Every now and then, people complain to me about the problems of
growth. Sometimes they’re talking about the county. Sometimes,
they’re talking about the library. Here’s what I think. There are
only two problems in life: the problems of growth, and the problems
of decline. Pick one.
But that isn’t to say that the problems of growth aren’t real.
I’ve been giving a lot of thought lately to a straightforward
question asked by one of our new managers. “How,” he said, “do I
get something done here?” He meant, what’s the process through
which a decision is made?
That question ultimately caused me to rethink the library’s
whole organization chart. I realized that I was trying to maintain
two decision-making processes – the one that used to work when we
were smaller, and the one that works now. The two processes were
fighting each other. It was time to let the first one go.
I also came up with something called “the Principles of
Decision-Making at Douglas County Libraries.” They might even be
applicable to other organizations. So just in case anybody is
wondering, this is how I try to manage your library. Comments are
welcome.
I. Decisions should be made at the lowest level possible. This
keeps an organization responsive, and backs up the people at the
front lines. We hire people for their judgment. We’d be fools not
to let them use it.
II. Decisions should be efficient – taking the fewest steps
necessary to make good ones. Sometimes problems do have to be
referred upward, but then we should have a system that doesn’t keep
everybody twiddling their thumbs waiting for an answer.
III. Decisions should be consistent.
a. With procedures. Our procedures are set up to handle the
majority of cases. Consistency makes it easier to train people, and
maintain high standards of service.
b. With policy. But sometimes, the procedure doesn’t fit. Then,
we should make decisions in light of our policies. Those policies
are based on our governing board’s decisions of things that most
matter to us.
c. With core values. On occasion, the policy doesn’t cover
things, either. In that case, our decisions should reflect the core
purposes of our institution: public service, intellectual freedom,
confidentiality.
d. With fiscal constraints. Decisions should be
affordable!
IV. Decisions should be honored. That means two things: first,
supervisors should respect and adhere to the decisions of the
people they supervise; and second, that people should also respect
and adhere to the decisions of their supervisors.
This implies, of course, that authority is worthy of respect.
That’s only happens after a pattern of thoughtful action, and
demonstrated openness to new ideas and criticism.
V. Decisions should be revisited when …
a. They significantly contradict procedure/policy. Not just
“contradict,” but “significantly contradict.”
b. They highlight important new trends. For instance, if staff
keep granting exceptions to the rules because of some repeating
request, it might be time to change the rules.
c. They have severe or unexpected negative consequences. In a
complex system, everything is connected. Sometimes, a good solution
in one area causes trouble somewhere else.
VI. Decisions should be communicated. Again, in a healthy
organization, communication should flow freely, both up and down.
Our assumption is that our staff is making good decisions. To
understand what those decisions are telling us about our community,
we have to talk about them.
Jamie LaRue is the director of Douglas County Libraries.