Welcome PETER, AND THANK YOU SO MUCH FOR BEING HERE.
>> THANK YOU VERY MUCH, JENNIFER.
I REALLY APPRECIATE YOU HAVING -- GIVING US TIME TO SHARE WHAT WE'RE DOING AT SALT LAKE CITY PUBLIC LIBRARY.
HELLO TO EVERYONE WHO IS LOGGED IN.
I SEE A LOT OF FAMILIAR NAMES THERE.
I WISH I COULD DPREET YOU INDIVIDUALLY, BUT HELLO, YOU KNOW WHO YOU ARE.
I'M GOING TO START THE WEBINAR A LITTLE BIT FOR THE FIRST NUMBER OF SLIDES, YOU'RE GOING TO HEAR A LOT OF MY VOICE, AND THEN I'M GOING TO BE SETTING THE CLIP, TALKING ABOUT CONTEXT, AND THEN MARLEE WILL JOIN US TO TALK ABOUT SOME OF THE DETAILS AND WE'LL BACK AND FORTH IT FROM THERE.
IF WE'RE GOING TO TALK ABOUT STRATEGIC PLANNING OR ROAD MAPPING THAT'S ABOUT ALIGNING THE WORK WE'RE DOING, HOPEFULLY TO THE WORLD WE'RE LIVING IN.
IF WE'RE NOT STOPPING TO PAUSE AND ASK AND ANSWER THAT QUESTIONS, WE MIGHT BE MAKING CHOICES THAT ARE ALIGNED TO THE WORLD AS IT WAS THREE YEARS AGO OR FIVE YEARS AGO OR 10 YEARS AGO.
SO AS THE PUNCH LINE IS RIGHT IN THE TITLE HERE.
IT'S A WORLD THAT'S BECOMING DEEPLY WEIRD.
LET'S EXPLORE THAT A ALSO BIT ABOUT WHAT THAT MEANS.
REALLY, THE HALLMARK OF A DEEPLY WEIRD WORLD IS THAT WE'RE IN A TIME OF UNPRECEDENTED CHANGE.
SO I'M GOING TO -- WE'RE TALKING ABOUT THE PRESENT AND THE FUTURE AND I'M GOING TO START BY GOING BACK TO 1921 AND TALK ABOUT THE PAST.
WHAT YOU'RE SEEING ON THE SLIDE IS A PHOTOGRAPH OF MY GREAT AUNT ANNA AND MY GRANDFATHER ISRAEL, AND THERE'S AN INSET SHOWING WHERE THEY GREW UP.
IN MOLDOVA ON THE BORDER OF RUSSIA AND ROMANIA, MY GREAT AUNT AND GRANDFATHER LIVED THERE, MY GRANDFATHER LIVED THERE UNTIL HE WAS ABOUT 13, AND THEY LIVED IN A ONE-ROOM DIRT-FLOOR, TIN ROOF, THERE WAS AN OVEN WHERE MY GREAT GRANDMOTHER ESTHER BAKED BREAD TO TRADE AND THEY BATHED IN THE RIVER, THEY ELIMINATED IN THE RIVER, THEY WASHED CLOTHES IN THE RIVER.
THE FIRST 13 YEARS OF MY GRANDFATHER'S LIFE AND THE FIRST 16 OF MY GREAT AUNT'S LIFE WAS EXACTLY THE SAME AS THEIR PARENTS AND THEIR PARENTS' PARENTS GOING BACK 10 GENERATIONS.
LIVED IN A ROOM, DIRT FLOOR, BRICK OVEN, RIVER.
IT WAS VERY SIMPLE, NO ELECTRICITY, NO INDOOR PLUMBING.
IN 1921 THEY GOT ON A BOAT AND CAME TO THE UNITED STATES OF AMERICA.
HARLEM, AND THEN BROOKLYN.
AND FOR THE NEXT 80 YEARS OF MY GRANDFATHER'S LIFE HE SAW ELECTRICITY, AND HE SAW CARS, AND AIR TRAVEL, AND TRANSISTOR RADIO, AND SATELLITE, AND COMPUTERS, AND INTERNET, RIGHT.
>> AND SO IN THE LAST 80 YEARS OF HIS LIFE, HE SAW MORE CHANGE, FUNDAMENTAL CHANGE, CHANGE THAT DISRUPTED THE WAY WE ACTUALLY LIVE OUR LIVES, THE WAY WE ORGANIZE, THE WAY WE COMMUNICATE, TRAVEL, ETC., HE SAW MORE CHANGE IN 80 YEARS THAN 10 GENERATIONS BEFORE HIM.
RIGHT?
AND THAT'S UNPRECEDENTED.
SO CHANGE THEORY, KURT LEWIN ON THE RIGHT THERE, BACK IN THE '40s, LOOKED AT THE HISTORY OF HUMAN CHANGE AND SAW THAT THINGS STAYED THE SAME FOR LONG, LONG PERIODS OF TIME.
GENERATIONS AFTER GENERATIONS LIVED THEIR LIVES IN THE SAME WAY, AND THEN SOMETHING COMES ALONG.
WE GET CONTROL OF FIRE, WE LEARN ANIMAL HUSBANDRY, WE INVENT THE WHEEL, OR A TOOL -- ON AND ON, UNTIL THE PRINTING PRESS SHOWS UP.
AND WHAT HE SEES IS THAT WHEN THESE DISRUPTIVE TECHNOLOGIES WHICH IS THAT'S WHAT A WHEEL IS OR A STICK THAT YOU CAN USE AS A LEVER, ETC., COME ALONG, EVERYTHING CHANGES.
WE CHANGE THE WAY WE ORGANIZE OUR SOCIETY, THE WAY WE WORK, THE WAY WE INTERACT.
AND THEN THINGS STAY THE SAME FOR A LONG TIME.
SO HE CALLED THAT THE FREEZE ON FREEZE REFREEZE MODEL OF CHANGE.
EVERYTHING IS THE SAME, SOMETHING COMES ALONG, EVERYTHING CHANGES, IT UNFREEZES, AND REFREEZES.
IN THE '90s, A PROFESSOR AT ANTIOCH UNIVERSITY LOOKED AT MORE RECENT HISTORY IN THE INDUSTRIAL AGE AND SAID, THAT DOESN'T HAPPEN ANYMORE.
BECAUSE WHAT'S HAPPENING NOW IS SOMETHING COMES ALONG, WHETHER IT'S AIR TRAVEL, OR SATELLITE, OR INTERNET, OR COMPUTERS, AND PB EVERYTHING UNFREEZES, BUT BEFORE WE CAN REFREEZE AGAIN, THE NEXT THING COMES ALONG.
SO THERE'S NO REAL NEW NORMAL, IT'S WHAT PETER CALLED PERMANENT WHITEWATER.
SO -- AND YOU CAN GET THAT IMAGE OF BEING ON A RAGING RIVER, WHERE WE -- YOU CAN KIND OF INFLUENCE THE TRIP A LITTLE BIT IF YOU HAVE WHITEWATER RAFTED YOU MAP OUT AS BEST YOU CAN THE RIVER, AND GET A SENSE OF THE RIVER THAT DAY.
AND YOU CAN KIND OF ALL BACKPEDAL LEFT WHEN YOU HIT DEATH ROCK, AND TRY TO GET AROUND IT.
BUT SO WE CAN INFLUENCE IT, BUT WE CAN'T CONTROL IT.
THAT'S REALLY THE MET A FOR OF CHANGE.
IT FEELS LIKE "MAD MEN."
"MAD MEN" IS FUNDAMENTALLY A STORY OF PERMANENT WHITEWATER, THE UNFREEZING, WHERE DON DRAPER, HE AND HIS LEAGUE, THEY FIGURED IT OUT.
THEY FIGURED OUT THE GAME, THEY LEARNED THE LINGO, THEY GOT THE HAIRCUT, THEY PUT ON THE SUIT, AND THEY FIGURE, OKAY, I'VE LEARNED THE GAME.
THEN THE GAME CHANGES.
THE WHOLE SERIES IS ABOUT -- AND THAT PICTURE ON THE DVD COVER CAPTURES IT.
IT'S LIKE VERTIGO.
EVERYTHING IS FALLING OUT FROM BELOW US.
AND IT'S VERY DISORIENTING.
SO I THINK THAT'S THE CLASSIC SHOW ABOUT UNFREEZING.
AND THIS IS TO ME THE CLASSIC SONG, BOB DYLAN "BALLED A OF A THIN MAN."
YOU KNOW SOMETHING IS HAPPENING HERE, BUT YOU DON'T KNOW WHAT IT IS.
SING ALONG WITH ME, DO YOU, MR. JONES.
IT'S THAT REALLY SCARY KIND OF MUSIC.
AND DON DRAPER IS MR. JONES.
IT'S A STORY ABOUT PEOPLE HAD IT FIGURED OUT, AND IT'S '60s AND EVERYTHING IS CHANGING.
SO THAT'S THAT CLASSIC SONG ABOUT WHAT IT FEELS LIKE.
DEEPLY WEIRD, THE PHRASE COMES FROM MICHAEL EDINSON, HE'S THE COFOUNDER OF A MUSEUM FOR THE UNITED NATIONS U.N. LIVE AND FORMERLY WAS AT THE SMITHSONIAN CAN INSTITUTION.
BACK IN 2011, HE OBSERVED THAT LOOKING AT THIS PACE OF CHANGE, THAT IN THE FUTURE EVEN 10 OR 20 YEARS CAN OUT, THINGS ARE GOING TO GET DEEPLY WEIRD.
AND HE GOES ON TO SAY IT'S GOING TO CHALLENGE US AS A SPECIES IN WAYS THAT WE'VE NOT HAD TO CONFRONT IN OUR LONG EVOLUTION.
THIS IS 2011.
HE'S SAYING 10 OR 20 YEARS OUT THINGS ARE GOING TO GET PRETTY WEIRD.
IF WE'RE LOOKING AT THE WORLD WE'RE LIVING IN AND WE LOOK BACK, YOU KNOW, TO COMPUTERS AND INTERNET, AND iPHONE COMES ALONG, AND SOCIAL MEDIA, AND TWITTER, AND THERE WAS BLOGS IN THERE.
AND THE WAY AND THE SPEED IN WHICH WE COMMUNICATE NOW, SHARE INFORMATION, VIDEO, AUDIO, IDEAS, IT IS CHALLENGING.
WE DON'T -- IT'S ALMOST LIKE WE'RE IN KINDERGARTEN WITH THESE TOOLS AND WE DON'T REALLY KNOW HOW TO USE THEM IN A WAY THAT IS ALWAYS CONSTRUCTIVE.
SO WE'RE HAVING TO FIGURE IT OUT ON THE FLY.
