff's attitude, the new manager concentrated on the library universe, implementing a three-part strategy.

Part A: All staff members were expected to provide resources and services for all customers, including those ill-equipped to use the growing array of research tools. The expectation is that the staff should respond politely, help as much as they can, and assist in securing information, even where an inquiry may extend to another staff member or to another information resource in the corporation. Recognizing the service responsibility began the necessary repositioning.

Part B: We identified the elements in the basic library structure. Although the elements began to reflect the broader customer base, the existing resources did not. Services were limited to reference, interlibrary loans, and subscription services; no self-service options had been introduced. Identifying these kinds of support gaps was as important as identifying the activities that were disproportionately draining funds and staff energies.

Part C: Once the elements were identified (see chart), the third part of the strategic plan was implemented. The activities we focused on included:

· A detailed study of the tasks, assignments, and time spent on each task for every staff member.

· Formal revisions to library services procedure that described both services and access.

· The creation of an intranet web site with unlimited access privileges to broadcast our services and identify new electronic resources.

· An online request form for customers to use when they are away from the library or to use after hours.

Of these improvement activities, the most far reaching was the development of new staff assignments and more clearly defined roles and responsibilities. Each staff member completed detailed studies of their tasks, assignments, and time allocation. Continuous reviews and self-assessments fine-tuned the results. The individual results were then integrated, representing the most accurate depiction of work. The assessment highlighted inappropriate priorities, unproductive time, misaligned skills and assignments, duplicate activities, and activities with minimal benefit to customers or library operations. The staff's extensive involvement in the process ensured that the ensuing reorganizations, reprioritization of primary goals, and realignment of resources, were readily comprehended in both the business and library context. Realizing that the issues were not unsubstantiated opinion, arbitrary decisions, or general management animus, the staff now could begin to see what path needed to be followed.

Principle #2 - Methodology for Choices

Using the basic model of a library, the next step is to develop a sound methodology for making choices. Setting this in place can begin with the development and acceptance of a simple creed that the library staff and management support in concept and in fact, such as "We strive to serve the widest scope of customers' needs with the best resources and services, balancing and fulfilling the critical needs of the core collection, with careful consideration of budget constraints."

The creed simply states that when choices are made, they are made carefully and with a rigorously defined purpose and discipline. When each of the components is understood in depth, the creed can also define a management philosophy. The creed can be broken down into its separate components with explanations for the criteria necessary to make good decisions. Once the criteria is reviewed and understood, each library can use that experience to develop the next principle for making decisions.

Our Special Library's Background and Experience in Relationship to Principle #2 - Since all levels of staff at our special library did not initially agree with the basic mission statement, their energies and output had not served to build and strengthen the library. Without a consolidated perspective from which to view ideas strategically, library functions did not work together effectively or efficiently. Choices should have evolved naturally from an environment that encouraged and supported discussions, opposing opinions, and even disagreements. Instead, choices were believed to be random, serving individual operational agendas. The end result of this perception was usually frustration, poor obligation of funding, and ineffective support for the customers.

To alleviate the frustration in the decision-making process, the new manager implemented the simple library creed: reasons for decisions were carefully articulated, the interrelationship among decisions was explored, and regular interoffice communications were expanded. Using the creed as a basis and the analysis of assignments as an entry point, the manager fostered greater integration and interaction among librarians and staff. Though technical staff had not been contributing to the decisions of the librarians, they were brought into a common effort focused on improving the library's value and its probability of survival. Our dialogue produced solutions that helped us realize the four tenets of the library's creed.

Principle #3 ­ Interlibrary Cooperation and Networking

The first two principles in library management do not always guarantee the library will be capable of answering every customer request, especially with limited resources. Since needs and support can change frequently, a library must expand the interlibrary loan concept that libraries have traditionally relied upon. For example, establishing a cooperative agreement (either formally or informally) between local or regional libraries or outlets can make resources available that would either be too costly to procure individually or are only available in restricted or limited quantities. These outlets can include independent resource centers, file, and document centers within your own organization, traditional libraries in local or regional colleges and universities, training centers and career development firms, and commercial partners and their parent organizations. The agreement can be as simple as a phone call between reference librarians or a consortium with shared access to catalogs and collections.

A second strategy could be to form a buying consortium. While the logistics are more demanding, libraries can evaluate how to minimize duplicate procurements and let their limited resources go farther.

Our Special Library's Background and Experience in Relationship to Principle #3 - The library staff and their previous management had always supported the practice of using interlibrary loans. The practice helped the library meet the needs of its customers when it was necessary to circulate material and became even more important when funding grew scarce.

The library also made a major change in its spending plan by allocating funds to grow the circulating and reference collections. The new reference librarian got subject-matter experts to help her analyze the current collection and make recommendations for needed materials. Customers also pitched in by purchasing materials with their departmental budgets and donating them for collective use.

Information providers also helped in the revitalization. One cooperative purchasing agreement with the Department of Energy allowed the library to gain access to more than 500 journals while it continued to pay the equivalent cost of procuring only 62 of these sources. It also began identifying and tracking the purchases made through independent corporate resources.

Operating In The Business Universe

Principle #4 - Internal and External Influences

While libraries must establish the three key principles that define their operating universe, they must also reassess and renegotiate the two principles from the business universe. Becoming aware of the external influences that impact any decisionfavorably and unfavorablybegins with an assessment of factors. To better understand this principle, try to envision the indirect or intangible factors that affect the library: business interests, budget and management goals, changes in business values, changes in the mission of the business, corporate politics, currency or longevity of corporate operations, the changing personality of management, growth potential, legal questions (e.g., copyright), technological advancements, training and expertise, regulatory controls, and the library's place and reputation organizationally.

