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Additional resources for Change Management in Information Services, 2nd Edition

Example text

Rittel and Webber (1973), and Mackinnon (1978), explored the difference between various kinds of problems, and identified ‘wicked problems’. These are akin to open change projects: ● ● ● ● They begin with imprecise objectives There is no immediate solution There may be only one opportunity to get things right It may not be possible to evaluate the solution except in the long-term. A project to automate an information service is a closed change project based on a simple problem. A project to introduce digital/electronic information, or even e-books, into a library service is usually treated as a closed change project.

In the end this cannot be answered with finality, but it is a question to which we will return. It flies in the face of reality to deny that bureaucracies can support change under some circumstances. Library managers no longer assume that their organizations are stable, although significant change programmes are being implemented through the application of tried and trusted ideas. The general difficulty with an approach based on the modification of classical theories and traditional structures is that it probably does not develop a holistic and natural capacity for change within the organization.

For the purposes of this section the term ‘classical’ will be used as a generic label. If we take scientific management, bureaucratic management and administrative management as three overlapping elements in the general theory of classical management, then it is possible to identify the major characteristics of the genre and assess their relevance to the change management process. Classical management principles identified major organizational characteristics, mainly to do with the creation and control of stable organizations.

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