| Editorial:
Flexible futures I was at the Career Development Group's National Conference in Bristol on 19-21 May with the theme focusing on new and changing ways of working. It was a really stimulating event because all of the speakers asked questions of their audience and engaged participants in finding answers, or at least defining the choices available.
The issue of change was mentioned either directly or indirectly by most speakers. Why change? What are the factors involved in change? How to, and how not to, implement change? Is change inevitable? And how do you as an individual respond to it?
One of the key messages was that we as library and information professionals need to be flexible and maintain adaptability, with an eye on the current working environment and the ability to think through potential future scenarios. Marketing tools such as PEST, SWOT and risk analysis were shown to be invaluable here, as well as the ability to identify and consult key stakeholders. Practical examples were given where supporters or 'champions' of the library and information service within an organisation were invaluable. Nigel Oxbrow from TFPL, in his paper on knowledge management, urged library and information workers to engage with the organisation in which they work and to network with a range of professionals and not just other members of the library profession.
Alan Watkin gave a refreshing example of where he tried to implement change and it didn't work because he didn't devote enough time to the task and spent more time on recovering the situation when lack of communication resulted in misunderstandings.
Whether it is leading a process of
organisational change or affecting personal change, it takes time, commitment and personal responsibility. In the end, change can't be delegated.
Andrew Hampson
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