First You Cry

Abstract

Following the merger of Lansing General Hospital and Ingham Medical Center, hospital administrators decided to reduce and reorganize the management structure of the library. Much of what was done was mandated by administration: who would lead, how many staff would lose their jobs, where to relocate, when to close the other campus. However, the librarian was able to control how the physical changes would be made. Input from the entire library staff was included in every process change. By flow-charting each process to find any “impasses,” procedures could quickly be written and implemented. Logic became a best friend. The initial challenges of consolidation and managing a “blended” workforce were somewhat chaotic, but in the end, staff understood the need for change and came together with a shared purpose to effect that change.

Key Words:

• Libraries
• hospital
• library services
• health facility merger
• organizational innovation