Eisenberg 2006

Management & Planning

Eisenberg-style
Eisenberg 2006
Disclaimer
For every realistic, complicated
problem
There will be a simple,
understandable inexpensive
solution
H.L. Mencken
Eisenberg 2006
For every realistic, complicated
problem
There will be a simple,
understandable inexpensive
solution
that will be wrong.
Disclaimer
H.L. Mencken
Eisenberg 2006
Management
(aka Leadership)
The art and science
of making dreams
come true.
Eisenberg 2006
The Information School
Strategic Plan
Documentation
Eisenberg 2006
Management & Planning
Eisenberg-style
The A-B-C Approach:
Articulate a vision and agenda
Be Strategic
Communicate continuously
Eisenberg 2006
Planning
A-B-C Approach Actions
Articulate a
Vision and
Agenda
Be clear on vision, functions,
roles; goals aligned; services &
program fully integrated w.
organization
Be Strategic
Planning, thinking, managing;
deciding; evaluating
Communicate
Continuously
Communicate outcomes; public
relations, marketing, advocacy;
document, accountability
Eisenberg 2006
Be Strategic
Strategic Thinking
Strategic Planning
Eisenberg 2006
Strategic Thinking
Attitude
Insight and Politically
Savvy
Flexibility
Eisenberg 2006
Strategic Thinking
Attitude
Attitude is everything!

Eisenberg 2006
Strategic Thinking
Insight and Political Savvy
Link to organizational initiatives,
concerns, and priorities.
Create and use a user-based advisory
committee to advise on priorities.
Learn (and use) how things really get
done in the organization.
Eisenberg 2006
User-Based
Advisory Committee
Advise on the broad program
Set priorities for program focus and
emphasis
Help professionals and staff determine
where to spend time and effort
Troubleshoot immediate problems
Engage in long-term problem solving and
planning for major problems and
concerns
Establish policies

Eisenberg 2006
Key Questions Program Actions
What does the
organization really care
about? What are the
key concerns,
programs, and
initiatives of the
organization?
Link the program functions to
addressing concerns, supporting and
fulfilling initiatives.

Frame the program in terms of where
the action is (for example, today, thats
information and technology, standards,
performance and achievement).

Recognize that concerns, programs,
and initiatives changesometimes
from year to year.
Strategic Thinking
Eisenberg 2006
Key Questions Program Actions
Who are the movers
and shakers in the
org? Who is
respected?

Who gets things done?
Involve them in decision-making
about the library & information
program.
Help them to succeed in
achieving their goals and
priorities.
Link to winners.
Strategic Thinking
Eisenberg 2006
Key Questions Program Actions
How do things really get
done in the organization -
not necessarily the official
ways, but the real ways -
particularly in terms of
priority setting, budget and
spending, and decision-
making?
Align the management
processes of the library &
information program to the
processes of the
organization.
Be seen as part of the
solution, not part of the
problem.
Strategic Thinking
Eisenberg 2006
Strategic Thinking
Flexibility
Its all relative
Expect and accept change
Organizational initiatives, concerns,
and priorities change
Library & Information Programs
must change
Eisenberg 2006
Input
Process
Output
Strategic Planning
The Systems Approach
Eisenberg 2006
Strategic Planning
The Systems Approach
OUTPUTS: services &
instruction
INPUTS: the stuff
PROCESSES: making it
happen
Eisenberg 2006
Continuously Communicate
Mechanisms
10 week memo
Planning matrices
Annual report
Formal meetings
Marketing
____________________
____________________
Eisenberg 2006
Role Current Status Desired Future
Needs - Gaps -
Opportunities
Timeframe
TEACHER:
teach essential
information &
technology skills
READING
ADVOCATE:
guide and promote
reading, books,
media, technology
INFORMATION
MANAGER:
provide information
& technology
services, systems,
resources, and
facilities
Eisenberg 2006
Summary: Planning
Focus on vision. Think big.
Be systematic and strategic.
Communicate the vision.
Meet with other managers, decision-
makers, constituents on a regular basis.
Set up an active Program Advisory
Committee.
Whining