SO OTHER CONCEPTS -- DEEPLY WEIRD IS ONE CONCEPT I WANT TO INTRODUCE.
THIS CONCEPT OF CONSENSUAL, THIS IS WILLIAM GIBSON, WHO SAYS, "I THINK WHEN I WAS FIRST READING SCIENCE FICTION, WHICH WOULD HAVE BEEN IN THE LATE '50s, THE CONSENSUAL NOW WAS THREE OR FOUR YEARS LONG, WITH THREE OR FOUR YEARS OF A RELATIVELY UNCHANGING NOW A WRITER OF SCIENCE FICTION HAD SPACE IN WHICH TO ERECT SOMETHING."
BACK 50 YEARS AGO OR MORE, THERE WAS THIS THING THAT WE CALLED NOW.
AND IT WAS CONSENSUAL.
WE HAD A GENERAL IDEA OF WHAT NOW MEANT.
RIGHT?
THERE WAS THREE NETWORKS, AND THERE WAS THIS GUY NAMED WALTER CRONKITE WHO WOULD COME ON T.V. AT NIGHT AND SAY, THIS IS WHAT'S HAPPENING IN THE WORLD, AND WE'D GO, YEAH.
WE COULD HAVE POLITICAL DISAGREEMENTS BUT THERE WAS A GENERAL SENSE OF WHAT REALITY WAS.
AND WILLIAM GIBSON IS SUGGESTING THAT THAT UNCHANGING NOW IS SORT OF DISAPPEARING.
HE SAYS YOU COULD BUILD A RELATIVELY BIG STRUCTURE BEFORE THAT NOW HAULED ITSELF INTO THE FUTURE THAT MADE YOUR BIG STRUCTURE OBSOLETE.
IMAGINING SOMETHING.
BUT TODAY NOW CAN FEEL LIKE A NEWS CYCLE.
IT'S LIKE THE NOW IS TOO NARROW TO ALLOW FOR THAT BIG A CONSTRUCT.
WE HAVE TOO MANY CARDS IN PLAY TO CASUALLY ERECT BELIEVABLE FUTURES.
THAT'S THE THIRD CONCEPT OF BELIEVABLE FUTURES.
JUST SHARING THIS, THIS IS ALL BY WAY OF SETTING THE CONTEXT OF THE ENVIRONMENT BY WHICH WILL  THEN -- WE'LL GET INTO TALKING ABOUT HOW WE CHOSE TO DO OUR STRATEGIC ROAD MAP PROCESS.
THIS IS THE WORLD WE'RE LIVING IN AND IT'S FUNDAMENTALLY DIFFERENT.
SO THE IDEA THAT WE CAN'T EVEN CONSTRUCT A BELIEVABLE FUTURE AS A SCIENCE FICTION AUTHOR, THAT YOU CAN'T EVEN LOOK AHEAD SIX MONTHS OR A YEAR, AND MAKE UP SOMETHING BECAUSE BEFORE WE KNOW IT, SOMETHING MORE UNIMAGINABLE HAS COME ALONG.
SO JUST SOME EXAMPLES OF BELIEVABLE FUTURES.
THIS IS JUST PULLED A HEADLINE FROM "NEW YORK TIMES."
AMAZON WANTS YOU TO WAKE UP WITH ALEXA, AND THAT'S JUST THE START.
THIS IDEA THAT IT'S THESE DOTS AND THESE SPEAKERS AND ALARM CLOCKS AND ALL THESE DEVICES THAT ARE ALL AROUND OUR HOUSE THAT ARE VOICE ACTIVATED THAT ARE LISTENING AT ALL TIMES, THAT WE CAN SPEAK TO, AND IF I WAS HERE WITH YOU IN PERSON I'D ASK FOR A SHOW OF HANDS OF HOW MANY PEOPLE ARE USING THIS TECHNOLOGY.
BUT INCREASINGLY, THE VOICE TECHNOLOGY IS SUGGESTED TO BE REPLACING KEYBOARDS ALL TOGETHER.
WE WON'T BE TYPING, WE'LL JUST BE TALKING.
AND WHAT DOES THAT MEAN FOR US, WHEN -- THERE'S SOMETHING ALWAYS LISTENING TO US AND LEARNING FROM US, AND RESPONDING.
WE DON'T KNOW, RIGHT, WHAT THAT'S GOING TO MEAN.
JUST A FEW OTHER BELIEVABLE FUTURES HERE.
THESE ARE JUST HEADLINES I PULLED.
I PULLED THESE ALL ON LIKE ONE DAY.
I WASN'T HUNTING AND PECKING FOR MONTHS FOR KOOKY HEADLINES.
SO DISCOVERY OF CAMERAS BUILT INTO AIRLINES' SEATS SPARKS PRIVACY CONCERNS.
SO WHEN YOU'RE SITTING IN THE AIRLINE AND YOU'RE WATCHING THOSE VIDEOS IN FRONT OF YOU, THEY'RE BUILDING CAMERAS IN AS WELL, AND SUPPOSEDLY IT'S SO WE CAN, WHILE WE'RE TRAVELING WE CAN VIDEOCONFERENCE WITH EACH OTHER WHILE WE'RE FLYING.
SO IF YOU THINK, HEY, WHEN I FLY THAT'S THE ONLY COUPLE HOURS OF MY LIFE MAYBE THAT I HAVE SOME PRIVACY AND I CAN THINK MY THOUGHTS, WELL, WE'RE GOING TO FIND A WAY -- YOU CAN BE DOING YOUR WORK THERE TOO.
GOOGLE NEST DEVICE HAS MICROPHONE BUILT IN, FORGOT TO MENTION.
REMEMBER GOOGLE, OKAY, TRY AND THINK BACK A COUPLE YEARS AGO, GOOGLE WAS THIS THING CALLED A SEARCH ENGINE, RIGHT?
REMEMBER THAT?
AND YOU PUT WORDS IN AND SEARCH.
THEY STILL DO THAT, OF COURSE, BUT NOW THEY HAVE EXPANDED INTO THE HOME SECURITY SYSTEM.
SO SMART HOMES, ALL THAT, AND SO GOOGLE IS NOW PROTECTING YOUR HOME, BUT THEY FORGOT TO MENTION THAT THEY'VE BUILT MICROPHONES INTO THAT AS WELL.
SO HERE'S MORE ON GOOGLE.
THIS IS GAOL DUPLEX, WHICH IS NOW CALLED GOOGLE ASSISTANT.
THIS IS NEW TECHNOLOGY, AND IT CONDUCTS NATURAL CONVERSATIONS TO CARRY OUT TASKS IN THE REAL WORLD OVER THE PHONE.
AND IT MAKES THIS CONVERSATIONAL EXPERIENCE VERY NATURAL, ALLOWING PEOPLE TO SPEAK NORMALLY.
I'M GOING TO TRY TO PLAY YOU A CLIP HERE SO YOU CAN HEAR WHAT THIS SOUNDS LIKE.
I'M GOING TO HAVE TO FLIP OVER TO ANOTHER WINDOW.
I'LL TRY NOT TO LOSE YOU ALL.
THIS IS GOOGLE CALLING TO MAKE AN APPOINTMENT.
LISTEN, THIS IS NOT A HUMAN BEING.
[RINGING]
>> HOW CAN I HELP YOU?
>> HI, I'M CALLING TO BOOK A WOMAN'S HAIRCUT FOR A CLIENT.
I'M LOOKING FOR SOMETHING ON MAY 3rd.
>> SURE.
GIVE ME ONE SECOND.
M-HMM.
SURE, WHAT TIME ARE YOU LOOKING FOR AROUND?
>> AT 12:00 P.M.
>> WE DO NOT HAVE A 12:00 P.M. AVAILABLE.
THE CLOSEST WE HAVE TO THAT IS A 1:15.
>> DO YOU HAVE ANYTHING BETWEEN 10:00 A.M. AND 12:00 P.M.?
>> ALL RIGHT.
I'M GOING TO JUMP BACK HERE.
I HOPE YOU COULD HEAR THAT.
THAT WAS -- GOOGLE SAYING, DO YOU HAVE ANYTHING BEFORE 12:00 P.M.?
SO THEY'RE BUILDING IN AUDIBLE PAUSES.
THERE'S AN AUDIBLE PAUSE RIGHT THERE.
THIS IS NUTS, RIGHT?
AND THERE'S OTHER EXAMPLES OF IT.
SO THINK ABOUT THIS.
YOU MIGHT GET A PHONE CALL AND THERE'S SOMEONE, YOU THINK IS A SOMEONE SPEAKING IN THIS NORMAL CONVERSATIONAL VOICE WITH AUDIBLE PAUSES, BUT IT'S GOOGLE OR SOME -- WHO KNOWS WHAT IT WILL BE IN THREE MORE YEARS.
WE DON'T KNOW, HOW IS THAT GOING TO IMPACT US, HOW IS THAT GOING TO CHANGE THE WORLD?
ONE LAST BELIEVABLE FUTURE.
I PUT THIS IN THE SAY WHAT NOW CATEGORY.
THIS IS NIKE SEVEN-LACING SHOES, PUT A TON OF TECH UNDER YOUR FEET.
WHAT HAPPENED WAS, THESE -- THEY'RE REALLY NOT LACING BUT THEY ARE ELECTRONIC AND THEY CONNECT IN WITH YOUR CAN APPLE WATCH, WHATEVER, AND THEY TRACK YOUR STEPS AND YOUR -- ALL THAT.
WELL, THERE WAS A GLITCH, AND SO YOU BOUGHT THESE SNEAKERS HUNDREDS OF DOLLARS, AND YOU PUT THEM ON AND THEY WON'T LACE UP.
THEY WON'T CONFORM TO YOUR FOOT.
SO NIKE IS ACTIVELY WORKING TO FIX THEIR BROKEN SMART SNEAKERS.
SO DEEPLY WEIRD.
THAT'S THE WORLD WE'RE LIVING IN.
AND I WILL CONTINUE ON WITH MICHAEL EDINSON, THIS IS FROM AN INTERVIEW HE'S GIVEN IN 2017.
HE SAYS THAT'S THE KIND OF CHANGE WE'RE EXPERIENCING NOW.
EXPONENTIAL, FAST, CONTINUOUS, GLOBAL IN SCALE, ACCELERATING IN SPEED, AND ENORMOUS IN SCOPE.
AND ANYONE READING THIS HAS ALREADY SEEN MORE CHANGE IN THEIR LIFETIME, LIKE MY GRANDFATHER, EXCEPT WE'RE SEEING IT EVEN MORE RAPIDLY, A BROADER SCOPE, LARGER SCALE AND FASTER SPEED THAN OUR ANCESTORS SAW IN HUNDREDS, THOUSANDS, OR EVEN TENS OF THOUSANDS OF YEARS.