Its internal influences include the staff's expertise and experience, working environment, flexibility (both individually and allowed or disallowed by corporate human resources policies), and receptiveness to teamwork. While the external influences provide the broad stage, the internal influences define the work atmosphere and daily environment.

Once the influences have been identified, they need to be categorized under what the library can and cannot control. It is important that the library avoids the frustration that comes from applying force to an immovable object and identifies the appropriate level of energies that need to be spent. Once the critical factors are known, the library must identify strategies needed to create positive pressure on the external influences. For example, you can use your customer's strategic and long-range planning goals as an ally, or you can organize supporters who will be involved in strategic business decisions. The goal is to make customers aware of the library's intrinsic value. Using these influences to the library's advantage means survival; leaving the influences to reach their own conclusions can spell disaster.

Our Special Library's Background and Experience in Relationship to Principle #4 - The previous failures of the library to sustain itself can be linked to its unwillingness to define how to influence critical survival factors. We realized that information tailored to the needs of customers resulted in a better understanding of our decision-making process and the impact changes may have on the customers. By assessing the long-term needs of the library support, we defined a clear line of communication. We also made formal presentations to customers and to management that highlighted all the potential contributionsand consequencesof losing these capabilities. New services, changes in technology, and on-line availability of resources were across the company. Customer focus groups were also developed and integrated into the decision process. By providing time for discussions before action was needed and knowing the circumstances that make acceptance of change more palatable, the library improved communication, participation, and acceptance.

These efforts resulted in the formation of an advisory pool of customers. When operational needs arose, they could then be expected to plead the case for new equipment, purchasing support, and space. During several rounds of very heated negotiations on long-term reductions in corporate spending, upper management took a surprising stance by insisting that the library's budget either stay the same or increase. We customized the marketing of numerous key attributes of the library by:

· Highligthing the staff's expertise as trained, credentialed professionals

· Marketing the customers' experience, preferences, and training needs

· Leveraging the available technologies and applications

to find the best delivery method (intranet)

· Reaching the most people in spite of geographical and facility constraints

· Using current and future technological advancements

· Understanding the security and classification requirements and controls

· Having the determination to find an alternate way to operate internally and to provide more direct connect between the customers and the library staff

· Using leveraged buying power with other organizations and/or sites

· Having the ability to find alternate sources for financial support

Principle #5 - Assessment Of Value

In the corporate world, the final measure of success for the library is whether it adds value. This is no different than the measure used to gauge the efficiency and efficacy of all business functions. Value is difficult for librarians to objectively deal with because we assume the library's users share our perception of the value of information. "Who would choose to survive the challenges of modern civilization without the availability of a trained team of information managers and researchers?," we ask The answer often is that many companies are willing to try. When it comes to deciding whether to cut the research department by 10 percent or the library 100 percent, the final determination is whether the corporation recognizes­both empirically and intuitively­that the library is adding value.

We need critical reviews of individual resources through an engineered solution that can be communicated to business and technical management. This tool must translate into a direct assessment of value and give a sense, even though somewhat subjective, of the benefit versus the cost. Only with an understanding of benefit versus cost, can a library justify current spending and request future increases. Such a review needs to address five essential componentsaccess, quality, perspective, media, and format.

Each of these components can be added to a report card and used to evaluate and compare resources. The final grade should reflect whether the value clearly outweighs cost, the value to cost ratio is positive, it is the best option available, and that the cost outweighs the value.

These single grade assessments allow for a clear and simple comparison among resources. They can also be used to assess trends and suggest future allocation. An associated area that often figures prominently in the assessment of value is performance measures. In many organizations, performance measures are not only desirable, but required. Performance measures (derived from the report cards and the trending data it affords) provide statistically reliable pictures and projections. While we want to trust in our visceral comprehension of value, the corporate world demands that we provide a scorecard that is consistent with the way business scores are kept.

Our Special Library's Background and Experience in Relationship to Principle #5 - Our funding sponsors voiced concern with the cost of purchased electronic resources versus free resources (particularly the resources made available by the federal government's agencies). By defining the components of valueaccess, quality, perspective, media, and formatthe library was able to compare one resource to another (i.e., cost versus value, and cost and performance over time). By assuring upper management that our choices were made with experience, expertise, and control, we built trust and confidence for the future. We then made this scorecard avaliable in a number of different places so that personnel knew exactly how prudent and cost-minded we were. We aggressively demonstrated that our approach was a rigorous, disciplined, and documented strategy that added value to the library.

Conclusion - Universal Application

A library is a business. We are in the business of providing key information resources to our customers and we must operate using the prudent fiscal and managerial disciplines of the business world. Too many stories and anecdotes over the past decade or two have alerted us to the misfortunes of public and special libraries. The fundamental problem, as we ourselves came all too close to learning, is that to be in business, you have to be a business. The library that makes wise decisions is doing more than survivingit is using good management practices and thoughtful business planning. Five principles make the difference: three make sure we keep our eyes on our job and two make sure we keep our eyes on the job we're in. Paying attention to the library universe and the business universe is not optional, it's essential. The good news is that the attributes that contribute to good choices in a library can translate directly into benefits when applied to the broader framework of library operations. Its best to remember that each decision can serve as a learning experience, whether or not it proves wise. Maintaining an understanding of the basic role of your library can support the thoughtful planning for operational objectives and justify the future of your library.