In its second edition, Change Management in Information Services is a welcome addition to the subject literature, offering a clear, in‐depth review of the complexities and challenges of change management. The contribution is especially valuable in an environment where libraries and information services constantly need to adapt and transform their services. They are not only facing the influences of digitization and new technologies, but also a trend towards a business culture, as well as changes in the skills required to be successful in such an environment.
In ten chapters Lyndon Pugh covers a spectrum of aspects libraries and information services need to consider. These include the nature of change and a selection of change theories (e.g. classical management theory, gestalt theory, field theory, systems theory, knowledge‐based theories, organizational theory and innovation). Various strategies that can be followed, as well as influences and interrelationships, are covered in Chapter 3. In Chapter 4 the discussion of processes and models is supplemented by a number of excellent diagrams – enabling the reader to have clear, visual pictures of the points that are argued. Chapter 5, on metaphors for organizations, is brief and to the point and concludes with the statement,
Developing new metaphors may be a symbolic first step, but it signals the development of new ideas about responsibility, autonomy, individual control over their own working environments, commitment and more interesting jobs.
Various structures for change are explained and argued in Chapter 6 – once again with good use of diagrams and visual presentation to offer extra clarity. Teams can play a very important role in change management. A useful discussion highlights the role of managers, communication, the meaning of teams and creating a healthy organization. Chapter 8 deals with leadership for change and explores the demands faced, skills required and principles of practical change leadership. In Chapter 9 the psychology of change is covered in exploring self‐efficacy, resistance, creating trust, dealing with differences, etc. The last chapter concerns skills of change management, including leadership, self‐awareness and listing skills.
Change Management in Information Services concludes with an extensive bibliography that can take the reader to the next level of deepening his/her knowledge, and there is an excellent ten‐page index. Several case studies are also included.
I strongly recommend Change Management in Information Services to all managers of library and information services, decision‐makers and anybody seriously trying to equip themselves for such roles. Although not intended as a textbook, I would also recommend this to students in the field; apart from a good practical point of departure, it also offers a solid theoretical background.