EVEN THOUGH THIS KIND OF CHANGE IS HAPPENING ALL AROUND US, EVERY DAY WE SEEM UNPREPARED TO RECOGNIZE AND HARNESS IT, TO DISCUSS, MANAGE, SHAPE IT, AND WE'RE JUST GETTING STARTED.
WE'RE JUST BEGINNING TO CHART THE SURFACE OF WHAT WILL COME.
SO THAT DEEPLY WEIRD IS REALLY ABOUT THIS EXPONENTIALLY ACCELERATING PACE OF CHANGE.
JUST TO PUT SOME MEAT ON THE BONES OF THAT CONCEPT HERE, THIS IS A GRAPH SHOWING HOW LONG IT TOOK FOR THE ADOPTION OF CERTAIN TECHNOLOGIES, FOR 50 MILLION PEOPLE TO ADOPT THE RADIO TOOK 38 YEARS.
T.V. WAS LAUNCHED, TOOK ABOUT 12ARIES, 13 YEARS FOR 50 MILLION PEOPLE TO ADOPT.
WEB, UNDER FIVE, iPOD, ABOUT THREE, FACEBOOK, UNDER THREE, GOOGLE PLUS, 88 DAYS, AND OF COURSE THE PUNCH LINE TO GAOL PLUS IS THAT AS OF A FEW WEEKS AGO, IT'S BEEN AXED.
SO WE'RE IN THIS WORLD NOW WHERE SOMETHING CAN LAUNCH TOMORROW, WHETHER IT'S SNAPCHAT OR TWITTER, WE DON'T KNOW WHAT IS GOING TO COME, BUT IT CAN HAVE THIS AMAZING IMPACT ON US, AND IT MIGHT EVEN JUST FLAME OUT.
I WAS JUST READING THAT SNAPCHAT, WHICH WAS SO WIDELY ADOPTED BY TEENS, IS NOW BEING TOSSED ASIDE IN FAVOR OF, DOES ANYBODY KNOW WHAT THE TEENS ARE USING NOW INSTEAD OF SNAPCHAT?
HAS ANYONE SEEN THAT ARTICLE?
THEY'RE USING GOOGLE DOCS OF ALL THINGS BECAUSE THERE'S CHAT BUILT INTO GOOGLE DOC AND THEY CAN OPEN UP A GOOGLE DOC AND MAKE IT LOOK LIKE THEY'RE WORKING ON HOMEWORK AND THEY CAN BE SHARING,  CHAT, AND IF SOMEONE IS LOOKING OVER THEIR SHOULDER THEY CAN CLOSE THE CHAT WINDOW AND WHEN THEY CLOSE THE DOC ALL THE CHAT DISAPPEARS.
SO THERE'S NO RECORD OF IT.
BOOM, THERE YOU GO.
SO THE SURPRISING IMPLICATIONS OF A LAW ACCELERATING THE TURNS, THIS IDEA OF ACCELERATION IS NOT JUST THAT IT'S HAPPENING FASTER, BUT IT'S THE ACCELERATION OF ACCELERATION.
SO IT'S EXPONENTIAL, IT'S A BIT LIKE CLIMBING A MOUNTAIN AND RECEIVING A JET PACK.
SO WHAT'S HAPPENING HERE IS IF WE LOOK BACK ON THIS OTHER SLIDE, YOU CAN SEE THAT SAME CURVE IN REVERSE.
WHAT THAT IS GETTING AT IS THAT -- IT'S THAT SPACE BETWEEN WHEN SOMETHING IS GOING TO CHANGE AGAIN IS GETTING SHORTER AND SHORTER, SO THE X AXIS IS TIME AND THE Y AXIS IS CHANGE.
AND WE'RE GETTING TO THAT POINT NOW WHERE THE CHANGE IS SO FAST, THAT IT'S LIKE A JET PACK.
AND RAY KURZWEIL, A GREAT FUTURIST AND YOU MAY KNOW HIS NAME FROM THE WORK HE'S DONE WITH CREATING TECHNOLOGY TO HELP PEOPLE WHO HAVE LOST SIGHT TO READ, WROTE IN 2001 THAT EVERY DECADE OUR ORAL RATE OF PROGRESS IS DOUBLING.
HE SAID WE DON'T EXPERIENCE 100 YEARS OF PROGRESS, WE WON'T EXPERIENCE 100 YEARS OF PROGRESS IN THE 21st CENTURY, IT WILL BE MORE LIKE 20,000 YEARS OF PROGRESS AT TODAY'S RATE.
SO IT'S HARD FOR US TO WRAP OUR MINDS AROUND IT.
I'M TRYING TO GIVE YOU TEXT AND VISUAL, RS AND IF YOU'RE NOT LIKE FREAKED OUT THAT I'M NOT COMMUNICATING THIS CLEARLY, IF YOU ARE FREAKED OUT, THEN I'M DOING A GOOD JOB AND YOU UNDERSTAND WHAT I'M TALKING ABOUT.
BUT THIS IS ALL ABOUT SETTING THE STAGE FOR WHY WE TOOK A DIFFERENT APPROACH WITH OUR STRATEGIC PLANNING, THE SHORT VERSION IS, WHAT GOT US HERE WON'T GET US THERE.
AT THIS POINT I'M GOING TO INVITE MARILEE TO SHARE WITH YOU HER PERSPECTIVE.
>> ALL RIGHT.
HI, EVERYONE.
SO PETER TALKING ABOUT HOW EVERYTHING IS CHANGING SO RAPIDLY, I'M GOING TO SWITCH GEARS AND LOOK AT HOW WE DESIGNED OUR OWN STRATEGIC PLANNING PROCESS IN THIS WORLD OF CRAZY CHANGE.
AND SO WE STARTED BY ASKING OURSELVES SOME QUESTIONS.
WE WERE WONDERING HOW DO WE DELIVER ON OUR MISSION?
HOW DO WE CREATE AN EFFECTIVE STRATEGIC PLANNING FOR A RAPIDLY CHANGING ENVIRONMENT?
AND WE REALIZE IT DIDN'T REALLY MAKE SENSE FOR US TO WORK AT STRATEGIC PLANNING THE WAY WE ALWAYS HAD.
IF WE DID A THREE OR EVEN FIVE-YEAR PLAN, IT WOULD DEFINITELY BE OUTDATED OR INEFFECTIVE WAY BEFORE WE REACHED A THREE-YEAR MARK, MUCH LESS PROBABLY A ONE-YEAR MARK.
SO WE ASKED OURSELVES, WHAT THINGS SHOULD CHANGE?
AND WE REALIZED WE MIGHT NEED TO LET GO OF SOME OF THE TOOLS AND METHODS AND PROCEDURES WE HAD USED IN THE PAST FOR STRATEGIC PLANNING.
IF YOU'RE ME, I'M SAYING HURRAH, BECAUSE I NEVER REALLY ENJOYED THE LONG TEDIOUS MOMENTS OF STRATEGIC PLANNING WITH GIANT BOOKLETS.
BUT THERE MAY BE SOME OF YOU WHO ARE SOMEWHAT FREAKED OUT OR EVEN HAVE SOME FEAR OF THIS RAPID RATE OF CHANGE THAT IS HAPPENING.
SO EVEN IN A WORLD, I THINK IT'S IMPORTANT TO POINT OUT THAT EVEN IN A WORLD WITH SO MUCH RAPID CHANGE, NOT EVERYTHING WILL OR SHOULD CHANGE.
SO EVERY ORGANIZATION NEEDS SOME THINGS THAT THEY CAN USE THAT WILL SORT OF ANCHOR AND GUIDE THEM, SORT OF LIKE A NORTH STAR.
SO FOR US, WE STARTED WITH OUR MISSION.
BECAUSE WE HAD A MISSION IN PLACE THAT WE LIKED, WE KNEW WE WEREN'T CHANGING IT.
AND THEN -- BUT WE KNEW WE NEEDED TO WORK TO DEVELOP EVERYTHING ELSE FROM THERE.
SOME OF YOU MIGHT HAVE VALUES THAT YOU HAVE DEVELOPED, AND WE DID NOT.
SO THAT'S EXACTLY WHERE WE STARTED.
SO IN LOOKING AT HOW WE WERE GOING TO NOT JUST SURVIVE, BUT ACTUALLY THRIVE WITH OUR NEW PLANNING PROCESS, AND WITH THIS NEW RATE OF CHANGE THAT WAS GOING ON, THAT'S WHERE WE STARTED.
WE STARTED WITH MAKING SURE THAT WE HAD CLEARLY DEVELOPED SYSTEMWIDE VALUES, AND THEN SECOND, WE WANTED TO DETERMINE OUTCOMES, WHICH WE WANTED TO HELP CREATE FOR PEOPLE AND FOR OUR COMMUNITY.
AND NOT JUST TO DETERMINE THEM, BUT TO BE VERY, VERY INTENTIONAL AND STRATEGIC IN FIGURING THAT OUT.
AND THEN THE THIRD THING THAT WE WANTED TO FOCUS ON WERE THE EXPERIENCES PEOPLE WERE HAVING IN REGARDS TO THEIR INTERACTIONS WITH US, AND WITH OUR LIBRARY SYSTEM AS A WHOLE.
SO I'M DOING TO WALK YOU THROUGH EACH OF THOSE THREE AREAS, AND WHAT WE DID TO DEVELOP THOSE.
SO FIRST OF ALL, LOOKING AT OUR VALUES, THE FIRST THING THAT WE DID WAS WE CONDUCTED A VALUE SURVEY WITH ALL OF OUR EMPLOYEES.
AND WE HAVE JUST OVER 300 EMPLOYEES, AND WE ASKED ALL OF THEM ABOUT THEIR OWN PERSONAL VALUES.
AND WE ALSO ASKED THEM ABOUT THE VALUES THAT THEY FELT WE SHARED AS AN ORGANIZATION.
SO WE RECEIVED 170 RESPONSES, AND FROM THOSE RESPONSES WE WERE ABLE TO DEVELOP OUR CULTURE  STATEMENT, WHICH IS WHAT YOU ARE LOOKING AT ON THE SCREEN RIGHT NOW.
SO WE PRINTED THIS ON A TWO-SIDED HANDOUT FOR ALL OF THE STAFF, AND YOU CAN SEE OUR CULMINATING STATEMENT ON THE FRONT, WHICH IS, WE WORK TOGETHER TO MAKE LIVES BETTER.
AND THEN ON THE BACK OF IT THERE WAS A LIST OF OUR FIVE CORE VALUES.
SO THESE SHARED VALUES ARE REALLY AN ASPIRATIONAL, INSPIRATIONAL DESCRIPTION OF US WHEN WE ARE AT OUR BEST.
