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1、Peter E SidorkoPeter E SidorkoYour challenge is to draw four straight lines which go through the middle of all of the 9 dots without taking the pencil off the paper. Try this now by placing your pencil somewhere, drawing four straight lines without taking your pencil off the page. Each line must sta

2、rt where the last line finished 一筆劃四條直線穿過(guò)九點(diǎn)。一筆劃四條直線穿過(guò)九點(diǎn)。Analyse the definition to find out what is allowed and what is not. Are there any real rules to the problem anyway? (especially valid in human related problems - there are only perceptions, not physical rules) Look for other definitions of prob

3、lems. Do not accept other peoples definitions of problems. They may be either wrong or biased. If a problem definition is wrong, no number of solutions will solve the real problem. http:/www.brainstorming.co.uk/puzzles/ninedotsnj.html 分析定義，找出可做分析定義，找出可做及不可做的及不可做的 是否有規(guī)則解決問(wèn)題？是否有規(guī)則解決問(wèn)題？( (特別是與人有關(guān)的問(wèn)特別是與

4、人有關(guān)的問(wèn)題題只只有有觀觀念念而沒(méi)而沒(méi)有有固定固定規(guī)律規(guī)律) )尋找問(wèn)題的其他定義尋找問(wèn)題的其他定義不要照單全收別人的不要照單全收別人的定義。其有可能是錯(cuò)定義。其有可能是錯(cuò)的或有偏見(jiàn)的。的或有偏見(jiàn)的。若定義錯(cuò)了，問(wèn)題永若定義錯(cuò)了，問(wèn)題永遠(yuǎn)得不到真正解決遠(yuǎn)得不到真正解決Risks associated with uncertain library “value” Weakened visibility Poorly communicatedStaffing and human resources Reduced pool Skills Change managementLegacy techno

5、logy Difficult to adjust to new/research/publications/library/2010/2010-03.pdf 圖書(shū)館的價(jià)值圖書(shū)館的價(jià)值/ /地地位位不明確不明確 地位減弱地位減弱 缺乏溝通缺乏溝通 人力資源人力資源 員工人數(shù)縮減員工人數(shù)縮減 技能技能 管理管理形形式的轉(zhuǎn)變式的轉(zhuǎn)變 傳統(tǒng)科技傳統(tǒng)科技 融合融合新科技新科技有困難有困難GlobalGlobal全球性全球性Rapidly evolving technologies (Cloud, 2.0, mobile, virtual)Changing user e

6、xpectations and habitsEmphasis on the learnerGlobal financial crisisAcademic libraries no longer at campus “heart”Scholarly communication evolvingRise of e-science and data-setsCollaborative workingInformation anywhere, anytimeetc迅速演變的科技迅速演變的科技( (云端計(jì)算、云端計(jì)算、2.02.0、流動(dòng)、虛擬性、流動(dòng)、虛擬性) )讀者的期望及習(xí)慣不斷轉(zhuǎn)變讀者的期望及習(xí)慣

7、不斷轉(zhuǎn)變以學(xué)習(xí)者為重心以學(xué)習(xí)者為重心全球金融危機(jī)全球金融危機(jī)學(xué)術(shù)圖書(shū)館不再是校園的學(xué)術(shù)圖書(shū)館不再是校園的中中心心學(xué)術(shù)交流的演變學(xué)術(shù)交流的演變電子科學(xué)及數(shù)據(jù)庫(kù)的冒起電子科學(xué)及數(shù)據(jù)庫(kù)的冒起協(xié)作協(xié)作隨時(shí)隨地隨時(shí)隨地可可查閱信息查閱信息等等等等LocalLocal本地性本地性Centennial CampusLearning Commons (2)334 and curriculum reformNew Strategic PlanPhysical limitations Collaboration opportunitiesFinancialLibraries valued less?etc百周年校

8、園百周年校園學(xué)習(xí)共享中心學(xué)習(xí)共享中心334334學(xué)制改革學(xué)制改革新策略規(guī)劃新策略規(guī)劃環(huán)境設(shè)施的限制環(huán)境設(shè)施的限制合作機(jī)會(huì)合作機(jī)會(huì)金融金融圖書(shū)館圖書(shū)館地位下地位下降？降？等等等等/reports/2010perceptions/2010perceptions_all.pdf 32% students say librarys value has increased during the recession百分之三十二的學(xué)生表示百分之三十二的學(xué)生表示在經(jīng)濟(jì)衰退期間圖書(shū)館的在經(jīng)濟(jì)衰退期間圖書(shū)館的價(jià)值提升了價(jià)值提升了The quality of leadership

