Vreeland

LIS 650

Alexis Vreeland
LIS 650
3/17/20

Community Outreach Interview on Organizational Change

For this paper, Libbie Hough, the Communications Manager at the Orange County Public
Library in Hillsborough, North Carolina was interviewed. Libbie has a master’s in social work,
and previous experience as a communications liaison. Libbie is part of the “Community
Engagement” team, along with the Community Librarian. Together, they are responsible for
engaging with the community, the town, and library staff. For full disclosure, I work at this
library as a library assistant. Given that, I will provide insights where possible on relevant topics.

Communications
Libbie makes and distributes many types of communications. These include: brochures
on topics such as the library resources, the programs, and community services. Brochures are
used to address the library services that are currently offered as well as brochures dedicated to
helping patrons find assistance with resume and job help. The community engagement division
uses their community ties to try and bring as much information into the library as possible.
Many patrons are not aware of the town services that they have access to. Since they are
coming to the library, Libbie tries to gather all of the relevant information for them so they have
access to it where they are using services (the library).

Another communication is flyers in the library that advertise upcoming programs as well
as changes forthcoming internally. This specifically was used when the computer technology
area was rearranged and altered. The computers were out of commission for a few days, the
area completely rearranged, and a staff desk added to provide additional patron support. Libbie
was responsible for communicating these changes, but also to handle community feedback to
the area (both positive and negative).

Library patrons are also sent bi-monthly email newsletters that contain updates,
programs, hour adjustments, and staffing changes. They are sent out on a template, which
keeps the information organized in a consistent manner from email to email. Most recently,
this newsletter was used to communicate that the library is going to be closed to the general
public until further notice regarding COVID-19 concerns. It also contained information that the
library staff was brainstorming ways to provide limited public services during this time, such as
a curbside hold pickup.

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Libbie is also in charge of the social media team. This team is made up of various staff
members throughout the library. Their specializations are not in communications, but they
volunteered to be a part of this committee. The social media team produces posts for
Facebook, Twitter, Instagram, Nextdoor, and also creates website spotlights. Most of the time
these are light-hearted posts to advertise the library or upcoming programs, but these means
are also used to communicate closures, such as the current indefinite closure of the library.

The team is made up of staff across different generations. This is important because
different “generations have different views about communication and how to carry out such
efforts” (Evans, 2014). The team is very respectful of each other’s views and uses their various
insights to try and maximize the impact of their messages. Generally speaking, each generation
is represented in the staff, and they can each provide insights, which is important, as “having an
understanding of the preferences will improve library communication” (Evans, 2014). As noted
in the American Library Association’s presentation on effective communication, each
generational group expects a different level of communication (2015). It is important to keep
these expectations in mind when addressing the public, especially the intended audience of
communication for each item.

Communication Channels
Libbie noted that the easiest communication method to use is digital and/or social
media. She noted that it is also heavily used because it is the cheapest method. However, she
noted that not everyone has access to digital resources and that this can leave a population
without communication, especially those that are vulnerable. Wherever possible, she tries to
have print materials available in addition to the digital ones, but she notes that this is not
always feasible given the material or time constraints of information.

Communications Challenges
When asked about challenges to communications, Libbie noted that this was an every-
changing thing, but most challenges remained the same no matter the time of year. The first
challenge, as previously mentioned, is money. Libraries have a set budget. The budget for
communications changes slightly every year, but most often it is a relatively small budget.
Libbie tries her best to work within her financial constraints and brainstorms creative ways to
communicate with the public.

Libbie was thankful that she was not micromanaged and felt that given that, she had a
lot of freedom to communicate the necessary information to staff, the county, and patrons
without much oversight. She is able to use her experience and expertise to tailor her job as she
sees fit and most helpful.

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Patron and town level of interaction was noted as a challenge. She said that there are a
lot of people doing their own thing. And while some are more engaged with their library, not
everyone is. She noted that they could do better about how they think about marketing the
library (and other town resources) to this group. For instance, some people just use the library
as a study space or other limited interaction, but they are unaware of all of the services
available to them that could potentially greatly assist them.

Libbie also noted that clear priorities from leadership can be a challenge. Priorities can
shift a lot, so depending on what the current marketing and communication strategy is, it might
have to be completely or heavily altered if leadership decides to change something or shift its
messaging. Libbie said its more of a scatter shot that she’d like.

As libraries change, so does the necessary communication. Libraries are charged with
being something for everyone, especially public libraries. Inherently, that is a challenge. For
communication especially, establishing a target audience and a target message can be very
challenging. Especially in a small town, Libbie notes that this is probably one of the most
difficult aspects of her job. Libraries are “experiencing change form all sides, from patron
demographics and needs to digital literacy to staff recruitment” (OLA, 2016). Navigating this
change can be scary, but the article from the Oregon Library Association notes that the
possibilities of what this change can mean to our work and communication can help to keep us
dedicated. In an ever changing landscape, that is changing and still being carved out, we should
be willing to try things, fail, adjust, and try again (OLA, 2016).

Finally, the last point Libbie stressed was that sometimes she finds herself having to
repeat the same thing over and over. This can be frustrating at times, but this also opens the
door to new opportunity and they try to find the best and most efficient way to relay
information to the public. In this, they are learning what the public responds to, what
communication channels they are checking most often, and where information is seen. In trying
to communicate with the public, especially with important time sensitive information, it is
important and pivotal to know what is working.