AND SINCE WE DEVELOPED THEM FIRST, THEY REALLY SERVED TO GROUND US AND TO SORT OF BE THAT NORTH STAR THAT I WAS TALKING ABOUT, TO HELP GUIDE OUR ACTIONS AS WE CONTINUE TO MOVE FORWARD.
SO HERE YOU CAN SEE THE FIVE CORE VALUES UP CLOSE.
AND SO IT WAS FUN AFTER WE DEVELOPED THESE SORT OF -- THESE SPONTANEOUS POP-UP TRANSCRIPT THROUGHOUT THE ORGANIZATION WHICH INCLUDED OUR VALUES, SO THIS WAS A SIGN THAT WAS HANGING ON SOMEONE'S OFFICE DOOR.
THERE WERE PEOPLE WHO WERE PRINTING POSTERS, AND OUR MANAGERS ALL STARTED USING THEM IN  CONVERSATIONS AND IN GOAL SETTING WITH THEIR OWN TEAMS.
WE ALSO DID A VARIETY OF OTHER THINGS THAT REINFORCE THESE VALUES.
SO THIS IS A BAG WE HANDED OUT TO EVERYONE AT ONE OF OUR STAFF DEVELOPMENT DAYS.
SOP AFTER WE FINISHED DEVELOPING THOSE VALUES, WE STARTED TO LOOK AT THE OUTCOMES THAT WE WANTED TO CREATE FOR PEOPLE IN OUR COMMUNITY.
AND LIKE I SAID BEFORE, WE DIDN'T WANT TO JUST GUESS AT WHAT OUR COMMUNITY WANTED OR NEEDED, WHICH IS WHAT WE SO OFTEN DO IN OUR STRATEGIC PLANNING.
WE REALLY WANTED TO FIND OUT WHAT THEIR NEEDS WERE.
IN ORDER TO DO THAT, WE HAD TO GO OUT TO THE COMMUNITY AND WE HAD TO START TALKING TO PEOPLE AND TO GROUPS.
AND WE SPENT A SIGNIFICANT AMOUNT OF TIME DOING THIS.
SO WE ASKED PEOPLE ABOUT WHAT KIND OF COMMUNITY THEY WANTED TO LIVE IN, AND WHAT IT WOULD TAKE TO GET THERE.
AND WE ASKED THEM ABOUT THEIR LIVES, WE ASKED THEM ABOUT THEIR GOALS AND DREAMS AND ASPIRATIONS.
AND ABOUT THE BARRIERS THAT GOT IN THEIR WAY.
WE ASKED THEM THESE QUESTIONS AND MORE, AND THEN WE REALLY LISTENED AND WE TRIED TO HEAR AND SEE THE WAYS THE LIBRARY COULD START TO MAKE A DIFFERENCE FOR THEM AND FOR THE COMMUNITY.
SO BASED ON ALL THE FEEDBACK THAT WE GOT, WE CAME UP WITH OUR SIX STRATEGIC AREAS OF FOCUS.
AND YOU CAN SEE THOSE SIX AREAS, THOSE ARE THE WORDS THAT MAKE UP THE OUTSIDE OF THE CIRCLE.
WE ALSO DEVELOPED THREE CORE CONCEPTS, WHICH YOU CAN SEE THOSE ARE THE WORDS THAT ARE IN THE VERY CENTER OF THE CIRCLE.
AND THEY'RE AT THE CENTER BECAUSE WE IDENTIFIED THAT THEY RUN THROUGH EVERYTHING THAT WE DO.
SO THEY'RE SORT OF AT OUR CORE.
AND SO IN A LITTLE WHILE WE'RE GOING TO TALK A LITTLE BIT MORE ABOUT THE SERVICE DESIGN TOOLS THAT WE USE TO DEVELOP THESE STRATEGIC AREAS, BUT FIRST WE'RE GOING TO LOOK AT THE THIRD AREA THAT I TALKED ABOUT, AND THAT IS BASICALLY CREATING EXPERIENCES.
SO I THINK THIS IS AN INTERESTING TO LOOK AT THING, ONE TO LOOK AT, BECAUSE WHY DID WE DECIDE TO INCLUDE THIS IN OUR STRATEGIC PLANNING?
AND I THINK THE EASIEST WAY TO EXPLAIN THIS IS WITH MYA ANGELO'S QUOTE, WHICH YOU'VE PROBABLY HEARD AND ARE FAMILIAR WITH, BUT IT'S, I'VE LEARNED PEOPLE WILL FORGET WHAT YOU SAID, PEOPLE WILL FORGET WHAT YOU DID, BUT PEOPLE WILL NEVER FORGET HOW YOU MADE THEM FEEL.
SO WE REALLY WANTED TO LOOK AT THE TYPES OF EXPERIENCES WE WERE PROVIDING, AND WE WOULD -- WE KNEW THAT THEY WOULD HAVE THE POTENTIAL TO ENHANCE AND AMPLIFY THE OUTCOMES THAT WE WERE STRIVING TO CREATE.
SO THIS IS JUST ONE EXAMPLE OF SOMETHING THAT WE DID IN ONE OF OUR BRANCHES.
THIS IS THE ENTRYWAY INTO ONE OF OUR CHILDREN'S STORY TIME ROOMS.
YOU CAN SEE -- IT USED TO BE SORT OF LIKE A WHITE EXPERIENCE, THE WALLS WERE WHITE, THERE WASN'T A LOT OF DECORATION, AND SO NOW YOU CAN SEE THAT IT'S BRIGHT AND COLORFUL, AND IT HAS A  WELL-SIGNED ENTRYWAY, AND YOU CAN SEE THE PERSON CONTINUING DOWN THE HALL, THEY START SEEING COLORFUL ANIMALS AND LETTERS, AND CLOSER UP PICTURE, AND THEN AT THE BACK THIS WALL OF LEAVES SURROUNDING OUR NEW BOOKS.
BUT THE BEST PART IS WHEN KIDS ACTUALLY TURN THE CORNER, THEY SEE THIS SLIDE.
AND THEY CAN TAKE A JOURNEY DOWN THIS SLIDE THROUGH THE SWIMMING FISH, AND IT WILL LAND THEM RIGHT IN THE MIDDLE OF THE CHILDREN'S LIBRARY.
SO IT'S SORT OF THIS MAGICAL JOURNEY.
AND YOU CAN SEE HOW THIS EXPERIENCE COULD BE SO MUCH MORE FOR A CHILD THAN JUST WALKING INTO A SPACE THROUGH A WHITE CORRIDOR.
OUR ONLY REGRET IS THAT WE DON'T HAVE AN ADULT SIZE SLIDE FOR ALL OF YOU ADVENTUROUS ADULTS.
SO JUST LOOKING A ALSO BIT MORE ABOUT THE DIFFERENCE BETWEEN OUTCOMES AND EXPERIENCES, WITH THAT LAST EXAMPLE, THE OUTCOME FOR THAT CHILD VISITING A LIBRARY, IF THEY JUST VISIT THE LIBRARY MIGHT BE THAT THEY BECOME A BETTER READER.
AND AS A RESULT THEY DO BETTER IN SCHOOL AND BETTER IN THEIR LIFE.
BUT THE EXPERIENCE IS THE MAGICAL ENCHANTING JOURNEY THE CHILD HAS WHILE VISITING THE LIBRARY.
AND IT COULD BE THAT VERY EXPERIENCE THAT HELPS THEM TO FOSTER AND DEVELOP A LIFETIME OF JOY OF BOOKS, OF LIBRARIES, AND OF READING.
SO THE EXPERIENCE IS AN EMOTIONAL RESONANCE.
SO WE HAVE SOME MORE EXAMPLES.
THIS PHOTO ILLUSTRATES THE OUTCOME OF A SUPER HAPPY GIRL, BECAUSE SHE GETS TO EAT SOME YUMMY  COOKIES.
BUT IF THOSE COOKIES -- CAN EVERYBODY STILL HEAR ME ME?
>> YES, DEFINITELY.
>> FOR SOME REASON MY SCREEN JUST SAID IT'S RESTARTING.
>> OH, OKAY.
I CAN ADVANCE THE SLIDES.
>> I CAN FINISH THIS PART AND THEN IT'S ON -- CAN YOU HEAR ME STILL?
>> YEP, I CAN STILL HEAR YOU.
>> I'M GOING TO KEEP TALKING.
SO IF THE CHILD ACTUALLY -- THE COOKIES CAME IN THIS SO CUTE LITTLE BOX, THEN THE EXPERIENCE WOULD BE REALLY DIFFERENT FOR THAT CHILD, BECAUSE THEN THEY WOULD NOT ONLY GET YUMMY COOKIES, BUT THEY WOULD HAVE THIS REALLY GREAT BOX TO CARRY AROUND AND PUT TREASURES IN, LIKE PET ROCKS AND STUFF.
THE NEXT EXAMPLE IS PETER WAS GOING TO GIVE ANYWAY, BECAUSE THEY ACTUALLY ARE FROM HIM.
>> SO THIS IS AN EXAMPLE OF, MY WIFE DOES SEWING AND SO SHE HAD SENT AWAY FOR A PATTERN TO MAKE THESE PANTS.
AND SO THE OUTCOME IS, SHE WANTS TO GET THE PATTERN, AND MAKE THE PANTS.
SO THAT'S THE OUTCOME.
THE EXPERIENCE IS PRINTED ON THE CORNER OF THE PATTERN IS THIS LITTLE GUY SAYING, "HAVE FUN SEWING!
I BELIEVE NEW!"
MY WIFE SAID, THAT WAS SUCH A NICE SURPRISE, I WASN'T EXPECTING THAT.
SO MANY PEOPLE POSTED THIS PICTURE TO INSTAGRAM WITH A SMILEY FACE.
SO THAT'S OUTCOME, I'M GOING TO MAKE THE PANTS, THE EXPERIENCE WAS LIKE THIS JUST CUTE LITTLE THING IN THE CORNER THAT MAKES YOU FEEL GOOD.
ANOTHER ONE, SEWING RELATED, OUTCOME, THIS WAS NOT SEWING, BUT BUYING A GARMENT, SO WHEN YOU BUY A GARMENT FROM THEM THEY SEND IT, AND IT'S WRAPPED IN THIS BUTCHER PAY NEAR HAS ORIGINAL ARTWORK SIGNED ON THE ARTIST.
THEY COMMISSION AN ARTIST TO PAINT ON THIS BUTCHER PAPER.
THEY'RE JUST WRAPPING THE JACKET OR PANTS IN IT AND IT'S SIGNED BY THE ARTIST.
SO WE'RE GOING TO GET THIS FRAMED AND HANG IT IN OUR LIVING ROOM.
