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  • Description
  • Table of Contents
  • About the authors

Institutions of higher education and academic libraries are not the traditional organizations they once were. They are subject to a variety of forces, including shifting and changing populations, technological changes, public demands for affordability and accountability, and changing approaches to research and learning. Academic libraries can no longer establish their excellence and ground their missions, visions, and strategic directions using the old means and methods.

Leading Change in Academic Libraries is a collection of 20 change stories authored by academic librarians from different types of four-year institutions. Librarians tell the story firsthand of how they managed major change in processes, functions, services, programs, or overall organizations using John Kotter’s Eight-Stage Process of Creating Major Change as a framework for examining change at their institutions, measuring their successes and areas for improvement, and determining progress.

In five sections—strategic planning, reorganization, culture change, new roles, and technological change—chapters discuss tackling common challenges such as fear, anxiety, change fatigue, complacency, unexpected changes of leadership, vacancies, and resistance; look at the results of their tactics; and provide effective practices they found. Each section ends with a thorough analysis of the stories within and the most effective tips for leading that kind of change. Leading Change in Academic Libraries can help you establish flexible, nimble, and collaborative decision-making processes, and facilitate the transition from legacy collections-based libraries to forward-looking service-based libraries.

Introduction. Change in Academic Libraries
Colleen Boff and Catherine Cardwell

Part I. Strategic Planning

Chapter 1. After the Consultants Leave: Implementing Significant Library-wide Change
Kevin Messner and Lindsay Miller

Chapter 2. Using the Balanced Scorecard as a Framework for Strategic Planning and Organizational Change
Kris Johnson, Kenning Arlitsch, Martha Kyrillidou, and David Swedman

Chapter 3. Staying on Track: Leading Change by Sharing Progress toward Strategic Goals
Michelle Brannen, Regina Mays, and Manda Sexton

Chapter 4. Building from the Ground Up: Creating a New Vision
Diane Klare and Melissa Behney

Chapter 5. Analysis: Strategic Planning
Colleen Boff and Catherine Cardwell

Part II. Reorganization

Chapter 6. Aligning Services and Staffing: A New Organizational Design for Miami University Libraries
Elliot Felix, Aaron Shrimplin, Emily Kessler, and Adam Griff

Chapter 7. User Engagement: A Matrix Reorganization
Doug Worsham, Allison Benedetti, Judy Consales, Angela Horne, Nisha Mody, Rikke Ogawa, and Matthew Vest

Chapter 8. Chasing the Hedgehog: An Innovative Process for Reorganization of a University Library
C. Heather Scalf and E. Antoinette Nelson

Chapter 9. Breaking Down Silos through Reorganization
Julie Garrison and Maira Bundza

Chapter 10. Analysis: Reorganization
Colleen Boff and Catherine Cardwell

Part III. Culture Change

Chapter 11. The Evolution of the STEM Libraries at Florida State University
Renaine Julian, Michael Meth, and Rachel Besara

Chapter 12. Leading Change through User Experience: How End Users Are Changing the Library
Andrew See and Cynthia Childrey

Chapter 13. Strategic Service Excellence: Creating a Holistic Training Program at Fondren Library
Susan Garrison and Jeanette Claire Sewell

Chapter 14. Moving from In Person to Online: Effects on Staffing in a Large Academic Library System
Emma Popowich and Sherri Vokey

Chapter 15. Analysis: Culture Change
Colleen Boff and Catherine Cardwell

Part IV. New Roles

Chapter 16. Mission Renewal: Information Literacy as a Campus Diversity and Inclusion Program
Neal Baker, Kate Leuschke Blinn, and Bonita Washington-Lacey

Chapter 17. Creative Collaborations for Change: A New Take on an Old Idea Produces Unique Transformative Library Internships for Grad Students
Brian W. Keith and Laurie N. Taylor

Chapter 18. Developing a New Model and Organizational Framework for Liaison Librarians
Yelena Luckert and Gary W. White

Chapter 19. New Outreach and New Roles: Veteran Students and Change in an Academic Library
Carroll Wetzel Wilkinson

Chapter 20. Analysis: New Roles for Libraries
Colleen Boff and Catherine Cardwell

Part V. Technological Change

Chapter 21. Repository Reboot
Jonathan Helmke, R. Philip Reynolds, and Shirley Dickerson

Chapter 22. University of Alabama at Birmingham Libraries’ Website Design and Launch
Jeffrey Graveline and Kara Van Abel

Chapter 23. Chaos to Consensus: A Team-Based Approach to Developing Holistic Workflows
Jennifer O’Brien Roper, Jeremy Bartczak, Jean Cooper, Christina Deane, Mike Durbin, Kara McClurken, Elizabeth Wilkinson, and Lauren Work

Chapter 24. Implementing an Open News and Information System in the Vanderbilt University Libraries
Sara Byrd, Richard Stringer-Hye, and Jodie Gambill

Chapter 25. Analysis: Technological Change
Colleen Boff and Catherine Cardwell

Conclusion. Analysis across All Groups
Colleen Boff and Catherine Cardwell

  • Appendix A. Call for Proposals: Leading Change in Academic Libraries, Colleen Boff and Catherine Cardwell
  • Appendix B. Information about the ACRL Monograph Project: Leading Change in Academic Libraries, Colleen Boff and Catherine Cardwell
  • Appendix C. Summary of Resources Used across Change Stories

Editor Biographies
Author Biographies

Colleen Boff

Dr. Colleen Boff has worked in academic libraries for twenty-three years and has held a wide range of library management and leadership positions for the past ten years, including program coordinator, department chair, associate dean, and head librarian of a specialized collection. In these capacities, she has contributed to or been at the forefront of leading change in her organization at the department level, library level, and university level. In addition to many conference presentations, she has published several peer-reviewed articles, book chapters, proceedings, and book reviews, which has earned her the rank of professor at her library at Bowling Green State University in Ohio. She recently earned her doctorate in educational leadership and policy studies. The title of her dissertation is “A Quantitative Study of Academic Library Administrators Using Bolman and Deal’s Leadership Orientation Framework.” Catherine Cardwell, coeditor of this monograph, also served on her dissertation committee.

Catherine Cardwell

Catherine Cardwell is the Dean of the Nelson Poynter Memorial Library at the University of South Florida Saint Petersburg (USFSP). She provides leadership for the library, online learning, instructional technology services, and the Center for Innovative Teaching and Learning. A librarian for twenty-four years, Cardwell has served in various leadership positions for twenty-one of those years, from library instruction coordinator to library dean. Because she has worked in several different types of institutions—including Bowling Green State University, a public doctoral university with high research activity; Ohio Wesleyan University, a small private university; and USFSP, a regional comprehensive university—she has a broad understanding of the challenges and opportunities in a variety of academic library settings. Most recently, Cardwell led the library strategic planning effort at USFSP and is currently overseeing its implementation. Her interests include library leadership, integrating information literacy and digital scholarship into the curriculum, creating dynamic and contemporary user-centered teaching and learning spaces, and improving discovery and usability of library resources and services.