Differences in Communication
When asked if events, activities, and organizational changes are communicated
differently between external stakeholders and internal staff, Libbie said yes. She noted that
they do a much better job communicating with external stakeholders than they do with internal
stakeholders. Libbie notes that this is not unusual as most organizations come to look at
internal audience as more of an afterthought. She went on to say that they have gotten better

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about some things, but notes that the biggest obstacle is some ‘culture issues’ getting in the
way of communication being what it could be.

Managers at the library have many different management styles, and sometimes the
styles butt heads against one another. This can be seen in how things are communicated
internally, which whom, and the timeliness of information. She went on to say that ideally,
changes and updates are shared effectively internally (such as changes to the vision, values, and
missions), however, there is a vacuum of leadership at the top of the library. This can get in the
way of providing the confidence that there is a vision and a plan.

The book provides an insight in how the organization structure of the library can
influence communication. Each manager “has her of his own preferred managerial style”
(Evans, 2014). Eventually, tensions between librarians and the rest of the staff can hinder
effective communication and cooperation in the workplace. Furthermore, “Work relationships,
authority structure, and status also impact the communication process by influencing people’s
expectations regarding who should communicate with whom, about what, and in what way”
(Evans, 2014). Relationships, especially between managers and staff can greatly influence an
organization and can even lead to communication failures (Evans, 2014).

Another challenging is finding the level of communication that will satisfy staff. The book
notes that there is an ongoing challenge to strike the balance between providing too much and
not enough information (Evans, 2014). Effective feedback from staff helps to gauge where
communication is expected to be and the thoughts on its current level. From my experience,
managers are not communicating enough with staff, and this can lead to confusion and even
some staff carrying out policies and procedures differently across the library.

Given this, Libbie hopes that as the new Assistant Library director settles into the job
(they started March 16), there will be a clearer line of who is tasked with the internal
communication structure within the library. Libbie is hopeful that communication authorization
will come from one person, subjected to one managerial style.

Methods That Best Meet Needs

When the community, stakeholders, and internal staff are asked about what methods
would best meet their needs, Libbie noted that interestedly enough many times they get
suggestions for communication methods that are already in place. Sometimes this is ok, but
many times it can be find, but it can also be disheartening. Libbie went on to say that there are
more and more information sources, more and more organizations and activities competing for

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time and attention, that it’s probably not going to change. She stated that she has to remind
herself that just because she’s said it 100 times, does not means that its been heard 100 times,
or by 100 people. Choosing the right method can be an ongoing challenge, but one of the best
indicators of success is feedback.

Crisis Communication Plan

This topic is very interesting and very relevant, especially given the increasing
shutdowns and other factors currently happening in the US (and around the globe). The library
does not have a crisis communication plan formally in place. Libbie stated that there should be
a plan in place. Even though we would love to believe that nothing bad will happen, eventually
something might happen that necessitates a plan. If there was a protocol in place, it would be
one less stressful thing to deal with during a crisis time. Given everything happening right now,
Libbie hopes that she can get support to develop a formal crisis communication plan.

Recent Changes In Communication

The “sheer volume of information that begs constant attention in our personal and
professional lives can be overwhelming and difficult to manage” (OLA, 2016). As a library, we
are relying less on email and more on other forms of communication in order to best serve the
staff and patron needs.

This change includes extensive use of a message board on OneNote. This is useful
because it provides quick access to information. This is especially useful for the circulation staff.
They are the first desk patrons see when they walk in, and naturally are the busiest. The
OneNote allows information to be accessed quickly and for updates to be shared with all staff.
When something new needs to be communicated, it is posted to the OneNote message board
with a date and time stamp. The message will include all relevant information and what steps
need to be taken (if any). This saves the whole library from receiving an email that may not
apply to them. When staff first arrive at the desk for their shift, they are expected to check the
message board to see if there are any new changes and updates. As noted by the book, this
form of communication can be updated quickly and information can be quickly disseminated to
all relevant staff (without bombarding those who do not need this information) (Evans, 2014).

The library is relying less on email depending on the circumstance. Information overload
was definitely a problem whereby too many staff members were receiving internal
communications that they did not need to know. This bogged down the chain of
communication and staff members could not keep up with all of the information being sent to
them. Email is still used, it is just used differently now than it has been used in the past (Evans,

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2014). The staff has found department message boards on the OneNote generally more
effective to communicate information that does not need to be shared with the entire staff.

Conclusion
Based on my interview with Libbie Hough and my own experiences as a staff member of
the Orange County Public Library, I believe that communications (both internally and externally)
are headed in the right direction. Effective and clear communication is vital to decision making,
planning, and organizing (Evans, 2014). With the expansion of the social media team over the
last few years, as well as internal changes in communication, I think the library is poised to be
very effective in its communication strategy. While there are still challenges to overcome, such
as managerial styles interfering with information dissemination, communication and
communication processes have improved in the library.

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Work Cited

ALA. (2015). "Strategies for Effective Library Communication", American Library Association,
July 10, 2015. http://www.ala.org/alcts/confevents/upcoming/webinar/082615 Document ID:
71183739-62b4-499c-b9bf-51af702e5b79

Evans, G. E., & Alire, C. A. (2013). Management Basics for Information Professionals : Third
Edition: Vol. Third edition, UK edition. ALA Neal-Schuman.

Hough, L. (2020). Interview with Libbie Hough, Communications Manager. Orange County
Public Library.

OLA. (2016). Library Marketing and Communications (Full Issue). OLA Quarterly, 21(4), 1-55.
http://dx.doi.org/10.7710/1093-7374.21.04

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