THE DIFFERENCE BETWEEN THE OUTCOME, I BUY THE COAT, THE EXPERIENCE IS OH, MY GOSH, ORIGINAL ART.
AND I LOOK FORWARD TO OPENING THE NEXT PACKAGE WE ORDER.
MARILEE, ARE YOU BACK ONLINE?
>> I CAN'T SEE THE SLIDES, SO IF YOU CAN -- IF SOMEBODY CAN FLIP THEM FOR ME, I'LL GO THROUGH THE NEXT ONES.
THIS IS JUST AN EXPERIENCE THAT YOU MIGHT HAVE AND AN OUTCOME YOU MIGHT HAVE GETTING A LIBRARY CARD.
THAT'S THE OUTCOME.
YOU GOT YOUR CARD.
AND THEN -- OR YOU COULD VISIT A LIBRARY AND THE EXPERIENCE COULD BE THAT YOU HAVE CHOICES.
YOU MIGHT BE ABLE TO SIGN UP FOR YOUR LIBRARY CARD VIA AN ONLINE APPLICATION IF YOU PREFER TO HAVE YOUR PRIVACY.
OR YOU COULD ALSO VISIT THE BRIGHT YELLOW LIBRARIAN WHO IS IN, AND OF COURSE WHERE ALL THE LIBRARY CARDS ARE FREE.
AND THEN THE LAST ONE IS HOW WOULD YOUR EXPERIENCE BE IF -- WELL, FOR A CHILD, WHEN THEY VISIT THE LIBRARY, IT'S LIKE A CELEBRATION.
THEY GET THEIR LIBRARY CARD AND HOW WOULD IT BE IF THEY GOT A PICTURE THAT THEY GET TO TAKE HOME WITH THEM?
OR VERSUS IT'S THE FIRST TIME IN THE LIBRARY, AND YOU WALK IN AND THIS IS THE SIGN THAT YOU SEE.
>> I'M GOING TO PICK IT BACK UP AGAIN.
SO PART OF OUR APPROACH HERE IS REMEMBERING THAT WE'RE KEEPING PEOPLE AT THE CENTER.
THAT EVERY CHOICE, EVERY DECISION AND EVERY DISCUSSION WE HAVE HAS A REAL LIFE IMPACT.
AND IT HAS A REAL LIFE IMPACT ON REAL PEOPLE.
SO KEEPING PEOPLE AT THE CENTER, AND THIS IS KEY ALSO, TO SERVICE DESIGN, WHICH WE'LL BE YETING  INTO.
WHAT'S AN EXAMPLE OF KEEPING PEOPLE AT THE CENTER AND HOW IT MIGHT SHIFT YOUR APPROACH?
WELL, THERE'S OUR OLD NO FOOD OR DRINK SIGN, IT'S NOT TERRIBLE.
BUT IT DOES HAVE THE CIRCLE WITH THE LINE THROUGH IT.
WHEN WE'RE KEEPING PEOPLE AT THE CENTER, THINKING ABOUT NOT JUST OUTCOMES BUT EXPERIENCES, WE'VE REDESIGNED THE SIGN, COMPUTERS AND FOOD DON'T MIX.
PLEASE FINISH EATING BEFORE USING COMPUTERS.
SO THERE'S A WAY OF CREATING THE OUTCOME, BUT IN A WAY THAT'S MORE RESPECTFUL, MORE KIND, MAYBE HAS SOME PERSONALITY TO IT.
SO THIS WORLD THAT WE'RE TALKING ABOUT IS REALLY A WORLD IN WHICH WE MADE THE DECISION THAT WE NEED TO LET GO OF LONG-RANGE PLANNING.
AND IN THE TRADITIONAL STRATEGIC PLANNING SENSE.
I'LL CAVEAT THAT WITH, WE'RE STILL DOING A SEPARATE FACILITIES MASTER PLAN, SO WE CAN PLAN OUT OUR RENOVATIONS AND OUR BUILDINGS AND ALL THAT.
AND WE'RE ALSO -- WE HAVE A TECHNOLOGY PLAN, SO IT DOESN'T MEAN WE'RE NOT DOING ANY PLANNING, WE'RE DOING IT WHERE IT MAKES SENSE.
BUT IN TERMS OF THE OVERALL STRATEGIC PLAN, WE'RE LETTING GO WITH THAT.
SO IT'S ALSO ABOUT CULTIVATING THIS LEARNING MIND-SET AND BEING RADICALLY CURIOUS.
IF THE WORLD IS CHANGING AROUND US EVERY DAY, WE REALLY NEED TO COME TO WORK CURIOUS AND SAY, WHAT IS THE REALITY TODAY?
WHO ARE WE SERVING?
WHAT ARE THEIR NEEDS TODAY?
HOW DID THE WORLD CHANGE LAST NIGHT AND HOW DO WE SHOW UP WITH OUR VERY IMPORTANT MISSION AND THOSE VALUES THAT SAY, HOW DO WE MAKE A DIFFERENCE IN PEOPLE'S LIVES IN A MEANINGFUL WAY TODAY?
AND THAT'S ABOUT HAVING THAT LEARNING MIND-SET.
BEING RADICALLY CURIOUS AND RISK TAKING TO TRY THINGS OUT AND SEE WHAT HAPPENS.
SO HERE'S SOME EXAMPLES OF OUR STRATEGIC PLAN FOR 2005-2008, 2009-2012, AND OUR ROAD MAP FIELD  GUIDE.
THE OTHER ONES I CALL THEM THE BINDER ON THE SHELF, IF YOU'VE DONE THESE -- I'VE NEVER HAD A GOOD EXPERIENCE WITH THIS.
MAYBE YOU HAVE.
BUT IT'S ALL THIS WORK THAT GOES INTO CREATING THESE STRATEGIC PLANS, IT'S OFTEN TIMES TOP DOWN, AT THE END OF IT EVERYONE IS 'CAUSED AND YOU SAY, NOW WE NEED TO COME UP WITH GOALS AND YOU JUST MAKE THEM UP.
LET'S RAISE ATTENDANCE TO STORY TIMES 10%.
NO, 15.
OKAY, 15, WE'LL RAISE STORY TIME ATTENDANCE TO 15%.
DO AT THE HEAR 20?
YOU'RE JUST MAKING UP THESE GOALS.
AND EVERYONE IS SO EXHAUSTED, THE BINDER GOES ON THE SHELF, THE STAFF DON'T BARELY KNOW IT EXISTS OR HOW IT'S RELEVANT TO THEM AT ALL.
OUR IDEA WITH THE FIELD GUIDE THEN WAS TO CREATE SOMETHING THAT WAS REALLY AN SPEERNEN SHALL  LEARNING TOOL -- EXPERIENTIAL LEARNING TOOL.
IT INVITES STAFF TO REFLECT ON THESE SIX AREAS OF FOCUS AND THOSE CORE CONCEPTS AND SAY, HOW DOES THIS RELATE TO YOU?
WHETHER YOU'RE A CUSTODIAN OR LIBRARY ASSISTANT, OR BRANCH MANAGER, WHAT CAN YOU BE DOING TODAY TO HELP SUPPORT LEARNING COMMUNITY AND SOCIAL CONNECTION?
WHAT IDEAS MIGHT YOU HAVE ABOUT HOW WE CAN SUPPORT ARTS AND CREATIVITY?
AND OUR MANAGERS ARE HAVING THESE CONVERSATIONS WITH STAFF, SO AGAIN, IT'S INVITING STAFF TO REFLECT ON THESE CONCEPTS IN A WAY THAT ARE MEANINGFUL TO THEM, BUT ALSO INVITING THEM TO TAKE ACTION AND DOING THINGS LIKE A SERVICE SAFARI, WHICH IS GOING OUT TO A HOTEL OR RESTAURANT OR BAR AND SAYING, WHAT IS MY EXPERIENCE THERE, AND WHAT MAKES IT GOOD OR BAD?
LIGHTING, EYE CONTACT, COLORS.
AND THEN BRING THAT BACK AND LET'S TALK ABOUT HOW WE CAN APPLY THOSE PRINCIPLES.
EVERYONE IS INVITED TO BE INVOLVED AND PARTICIPATE IN THIS.
SO THAT'S A DIFFERENT APPROACH THERE.
I WANT TO GIVE A SHOUT OUT TO THE NEW YORK LIBRARY ASSOCIATION AND REBECCA SMITH ALDRICH FOR THE INSPIRATION.
YOU MAY NOTICE THE ROAD MAP TO SUSTAINABILITY BEARS A STRIKING RESEMBLANCE TO OURS.
THEIRS CAME FIRST.
AND I SAW THIS AT A DIRECTORS' SUMMIT IN SAN DIEGO AND I SAID THAT'S WHAT OUR STRATEGIC PLAN SHOULD BE.
SO THE INSPIRATION THERE WAS INVALUABLE.
I WANTED TO GIVE THEM A SHOUT OUT TO THAT.
HERE'S THE INSIDE OF OUR FIELD GUIDE.
AGAIN, IT GOES TO ALL STAFF, AND THEY CAN SEE WHAT THE THREE CORE CONCEPTS ARE WITH THE BE AREAS OF FOCUS.
AND AS YOU -- WE'RE SHARING A COPY OF THE PDF, YOU'LL SEE THERE'S -- IT'S A JOURNAL TO GO THROUGH ALL THE QUESTIONS -- A JOURNEY TO GO THROUGH ALL THESE QUESTIONS AND APPLYING THESE CONCEPTS.
WE ALSO HAVE A ROAD MAP ROLLOUT TEAM.
OUR CONSULTANT PATRICK AND MARGARET HELPED US THROUGH THIS PROCESS OF DOING OUR ROAD MAP.
AND AT THE END I SAID, MY FEAR IS PB, I DON'T WANT TO GET IT LIKE THAT BINDER ON A SHELF THAT SITS THERE AND NOTHING HAPPENS.
HOW DO WE MOVE FORWARD AFTER THE PROCESS IS OVER SO WE KEEP MOVING AND PATRICK SAID, WELL, I'VE ONLY SEEN THIS WORK TWO WAYS.
ONE WAY IS TO HIRE SOMEONE TO OVERSEE IT, AND THE OTHER WAY IS TO PUT A TEAM TOGETHER TO OWN IT, AND SO WE DID BOTH, WE CREATED MARILEE'S POSITION OVER CUSTOMER SERVICE TO MANAGE THE ROAD MAP  ROLLOUT, AMONG OTHER DUTIES, AND PORTFOLIO, AND WE ALSO PUT A TEAM TOGETHER TO MOVE FORWARD AS WELL.
SO THAT'S SORT OF OUR TWO-PRONGED APPROACH TO MAKING SURE THESE CONCEPTS AND THE PLAN CONTINUES TO MOVE FORWARD.
