University of Portstmouth Library at Ravelin Park.
be on the lookout for new thinking. Regularly encourage, and if possible reward, those coming forward with viable new ideas.
Balance ambition with pragmatism. Challenge what is possible but respect the fact that space, time and money constraints often determine what can be done.
Be agents of change. Stay abreast of trends, adapt to changing circumstan ces and change with the times. Adapt both individually and as a group as the Library and its challenges move on. Delegate. Refer to other teams or pro- pose small working groups or task and finish groups be created to investigate, progress or realise ideas.
Be accountable. Record all decisions carefully and follow up on anything you refer. Make sure decisions and outcomes reported in the minutes of the group so that everyone suggesting ideas can see what impact their ideas have had and feel moti- vated to suggest other things in the future. Watch for warning signs. A diminishing volume of fresh ideas, a sense of becom- ing disconnected from those who once suggested ideas and the beginnings of formulaic “group think” all suggest that a shake-up of the group is urgently needed.
Last word
Properly managed and supported with clear and responsive reporting lines, an ideas group can be a productive and liber- ating vehicle driving incremental service enhancement through a continuous cycle of feedback and facilitated participative leadership and honest vertical commu- nication that makes staff at all levels feel like valued contributors. IP
Reference
1 Medinilla, Á., 2014. Agile Kaizen: Managing con- tinuous improvement far beyond retrospective, see p. 88.
https://ebookcentral.proquest.com
All opinions and assertions are those of the author writing in an independent professional capacity and may differ from those of his employer.
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Ideas Group Portsmouth
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