9、, more than any other single factor, determines the success or failure of an organization. 一個(gè)機(jī)構(gòu)的成功或一個(gè)機(jī)構(gòu)的成功或失敗失敗取決于取決于領(lǐng)導(dǎo)領(lǐng)導(dǎo)才才能多于能多于其它其它個(gè)別個(gè)別因因素素- Fred Fiedler & Martin Chemers Improving Leadership Effectiveness A new leader has to be able to change an organization that is dreamless, soulless and vi

10、sionless . someones got to make a wake up call. (Warren Bennis)The only real training for leadership is leadership. (Anthony Jay)You do not lead by hitting people over the head thats assault, not leadership. (Dwight D. Eisenhower)一名新領(lǐng)導(dǎo)必須有能力一名新領(lǐng)導(dǎo)必須有能力去改變一個(gè)沒(méi)有夢(mèng)想、去改變一個(gè)沒(méi)有夢(mèng)想、沒(méi)有靈魂和愿景的機(jī)沒(méi)有靈魂和愿景的機(jī)構(gòu)構(gòu)得有人去喚醒。得有人

11、去喚醒。最實(shí)際的領(lǐng)導(dǎo)最實(shí)際的領(lǐng)導(dǎo)才能才能培訓(xùn)培訓(xùn)就是就是實(shí)踐實(shí)踐領(lǐng)導(dǎo)。領(lǐng)導(dǎo)。 你不會(huì)用敲人腦袋的方你不會(huì)用敲人腦袋的方法法去領(lǐng)導(dǎo)去領(lǐng)導(dǎo)那是攻那是攻擊，不是領(lǐng)導(dǎo)。擊，不是領(lǐng)導(dǎo)。Management管理管理Leadership領(lǐng)導(dǎo)領(lǐng)導(dǎo)Creating an agenda設(shè)立日程設(shè)立日程Planning and budgeting規(guī)劃和預(yù)算規(guī)劃和預(yù)算Establishing direction建立方向建立方向Developing human resources發(fā)展人力資源發(fā)展人力資源Organization and staffing組織和人員編配組織和人員編配Aligning people團(tuán)結(jié)群眾團(tuán)

12、結(jié)群眾Execution實(shí)行實(shí)行Controlling and problem solving控制和解決問(wèn)題控制和解決問(wèn)題Motivating and inspiring激勵(lì)與鼓舞激勵(lì)與鼓舞Outcome結(jié)果結(jié)果Predictable outcome可預(yù)測(cè)的結(jié)果可預(yù)測(cè)的結(jié)果Dramatic change戲劇性的轉(zhuǎn)變戲劇性的轉(zhuǎn)變15John Kotter “A Force for Change”Define a Future Provide clear vision and direction Mission (What is my job?)Set goals and celebrate th

13、em when achievedOpenly identify problems (and unify to solve them)Support initiative-taking and leadership at all levels界定前景界定前景 提供清晰的愿景及提供清晰的愿景及方向方向 使命使命( (我的工作是我的工作是什什么？么？) )定立目標(biāo)并在達(dá)成后定立目標(biāo)并在達(dá)成后慶祝慶祝公開(kāi)尋公開(kāi)尋找問(wèn)題找問(wèn)題( (并共同并共同解決解決) )支持各層面的主動(dòng)精支持各層面的主動(dòng)精神和領(lǐng)導(dǎo)神和領(lǐng)導(dǎo)才能才能Provide clarity Talk the walk and walk the t

14、alk Actions speak louder than wordsResolve conflict You and me against the problem Distinguish between challenges to authority and challenges to ideasManage changeIncrease communication and encourage others to do likewise. 指示清晰指示清晰 坐言起行坐言起行 行動(dòng)勝于語(yǔ)言行動(dòng)勝于語(yǔ)言解決沖突解決沖突 齊心對(duì)付問(wèn)題齊心對(duì)付問(wèn)題 區(qū)分對(duì)權(quán)力的挑區(qū)分對(duì)權(quán)力的挑戰(zhàn)與對(duì)戰(zhàn)與對(duì)理理念的挑