SO NOW WE'LL BRING IT BACK TO MARILEE TO TALK ABOUT CAPACITY BUILDING.
>> ALL RIGHT.
CAN YOU HEAR ME?
>> M-HMM.
>> OKAY.
SO WE ACTUALLY STARTED THIS PROCESS WITH OUR STAFF BY WANTING TO HELP TEACH THEM THE SERVICE DESIGN TOOLS.
WE KNEW IT WAS A WAY TO BUILD COLLABORATION AND TO ALLOW THEM TO BE EXPERIMENTAL AND ALSO TO MAKE SURE THAT WE WERE KEEPING PEOPLE IN THEIR NEEDS AT THE CENTER OF EVERYTHING WE DO.
AND SO I KNOW THAT A LOT OF YOU MAY ALREADY BE FAMILIAR WITH SURFACE DESIGN TOOLS, SOME OF YOU MAY NOT, SO I'M GOING TO GO OVER IT REALLY QUICKLY.
IT'S BASICALLY A METHODOLOGY THAT FOCUSES ON OPTIMIZING THE SERVICE EXPERIENCE FOR PEOPLE.
AND SO IT'S COLLABORATIVE, IT'S BASED ON UNDERSTANDING CUSTOMER NEEDS, IT FOCUSES ON MAXIMIZING CUSTOMER EXPERIENCES, IT UTILIZES SPECIFIC TOOLS AND PROCESSES, AND THEN IT FOSTERS THE IMPROVEMENT OF EXISTING SERVICES.
I WANT TO GO BACK TO THE PART ABOUT HOW IT UTILIZES SPECIFIC TOOLS.
IF YOU HAVEN'T USED ANY OF THESE TOOLS, I DON'T WANT YOU TO BE WORRIED ABOUT THAT.
YOU DON'T HAVE TO KNOW ALL OF THE TOOLS OR UNDERSTAND EVERYTHING IN ORDER TO START USING THE  PROCESS.
AND SO THERE ARE A LOT OF PEOPLE WHO ARE USING SOME OF THE TOOLS, SO YOU CAN -- WE'VE JUST LEARNED THEM HERE AND THERE, BUT WE ALSO LEARNED A LOT OF THEM FROM PATRICK AND MARGARET.
SO I THINK THE IMPORTANT THING TO REMEMBER ABOUT SERVICE DESIGN, THIS QUOTE, THE ILLITERATE OF THE 21st CENTURY WILL NOT BE THOSE WHO CANNOT READ AND WRITE, BUT THOSE WHO CANNOT LEARN,  UNLEARN, AND RELEARN.
THAT'S EXACTLY WHAT SERVICE DESIGN IS.
IT'S EXPLORING AND GATHERING INFORMATION AND COMING UP WITH IDEAS TO ACHIEVE YOUR OBJECTIVES, AND THEN TESTING THE IDEAS AND EVALUATING THEM AND SPROARG AND GATHERING INFORMATION AGAIN, SO YOU'RE CONSTANTLY RELOOKING AT THINGS AND SO THAT'S WHAT MAKES IT WORK IN A WORLD THAT IS CHANGING SO RAPIDLY.
SO THE IMPORTANT THING TO REMEMBER IS WE HAVE TO PAY ATTENTION IN A FUNDAMENTALLY DIFFERENT WAY, AND THAT MEANS THAT WE HAVE TO START LISTENING TO PEOPLE.
WE HAVE TO START GOING OUT TO THE COMMUNITY AND TALKING TO PEOPLE IN ORDER TO CREATE OUR STRATEGIC INITIATIVES.
I'M GOING TO SHARE WITH YOU A FEW OF THE TOOLS THAT WE USED.
THIS ONE IS DIRECTED STORYTELLING TOOL.
WE USED IT WHEN WE INTERVIEWED PEOPLE.
AND THIS IS CALLED MY WORLD MAP.
AND SO THE GRAY DOT IN THE MIDDLE REPRESENTS THE PERSON WHO YOU ARE INTERVIEWING.
AND THEN YOU JUST START ASKING THEM SOME QUESTIONS TO FILL IN THE AREAS AROUND.
SO YOU'RE ASKING THEM ABOUT THE PEOPLE IN THEIR LIFE, AND WHAT ACTIVITIES THEY'RE DOING, HOW THEY SPEND THEIR TIME.
WHAT ORGANIZATIONS ARE THEY PART OF, AND WHAT ARE THE PLACES IN OUR LIFE, WHERE DO THEY GO?
AND THEN YOU START ASKING THEM ABOUT THEIR GOALS AND WHAT ARE THE BARRIERS THEY'RE FACING, AND WHAT CAN THE LIBRARY HELP YOU WITH?
AND WHAT CAN THE LIBRARY HELP YOU BECOME?
THIS TOOL IS A GREAT WAY TO LEARN ABOUT PEOPLE'S ASPIRATIONS.
WHAT DO THEY WANT IN THEIR LIFE, AND WHAT IS KEEPING THEM FROM GETTING THERE.
AND IT'S ONLY WHEN WE KNOW THESE THINGS THAT WE CAN REALLY START TO SEE HOW THE LIBRARY CAN WORK TO MEET THEIR NEEDS.
THIS IS ANOTHER PART OF THE INTERVIEWING PROCESS THAT WE USED, AND IT'S CALLED YOU AND THE LIBRARY.
AND SO FOR THIS ONE, IT'S BASICALLY A WAY TO DETERMINE WHAT SOMEBODY'S VIEWS OF THE LIBRARY ARE, AND HOW THEY UTILIZE BE ITS SERVICES AND WHAT THE LIBRARY CAN DO DIFFERENTLY TO MEET BET -- BETTER MEET THEIR NEEDS.
SO YOU CAN SEE IT'S ASKING THE CITY LIBRARY IS, WHAT DO THEY FEEL LIKE THE CITY LIBRARY IS?
THE LAST TIME AT THE LIBRARY, THEY CAN TALK ABOUT WHAT THEY DID AND WHAT THEY EXPERIENCED.
AND AT THE LIBRARY WE -- AND THEN TO MEET MY NEEDS, THE LIBRARY COULD.
AND PRESIDENT SAME THING, I'M GOING TO GO ON TO THE NEXT SLIDE.
THIS IS ACTUALLY ONE OF MY VERY FAVORITE SERVICE DESIGN TOOLS.
THIS IS CALLED THE CUSTOMER JOURNEY MAP.
THE REASON I THINK THIS TOOL IS SO EFFECTIVE IS BECAUSE IT FOCUSES ON A SINGLE VISIT THAT SOMEBODY MIGHT MAKE TO THE LIBRARY, OR ALTERNATELY IT COULD FOCUS ON A LIFETIME OF VISITS.
SO IF YOU HAVE A PATRON WHO IS VISITING THEIR LIBRARY FREQUENTLY, THIS IS A GOOD TOOL TO USE WITH THEM.
SO IT BASICALLY ILLUSTRATES A PERSON'S JOURNEY AT THE LIBRARY BY SHOWING WHAT THEY'RE DOING, THINKING, AND FEELING DURING EACH PRECISE MOMENT.
SO, FOR EXAMPLE, A PERSON COULD VISIT THE LIBRARY AND SAY THEY -- YOU WERE TALKING TO THEM AND THEY SAID THEY VISITED THE COFFEE SHOP AND THEY HAD A GREAT EXPERIENCE, THEY WERE HAPPY THE LIBRARY HAD A COFFEE SHOP, AND THAT THEY COULD SIT AND READ THEIR BOOK WHILE THEY DRANK THEIR  CONCACAFEE.
THEN THEY WENT TO GET A BOOK OFF THE HOLD SHELF AND THAT EXPERIENCE WAS JUST OKAY, BUT THEY WONDERED WHY THE HOLD SLIP LISTED THEIR ENTIRE NAME AND THEY WERE FEELING WORRIED ABOUT THAT.
SO ON THE MIDDLE LINE THAT'S WHERE YOU WOULD MARK HOW THEY WERE FEELING, THEY WERE JUST FEELING  OKAY.
AND THEN WHEN THEY WENT TO CHECK OUT, MAYBE NOT ALL OF THEIR BOOKS WOULD CHECK OUT.
AND SO THEY HAD TO GO TO ANOTHER COUNTER AND WAIT IN LINE FOR ASSISTANCE.
THIS WAS FRUSTRATING BECAUSE THEY WERE IN A HURRY.
THEN THEY WOULD EXPRESS THEY WEREN'T FEELING TOO GOOD ABOUT THIS.
SO THIS IS A GOOD WAY TO IDENTIFY HOW PEOPLE ARE EXPERIENCING YOUR EVERYDAY PROCESSES AND  PROCEDURES.
AND HELP THEM TO KNOW WHAT IS WORKING AND WHAT MIGHT NEED TO BE IMPROVED.
SO THE LAST TOOL I'M GOING TO TELL YOU ABOUT THE CUSTOMER INTERCEPT.
AND THIS IS THE TOOL THAT WE PROBABLY USE THE VERY MOST SO FAR HERE AT OUR LIBRARY.
AND ALL IT IS IS A QUICK CONVERSATION THAT YOU WOULD HAVE WITH SOMEBODY WHERE YOU JUST ASK THEM ONE OR TWO QUESTIONS.
SO WE ACTUALLY USED THIS WHEN WE DEVELOPED THESE BE EXPERIENCE PRINCIPLES WHICH IS WHAT YOU'RE  LOOKING AT HERE.
SO WE HAD OUR STAFF GO OUT TO THE PEOPLE WHO WERE EXITING OUR BRANCHES AND THEY ASKED THEM TWO QUESTIONS.
THE FIRST ONE WAS, WHAT WAS POSITIVE ABOUT YOUR LIBRARY EXPERIENCE TODAY, AND THE SECOND ONE WAS, WHAT WOULD HAVE MADE IT BETTER?
AND SO WE COLLECTED 170 CUSTOMER INTERCEPTS FROM PEOPLE, AND OUT OF THOSE INTERCEPTS WE HAD 400, JUST OVER 400 CODABLE COMMENTS ABOUT WHAT THEY WANTED THEIR EXPERIENCES TO LOOK LIKE.
AND WE USE THAT INFORMATION AND WE USE INFORMATION FROM OUR STAFF WHO USED ANOTHER TOOL, WHICH WAS CALLED THE SERVICE SAFARI, WHERE THEY WENT OUT TO A PLACE AND EVALUATED THE SERVICE, AND WE BASICALLY TOOK WHAT OUR STAFF WERE SAYING AND TOOK WHAT OUR PATRONS WERE SAYING AND USED IT TO CREATE THESE EXPERIENCES, THESE EXPERIENCED PRINCIPLES FOR PEOPLE.
