Category: ETL504

Role and nature of school libraries

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This subject has helped to solidify for me the importance of clear and well articulated school library documentation that outlines all key aspects of its functioning and management. The IFLA School Library Guidelines 2nd edition (2015) states that it is important that a school library has a well structured policy that acknowledges the library as a prime resource for reading and inquiry. Whilst the process of creating this documentation is time consuming, it is definitely necessary to ensure that the library and its functioning is guided by clear principles and processes for accountability with the school community.

 

References

IFLA School Library Guidelines. 2nd revised edition. (2015). International Federation of Library Associations and Institutions. Retrieved from http://www.ifla.org/files/assets/school-libraries-resource-centers/ publications/ifla-school-library-guidelines.pdf

Module 6.3 Response to scenario

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While assisting a parent in the library, his/her young child is running amok amongst the shelves. 

How would I respond?

If I was confronted with the above situation I would respond in  a supportive stance by finding some activities for the child to do to get their attention. These could be within the makerspace and include a board game or a puzzle. By ensuring that they are occupied and being creative it would allow for a more successful interaction with the parent. Initial impressions are very important in the way that you are perceived by others (Green, 2004) Therefore it would be important to show the parent that they are both important to the school community by giving my positive attention to both, and being understanding of both people’s needs.

 

References

Green, G. (2004). The big sell: Creating influence and credibility. Session  presented at LIS@ECU Seminar, Information literacy.

 

How the Case studies are helping me as a learning TL

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I spent the day yesterday with the colleague from our Head office who is the expert on our Oliver system. He introduced me to some of its amazing features. Part of this week’s case study was regarding the need for marketing strategies for the library and to showcase the work that happens in the library. Having read Group 5s response I found myself relating well to their key points, especially related to showcasing the library at staff meetings and using Oliver to promote the library. I replied to their post writing how their ideas are excellent practical tips for addressing the issues being faced by NWC that are very similar to the situation at my school. Some of their solutions are what we are currently implementing and plan to implement as solutions to similar issues as being experienced at NWC.

Team work: what is working

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The learning gained from the case study work has been more than just the subject matter. Moreover, it has been about what makes a good team and what makes a team function well. I found that it is really important to support one another. Sometimes people have external events occurring, and need extra support to fulfil their roles. I found that for Case study 5, giving support to other members and their work gave them the confidence to continue. I used to think that once I had fulfilled my own personal role that I was done. However, from this experience I have learned that the sum of the group work is of main significance, and I need to be concerned with that as opposed to only being concerned about my own contribution.

Group work and leadership

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From the experiences with the group work it is clear that there needs to be someone who organises the process and drives it. Once that has been established people are quite happy to complete their work and make their contribution. Without someone to lead the process it is inefficient and people are left wondering what to do. The same problems exist in any school and that is why we have leaders or managers of departments. It is the manager or leader who organises. They are not necessarily the most talented or skilled, but they co-ordinate the work of others to ensure that is it streamlined. Issues arise when others are not willing to follow what has been set in place, or when conflict arises between staff.

Case study group work insights

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Working with others in a team without being able to meet physically to discuss had advantages and disadvantages. Sometimes meetings can be time consuming and not productive if the agenda is unclear, and if there is too much discussion. The advantage of not meeting physically was that we were forced to be very specific in our communication.

We were able to establish roles efficiently which meant that members knew what the expectations were. It is clear from the process that you definitely need someone who brings everything together at the end to consolidate the work. As long as roles are clearly defined and everyone knows what is expected of them then the group has a greater chance of success.

Conflict handling style

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For the Conflict Handling questionnaire I scored the following:

Yielding: 17

Compromising: 14

Forcing: 8

Problem Solving: 16

Avoiding: 19

What is my approach to managing conflict?

I tend to want to be the peacemaker in conflict situations. Conflict makes me uncomfortable, so I tend to want to put others’s needs before my own to avoid or minimise conflict. The scores above do ring true according to my feelings about conflict and how I respond to it.

Does this match to how you think of yourself?

I do think that I’m a good problem solver, but also try to avoid problems or conflicts and yield to others for this to occur.

What areas do you think you need to develop?

I need to work on my ability to express my feelings and opinions during conflict situations and be willing to make others aware of my needs and ideas. I have to develop confidence in my professional opinion and realising its validity.

School changes

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In reading the personal experiences of fellow teachers related to change it is common to see that consultation and time to process it is what is often lacking.  There is often not enough time given to absorb the reasons for the change leading to resentment and frustration. Gillian Cornwell and Carolien Powell both mentioned that new leaders often bring in new ideas without consultation of existing staff. Involvement in the change and feeling part of the process of change has always made me feel more comfortable with it.

Clement (2014, p. 45) highlighted problems that can occur with change when adequate time is not given to make meaning of the change.

Reference
Clement, J. (2014) Managing mandated educational change. School Leadership & Management, 34(1), 39-51. doi:10.1080/13632434.2013.813460

Case study learning

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It was clear to me from the Case study 2 that organisations usually have a number of issues happening at once. Schools are like other organisations in that they are busy, complex institutions that must manage so many things all at once. What I learned from the case study this week was that all schools have problems that need to be rectified, but some schools have a multitude of issues or inefficiencies that need addressing. Schools are made more complex by the fact that they have so many people with so many varying needs and it isn’t easy to manage these needs. This case study highlighted to me the importance of good leadership that addresses issues and is willing to put into place change to ensure things work more efficiently. What this case study highlighted to me was the importance of clear communication, staff involvement and clear systems that are structured and reviewed regularly. It also made me realise that sometimes initiating change in one area can actually have a beneficial flow on effect throughout other areas.

How does Colvin’s article relate to School libraries?

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Colvin’s article was an interesting look at management and people for me. In particular I liked the point made that management is a human art and that managers will find great success through taking advantage of people’s ability to ‘create, judge, imagine, and build relationships’. (Colvin, 2000) Working in a successful library, and managing a successful library will involve building strong relationships with the entire school community. Being a successful manager in a library will require creativity and imagination so as to also utilise the skills of others within the school community. The key too is to ensure that as a manager, change is sought and embraced as the pace of advancement is so fast.

Reference

https://archive.fortune.com/magazines/fortune/fortune_archive/2000/03/06/275231/index.htm?iid=sr-link1