15、念的挑戰(zhàn)戰(zhàn)管理轉(zhuǎn)變管理轉(zhuǎn)變加強(qiáng)溝通并鼓勵(lì)其加強(qiáng)溝通并鼓勵(lì)其他他人也人也這這樣做樣做Intellectual (IQ)Emotional (EQ)IQ gets you the job, EQ makes you successfulEmotional intelligence is twice as important as all other factors for success in jobs at all levels.90% of the difference between outstanding leaders and average leaders is due to emot

16、ional intelligence.18Daniel Goleman智商智商情商情商智商令你找到工作，智商令你找到工作，情商令你成功情商令你成功情商的重要性是其他工情商的重要性是其他工作成功因素的兩倍作成功因素的兩倍杰出領(lǐng)導(dǎo)與一般領(lǐng)導(dǎo)的杰出領(lǐng)導(dǎo)與一般領(lǐng)導(dǎo)的區(qū)別主要在于情商區(qū)別主要在于情商Who you are Knowledge, skills, and experience Core values (internal guidance system)Where you are Context (history, culture, style) Opportunities (challeng

17、es, resources)What you do Visioning and inspiring Assessing, planning, organizing, managingHow you do it Communicating and collaborating Leadership style19了解自己了解自己知識(shí)、技巧和經(jīng)驗(yàn)知識(shí)、技巧和經(jīng)驗(yàn)核心價(jià)值核心價(jià)值( (內(nèi)在指引系統(tǒng)內(nèi)在指引系統(tǒng)明白自己的位置明白自己的位置處境處境( (歷史、文化、模式歷史、文化、模式) )機(jī)會(huì)機(jī)會(huì)( (挑戰(zhàn)、資源挑戰(zhàn)、資源) )要做什么要做什么愿景及激勵(lì)愿景及激勵(lì)評(píng)估、計(jì)劃、組織、管理評(píng)估、計(jì)劃、組織、

18、管理怎樣去做怎樣去做溝通和合作溝通和合作領(lǐng)導(dǎo)模式領(lǐng)導(dǎo)模式TraitsTraits 性格SkillsSkills 技能Decisiveness 果斷果斷Knowledge of the Task 執(zhí)行任務(wù)的知識(shí)?20Name other Attributes/Traits and Skillsof Successful LeadersUnsuccessful Leaders?說(shuō)出其他成功領(lǐng)導(dǎo)者說(shuō)出其他成功領(lǐng)導(dǎo)者的特質(zhì)與技能的特質(zhì)與技能不成功領(lǐng)導(dǎo)者的呢？不成功領(lǐng)導(dǎo)者的呢？“deeper level of basic assumptions and beliefs that are shared b

19、y members of an organisation, that operate unconsciously, and that define in a basic taken-for-granted fashion an organisations view of itself and its environment”(Schein, 1985)組織組織成員所共有的較成員所共有的較深層基本設(shè)想及信仰，深層基本設(shè)想及信仰，會(huì)無(wú)意識(shí)會(huì)無(wú)意識(shí)地起作用，地起作用，而且，而且，這種設(shè)想及信這種設(shè)想及信仰仰理所當(dāng)然理所當(dāng)然地決地決定了定了組織對(duì)其自身及組織對(duì)其自身及其所處環(huán)境的看法其所處環(huán)境的看法O

20、rganizational culture sources: Basic building blocks laid down by management and tradition (assumptions, polices and goals) Experience of members as work in the organisation evolves New beliefs and assumptions from new staff組織文化根源組織文化根源: : 建構(gòu)于管理層及建構(gòu)于管理層及傳統(tǒng)傳統(tǒng) ( (假設(shè)、政假設(shè)、政策與目標(biāo)策與目標(biāo)) ) 組織的組織的發(fā)展形成發(fā)展形成員工員工

21、經(jīng)驗(yàn)經(jīng)驗(yàn) 來(lái)自新員工的新來(lái)自新員工的新思維及設(shè)想思維及設(shè)想Organizational culture elements: Language (nomenclature) Group norms (expectations) Individuals with influence Stories of the past and how they shaped the organisation Established rituals/ ceremonies組織文化元素組織文化元素: : 語(yǔ)言語(yǔ)言( (專(zhuān)門(mén)用語(yǔ)專(zhuān)門(mén)用語(yǔ)) ) 群體規(guī)范群體規(guī)范( (期望期望) ) 有影響力的個(gè)人有影響力的個(gè)人 過(guò)往的