WHICH WOULD ALLOW US TO DESIGN HOW -- DEFINE HOW OUR CUSTOMERS AND PATRONS WANTED TO BE TREATED.
SO WE'RE GOING TO USE THESE AS A GUIDE WHEN WE'RE LOOKING AT ALL OUR AREAS OF SERVICE, AND USE THEM TO DECIDE HOW WE CAN MAKE IMPROVEMENTS TO MAXIMIZE EXPERIENCES.
BE CUSTOMER EXPERIENCE PRINCIPLES ARE NOT A SET OF RULES, BUT THEY'RE A FLEXIBLE FRAMEWORK FOR OUR STAFF.
>> I SAW EYE LEAP'S QUESTION IN CHAT, HOW DO WE SELECT PEOPLE WHO ARE INTERVIEWED?
AND WE DID ACTUALLY SPEND A TIME, THERE WAS 30 STAFF MEMBERS IN A ROOM THAT WERE PART OF WHAT WE CALLED OUR NAVIGATOR TEAM, WHO WERE BUILDING THIS ROAD MAP TOGETHER.
AND WE WANTED TO GET A CROSS-SECTION OF OUR COMMUNITY, AND SO WE IDENTIFIED JUST EVERY DEMOGRAPHIC YOU CAN THINK OF, AND WE DID A SPREADSHEET AND MADE SURE THAT WE WERE IDENTIFYING -- WE WANTED TO INTERVIEW PEOPLE FROM MULTIPLE DEMOGRAPHICS, GEOGRAPHIC, AGE, GENDER, ETHNICITY, PHYSICAL ABILITIES, ETC., AND THEN WE SPLIT UP AND WE DID A COUPLE ROUNDS OF THOSE INTERVIEWS.
SO WE WANTED TO MAKE SURE WE GOT A GOOD CROSS-SECTION.
SO I HOPE THAT ANSWERED YOUR QUESTION.
SO WE'RE COMING INTO THE HOME STRETCH HERE.
SO WE'RE CONTINUALLY LEARNING TO ASK WHAT ARE THE ASPIRATIONS AND NEEDS OF OUR PATRONS AND  COMMUNITY.
NOT JUST NEEDS, BUT THEIR ASPIRATIONS.
SO MARILEE WAS TALKING ABOUT THE INTERVIEWS WE WERE DOING WITH INDIVIDUALS.
WE ALSO BROUGHT IN COMMUNITY GROUPS, AND I THINK WE HAD SEVEN DIFFERENT SESSIONS WHERE WE BROUGHT IN THE EXECUTIVE DIRECTORS, PROGRAM COORDINATORS, ELECTED OFFICIALS, AND ACROSS ALL SECTORS, SO GOVERNMENT, FAITH-BASED, SOCIAL SERVICES, EDUCATION, ETC., AND THIS IS FROM ONE OF THE FIRST TIMES WE BROUGHT THE GROUPS IN, AND WE SAID, OUR GOALS HERE ARE WE WANT PEOPLE WHO COME TO FEEL THAT THEY'RE APPRECIATED, THAT THEIR TIME WAS WELL USED, THAT THEY PERCEIVED THE LIBRARY AS HAVING OUR STUFF TOGETHER, AND THE FOURTH GOAL WAS THAT WE WOULD GET ACTIONABLE INFORMATION OUT OF IT IN THAT ORDER.
SO THIS IS WHAT WE DESIGNED, WE CAME IN AND AFTER ICE BREAKING AND DELICIOUS BREAKFAST, WE HAD PEOPLE FILL OUT THESE POSTER-SIZE AND PUT THEM ON THE WALL, AND THEN DO THESE GALLERY WALKS.
AND REALLY JUST CROSS POLLINATE THE ROOM AND IT WAS REALLY POWERFUL.
SO WE ASKED QUESTIONS LIKE, WHAT ARE YOUR TOP PRIORITIES?
WHERE ARE YOU ROCKING IT AS AN ORGANIZATION?
WHAT BARRIERS ARE YOU FACING?
IF YOU COULD ACCOMPLISH ONE THING THIS YEAR AND YOU WOULD THROW A PARTY AT THE END OF THE YEAR, WHAT WOULD THAT BE?
AND THE LAST QUESTION IS LIKE, AND THE LIBRARY COULD SUPPORT YOU HOW?
SO AGAIN, WE'RE WANTING TO LEARN ABOUT THEM, AND CREATE A SITUATION WHERE THEY CAN LEARN ABOUT EACH OTHER, SO A LOT OF BUSINESS CARDS BEING EXCHANGED ETC., AND WE ALSO GOT SOME GOOD ACTIONABLE INFORMATION AND OVER A NUMBER OF SESSIONS, WE WERE ABLE TO SEE LIKE A SHARED PICTURE OF WHAT OUR COMMUNITY LEADERS AND ORGANIZATIONS, WHAT THEY WERE STRUGGLING WITH, ASPIRING TO, ETC.
AND THEY LOVED IT SO MUCH, THEY SAID PLEASE KEEP DOING THESE QUARTERLY FOR US, BECAUSE THEY WERE  GETTING A LOT OUT OF IT.
SO SOME EXAMPLES OF IMPACT.
THIS IS -- SINCE WE'VE BEEN DOING THIS, WHAT IT'S CHANGED.
SINCE WE'VE BEEN LEARNING HOW TO DO THESE SERVICE DESIGN TOOLS AND HAVING THESE CONVERSATIONS WITH OUR COMMUNITY AND PAYING ATTENTION IN THAT WAY, WE'VE DEVELOPED, OR DEVELOPING LOCATION PLANS, SO EACH BRANCH HAS BASICALLY A DEMOGRAPHIC DESCRIPTION OF THE NEIGHBORHOOD THAT THEY SERVE, AND BASED ON THAT DEMOGRAPHIC AS WELL AS THEIR CAPACITY IN TERMS OF STAFFING, THEY ARE MAKING DECISIONS ABOUT WHAT TYPE OF PROGRAMMING, HOW THEY SHOULD USE SPACE, WE'RE LOOKING AT OUR COLLECTIONS TO MAKE SURE OUR COLLECTIONS ARE ALIGNED.
WE'VE GENERATED NEW PROGRAMS, ONE OF OUR BRANCHES WAS DOING CUSTOMER INTERCEPTS AND THEY WERE ASKING PATRONS AS THEY LEFT THE LIBRARY, HOW WAS YOUR DAY TODAY, WHAT CAN WE DO BETTER?
AND THEY DEVELOPED TWO NEW PROGRAMS OUT OF THAT.
A FIX-IT CLINIC AND I FORGET THE OTHER ONE.
WE'VE REVISED POLICIES TO MAKE THEM MORE CUSTOMER FRIENDLY.
WE'VE CHANGED OUR FAX POLICY TO OFFER FREE FAXING, WE'VE GOTTEN RID OF FOOD LIMITATIONS.
WE'VE EXPANDED OUR PRINTS, OUR TIME ON COMPUTERS, AND OFFERING I THINK LESS EXPENSIVE PRINT JOBS FOR COLOR, ETC.
WE'RE DOING A HOLDS TO GO PILOT AT A BRANCH THAT HAS PARKING ISSUES.
WE'RE CHANGING UP OUR ONBOARDING.
WE'RE USING THESE TOOLS TO UNDERSTAND OUR INTERNAL CUSTOMERS AS IT WERE, LIKE WE AS STAFF MEMBERS HAVE EXPERIENCES, AND OUR HR DEPARTMENT IS TALKING TO STAFF, SAYING, HOW DID THAT GO FOR YOU?
WHAT CAN WE DO BETTER?
WE HAVE A CAT3 TEAM, I FORGET WHAT THAT STAND FOR.
COMMUNITY SOMETHING TECHNOLOGY.
>> ACCESS TO TECHNOLOGY.
>> THANK YOU.
COMMUNITY ACCESS TO TECHNOLOGY.
WHO ARE DOING -- WHO ARE TRYING TO LOOK AT DIGITAL INCLUSION ISSUES AND COMING UP WITH A WHAT WE CALL A TECHNOLOGY KIT TO DO BETTER TECH PROGRAMMING ACROSS OUR BRANCHES, THERE'S A GROUP THAT'S FORMED TO ASSESS OUR USE OF PLASTIC BAGS.
ALL OF THIS IS BEING STAFF DRIVEN, IT'S ALL GRASS-ROOTS WHERE THEY'RE LEARNING HOW TO ASK QUESTIONS ABOUT HOW ARE WE DOING THINGS, AND IS THIS THE BEST WAY?
HOW DOES THIS RELATE TO CUSTOMER EXPERIENCE?
SO THEY'RE ASKING THOSE QUESTIONS AND THEY'RE USING THE TOOLS TO ANSWER THOSE QUESTIONS, AND GET INTO PROJECT MODE, AND IT'S REALLY THAT EXPERIMENTAL MIND-SET.
LET'S TRY IT, LET'S LEARN, LET'S TALK TO PEOPLE, LET'S TALK TO OTHER LIBRARIES, LET'S TALK TO OUR CUSTOMERS, LET'S TALK TO OUR STAFF.
AND THEN LET'S TRY SOMETHING NEW.
SO THOSE ARE JUST SOME OF THE WAYS IN WHICH THIS PROCESS HAS BEEN IMPACTING HOW WE OPERATE.
SO BY WAY OF WRAPPING UP HERE, WE'RE LEARNING TO CONTINUALLY ASK THIS QUESTION, WHAT OUTCOMES AND EXPERIENCES ARE WE WANTING TO CREATE AND FOR WHOM, AND I THINK THAT'S KIND OF THE MANTRA.
WHAT OUTCOMES, THAT'S THE OBSERVABLE DIFFERENCES, WHAT EXPERIENCES, THAT'S THE QUALITY OF THE DIFFERENCE WE'RE MAKING, AND FOR WHOM.
ARE WE GETTING EVERYBODY, WHO IS MISSING, AND REALLY BEING EXTREMELY THOUGHTFUL ABOUT THE WHOM PART AS WELL.
SO SOME PARTING THOUGHTS, THIS IS REALLY MESSY, IT'S STRUCTURED, BUT IT'S MESSY.
IT'S NONLINEAR, WHICH MEANS AS WE'RE TRYING THESE THINGS, WE'RE TALKING TO PEOPLE TO UNDERSTAND THEIR NEEDS, AND THEN WE'RE BRAINSTORMING TO COME UP WITH IDEAS AND WE'RE TRYING SOMETHING, WE'RE PROTOTYPING AND LEARNING FROM IT AND TWEAKING IT, THAT'S THE KIND OF LINEAR MODEL BUT IT GOES BACK AND FORTH THROUGH THAT, AND IT'S ITERATIVE.
