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ACRL: ‘To Meet or Not to Meet?’ That is NOT the question.

‘To Meet or Not to Meet?’ That is NOT the question.

‘To Meet or Not to Meet?’ That is NOT the question.

“According to Amy C. Edmondson (Harvard Business School), to whom Google credits the concept of psychological safety, there are three indicators of this quality in teams (and by extension here, meetings):

#1: Frame the work [of the team/meeting] as a learning problem, not an execution problem.  I  work in a mostly strengths-based organization where collectively the Learner strength dominates and the Executing domain does not (it ranks only 3rd of 4).  This should set my organization up fairly well in meeting this one.  Of course, we may need to look at how we frame the work.

#2: Acknowledge your own fallibility.  Libraries’ predominantly female profession probably overdoes this when it comes to apologizing or non-threatening leadership styles.  Although, I think this indicator intends a more authentic approach to one’s owning mistakes.  I personally am a big fan of both vulnerability research and reality-based leadership, which kind of book-end this concept  in my mind.  But, neither have hit the mainstream of library meeting effectiveness.

#3: Model curiosity and ask lots of questions.  OK. Indicator three, check.  Our profession is built on modelling curiosity and asking questions.  In addition to a curious, questioning, and service profession, we are also an organizing profession. So the kinds of structures illustrated in the meetings above should come somewhat naturally as well.   Yet, who hasn’t resisted (or at least felt silly in) facilitation tools like ice-breakers and ground rules?”


Posted on: April 15, 2018, 6:09 am Category: Uncategorized