22、故事及其過(guò)往的故事及其如何塑造組織如何塑造組織 既定的習(xí)俗或儀既定的習(xí)俗或儀式式The process of continually renewing an organizations direction, structure, and capabilities to serve the ever-changing needs of external and internal customers Managing change is about managing people(Moran & Brightman, 2000, http:/ management is really ab

23、out managing (either well or poorly) the impact of some particular environmental and/or organizational change on these core activators of workplace workplace performanceperformance.(Moran & Brightman, 2000, http:/ (妥善地或妥善地或不妥善不妥善) )處理一些轉(zhuǎn)變處理一些轉(zhuǎn)變帶來(lái)的影響，這些影帶來(lái)的影響，這些影響響是因是因環(huán)境或組織的環(huán)境或組織的一些一些特特殊殊變化變化而產(chǎn)生而

24、產(chǎn)生的的，影響影響職職場(chǎng)場(chǎng)表現(xiàn)表現(xiàn)的的激勵(lì)因素激勵(lì)因素。Change is nonlinear; there is often no clearly defined beginning or end.Effective change interweaves multiple improvement effortsChange is top-down and bottom-up.Organizational change has an important personal dimensionMeasurementMeasurement is key to successful and susta

25、inable change.轉(zhuǎn)變是非線性的；通轉(zhuǎn)變是非線性的；通常沒(méi)有常沒(méi)有清晰的開(kāi)始或清晰的開(kāi)始或終結(jié)終結(jié)有效的轉(zhuǎn)變與多種尋有效的轉(zhuǎn)變與多種尋求進(jìn)步的努力相互交求進(jìn)步的努力相互交織織轉(zhuǎn)變可由上而下，轉(zhuǎn)變可由上而下，及及由下而上由下而上組織轉(zhuǎn)變包含組織轉(zhuǎn)變包含重要的重要的個(gè)人層面?zhèn)€人層面評(píng)估評(píng)估是是對(duì)轉(zhuǎn)變的成功對(duì)轉(zhuǎn)變的成功及其持續(xù)及其持續(xù)的關(guān)鍵的關(guān)鍵1 Establishing a Sense of Urgency2 Creating the Guiding Coalition3 Developing a Vision and Strategy4 Communicating the Chang

26、e Vision5 Empowering Employees for Broad-Based Action6 Generating Short-Term Wins7 Consolidating Gains and Producing More Change8 Anchoring New Approaches in the Culture1 1 建立迫切感建立迫切感2 2 創(chuàng)建綱性的組織創(chuàng)建綱性的組織3 3 發(fā)展愿景及策略發(fā)展愿景及策略4 4 溝通溝通已変更的愿景已変更的愿景5 5 授權(quán)員工執(zhí)行授權(quán)員工執(zhí)行寬基寬基措施措施6 6 賺取短期回報(bào)賺取短期回報(bào)7 7 鞏固得益，制造更多轉(zhuǎn)變鞏固得益，制

27、造更多轉(zhuǎn)變8 8 讓新的方法植根文化中讓新的方法植根文化中 1.Analyse the organisation and its need for change2.Create a shared vision and common direction3.Separate from the past4.Create a sense of urgency5.Support a strong leader6.Line up political sponsorship7.Craft an implementation plan8.Develop enabling structures9.Communi

28、cate, involve people and be honest10.Reinforce and institutionalise change. 1. 1.分析機(jī)構(gòu)和它的轉(zhuǎn)變需求分析機(jī)構(gòu)和它的轉(zhuǎn)變需求2. 2.創(chuàng)造一個(gè)可分享的愿景和共同創(chuàng)造一個(gè)可分享的愿景和共同的方向的方向3. 3.脫離過(guò)去脫離過(guò)去4. 4.創(chuàng)造迫切感創(chuàng)造迫切感5. 5.支持強(qiáng)支持強(qiáng)勢(shì)勢(shì)領(lǐng)導(dǎo)領(lǐng)導(dǎo)6. 6.締締結(jié)政治結(jié)政治同盟同盟7. 7.制作實(shí)施計(jì)劃制作實(shí)施計(jì)劃8. 8.發(fā)展促成架構(gòu)發(fā)展促成架構(gòu)9. 9.溝通溝通、讓群眾參與及讓群眾參與及處事公開(kāi)處事公開(kāi)10.10.加強(qiáng)加強(qiáng)并并使其制度化使其制度化Jick, T.D. & Peiperl, M.A., Managing change: case and concepts, 2nd ed., Boston: Irwin, 2003.v30Describe what you believe is the “culture” of a typical academic li