WE TRY SOMETHING, WE LEARN SOMETHING FROM IT, WE EITHER GROW IT OR WE TWEAK IT OR WE KILL IT, BUT IT'S THAT ITERATIVE PROCESS, RIGHT?
AND IT KIND OF FEELS LIKE WE DON'T KNOW WHAT WE'RE DOING UNTIL WE'RE DOING IT.
AND REALLY THERE'S THAT IDEA OF THE PATH DOESN'T REVEAL ITSELF UNTIL YOU TAKE A STEP.
SO AS WE'RE WALKING DOWN THE PATH, THE PATH REVEALS ITSELF TO US.
AND IT'S UNCOMFORTABLE.
AND PART OF WHAT WE'RE LEARNING IS WE NEED TO BE COMFORTABLE WITH THE DISCOMFORT, I GUESS.
LEAN INTO IT.
BECAUSE IT'S A JOURNEY.
SO -- AND IT'S A JOURNEY THAT WE'RE STEPPING INTO TOGETHER.
SO THAT'S THE END OF OUR FORMAL PRESENTATION.
I THINK YOU PROBABLY HAVE A FEW MINUTES LEFT TO ANSWER SOME QUESTIONS.
>> YES.
THANK YOU SO MUCH, BOTH OF YOU.
IT'S REALLY EXCITING TO SEE EVEN AS IT IS A GLIMPSE, I KNOW PEOPLE ARE REALLY EXCITED AND THERE WERE SOME GREAT QUESTIONS.
I KNOW YOU ALL WERE ANSWERING SOME OF THEM, SO I ENCOURAGE FOLKS TO BE SURE TO CHECK CHAT.
I'LL PROVIDE THAT AS A RESOURCE RELATED TO THE -- ON THE EVENT PAGE, BUT A COUPLE THINGS, FOLKS ARE INTERESTED IN KNOWING HOW LONG SORT OF -- HOW LONG DID YOU SET ASIDE FOR THIS PROCESS  INITIALLY?
I KNOW OBVIOUSLY YOU'RE GOING TO STAY WITHIN IT, BUT CAN YOU TALK ABOUT HOW MUCH TIME YOU'VE TAKEN UP TO THIS POINT TO WORK ON THIS?
>> YEAH.
I'LL INVITE MARILEE TO CORRECT ME IF I GET THIS A LITTLE BIT WRONG.
I THINK IT WAS SIX MONTHS WAS THE PROCESS BY WHICH WE BROUGHT IN MARGARET AND PATRICK AS  CONSULTANTS, AND THERE'S REALLY TWO PRONGS HERE.
PART OF THIS, WE INTENTIONALLY KNEW WE WANTED TO LEARN SERVICE DESIGN, WHICH WAS REALLY ABOUT THAT CAPACITY BUILDING.
SO IT'S -- INSTEAD OF -- IT'S SHIFTING THAT FROM INSTEAD OF HOW DO WE PLAN LONG RANGE HOW DO WE CHANGE THE DNA OF OUR ORGANIZATION SO THAT WE ARE FUNDAMENTALLY AN ADAPTIVE ORGANISM?
THAT'S WHAT THE SERVICE DESIGN WAS.
IT WAS CHANGING THE WAY WE THINK AND ASK QUESTIONS AND APPROACH OUR WORK, AND SO THEY WOULD BE HERE MAYBE ONCE A MONTH OR SO OR LESS, AND WE'D DO -- WE HAD 30 STAFF MEMBERS AS WELL AS BOARD MEMBERS THAT WAS OUR NAVIGATOR TEAM THAT WOULD SPEND SHALY I THINK TWO FULL DAYS IN A ROOM, LEARNING SOME OF THE SERVICE DESIGN STUFF, AND IN BETWEEN THOSE FULL-DAY WORKSHOPS WE WOULD BE GENERATING DATA.
WHETHER WE WOULD BE HAVING THESE ONE-ON-ONE CONVERSATIONS AS MARILEE WAS TALKING ABOUT, THE DIRECTED STORYTELLING, WE WOULD BE DOING CUSTOMER JOURNEY MAPPING, DOING SOME SERVICE SAFARIS, AND SO WE'RE ACTUALLY GETTING OUT INTO THE FIELD AND GENERATING THIS DATA AND THEN WE WOULD BRING THAT DATA BACK AND SAY, HEY, WE'VE TALKED TO ALL THESE PEOPLE AND HERE'S WHAT WE'RE SEEING.
AND THEN WE'D SPEND TIME USING SERVICE DESIGN TOOLS TO IDENTIFY THE THEMES.
THAT'S WHERE THOSE SIX AREAS OF FOCUS CAME FROM.
THAT WAS THE COMMUNITY TELLING US, THIS IS WHAT WE CARE ABOUT, THIS IS THE CITY WE WANT TO LIVE IN, THIS IS WHAT THAT CITY LOOKS LIKE AND HERE IS WHY THE LIBRARY IS WELL POSITIONED TO HELP.
IT WAS SIX MONTHS BEGINNING TO END OF THAT PROCESS BEFORE WE CREATED THE DOCUMENTS.
THEN IT WAS -- THE OTHER PART OF THIS IS THAT THE MODEL IS WE DON'T STOP.
IT'S THE NO THE TRADITIONAL STRATEGIC PLANNING.
WE'RE DONE PLANNING NOW, IT WAS REALLY DESIGNED TO, NOW WE CONTINUE.
WE CONTINUE TO HAVE COMMUNITY MEETINGS, WE CONTINUE TO HAVE CONVERSATIONS WITH OUR CUSTOMERS, WHETHER THAT'S INTERCEPTS OR DIRECTED STORYTELLING, WE CONTINUE TO APPLY THESE PRINCIPLES AND WE JUST GROW OUR SKILL AND OUR PRACTICE.
AND THAT'S REALLY WHERE WE'RE AT NOW.
>> EXCELLENT.
I THOUGHT THERE WAS A GOOD QUESTION, SOMEONE SAID, HOW COULD LIBRARIES ALREADY IN THE MIDDLE OF THEIR STRATEGIC PLANNING PROCESS INTEGRATE THE INTENT OF THE FLEXIBLE ROAD MAP APPROACH WITHOUT STARTING OVER?
DO YOU HAVE SUGGESTIONS FOR THAT?
>> YEAH.
I WAS PAUSING TO SEE IF MARILEE WANTED TO JUMP IN.
I THINK -- THE APPROACH WE TOOK WITH THE FIELD GUIDE, IF YOU HAVEN'T HAD A CHANCE TO LOOK AT THAT AFTER YOU GET OFF THE WEBINAR, TAKE A LOOK.
WHATEVER THE CONCEPTS ARE THAT YOU'RE COMING UP WITH, ONE OF THE UNIQUE THINGS IS WE'RE PUTTING THIS IN A FORMAT AND INVITING STAFF TO REFLECT ON IT, ENGAGE WITH IT, ANSWER QUESTIONS ABOUT HOW DOES IT RELATE TO THEIR JOB, THEIR DEPARTMENT, INVITING THEM TO PLAY IN THAT SANDBOX, IT DOESN'T MATTER WHAT POSITION YOU'RE IN, YOU CAN OFFER AN IDEA OR THOUGHT AROUND SOMETHING WE CAN CREATE OR TRY THAT'S ALIGNED WITH THOSE PRINCIPLES.
AND SO FINDING A WAY TO ENGAGE STAFF IN THAT CONVERSATION ON A REALLY REGULAR BASIS, SO ON ONE OF THE THINGS WE DIDN'T TALK ABOUT BUT WE'VE PUT TOGETHER IS A ONE-MONTH, OR ONE-YEAR DISCUSSION GUIDE TO HELP MANAGERS SAY, THIS MONTH, FOCUS ON THIS PART OF THE FIELD GUIDE AND THIS MONTH YOU CAN FOCUS ON THAT PART.
AS AN ORGANIZATION IN ANY GIVEN MONTH WE'RE ALL SORT OF HAVING A SIMILAR CONVERSATION AROUND SIMILAR CONCEPTS.
SO THAT HELPS TO BUILD OUR KNOWLEDGE AND AWARENESS SIMULTANEOUSLY.
SO I THINK THAT CAN SCALE TO OTHER APPROACHES.
MARILEE, DO YOU HAVE ANY THOUGHTS ON THAT?
>> YEAH.
I THINK IF YOU WERE ALREADY IN THE MIDDLE OF A PLAN, YOU CAN CERTAINLY START USING THE TOOLS TO HELP YOU DEFINE WHAT YOUR GOALS -- WHAT THE GOALS ARE THAT YOU WANT TO HAVE.
BECAUSE REALLY, THE WHOLE THING, THE THING THAT MAKES IT BE FLEXIBLE IS THE FACT THAT WE ARE CONTINUALLY GOING TO THE PATRONS AND THE COMMUNITY.
SO I WOULD JUST START USING SOME OF THE SERVICE DESIGN TOOLS TO HELP INFORM YOUR -- WHATEVER YOU'RE DOING MOVING FORWARD.
>> YEAH.
I WOULD AGREE TOO.
AND SOMEBODY ELSE ASKED ABOUT SCALING THIS TO A SMALLER LIBRARY, AND IT SEEMS LIKE IF YOU HAD A STAFF OF FIVE, AGAIN, IT'S BRINGING -- IT REALLY IS BRINGING EVERYONE ON BOARD, INCLUDING YOUR BOARD.
I KNOW SOME FOLKS WERE ASKING HOW IT INVOLVED YOUR BOARD WERE, AND I KNOW YOU REALLY -- THEY WERE VERY MUCH A PART OF THIS.
SO I THINK THE COMMUNITY OF FOLKS, WHETHER IT'S STAFF, VOLUNTEERS, OR BOARD THAT YOU HAVE OBVIOUSLY THOSE ARE ALL PLAYERS IN THAT -- REGARDLESS OF YOUR SIZE.
BUT IT DOES SEEM LIKE -- AND I ENCOURAGE PEOPLE, THE LEARNER GUIDE IS A GOOD PLACE TO START.
SOME OF THOSE QUESTIONS I THINK WILL HELP YOU DIVE DEEPER INTO THE TOOLS FROM SALT LAKE CITY THAT WILL HELP BRING THOSE CONVERSATIONS ALIVE.
I THINK THIS OBVIOUSLY IS A PROCESS THAT CAN'T BE HAMMERED OUT REALLY QUICKLY, BECAUSE THE WHOLE PREMISE IS THAT IT'S BUILDING IT INTO THAT ONGOING PROCESS.
SO I DON'T KNOW IF YOU HAVE ANY OTHER THOUGHTS ABOUT -- I GUESS I -- ONE THING THAT MAYBE TOUCHES ON THAT QUESTION, DID YOU FEEL LIKE YOU REALLY HAD TO SPEND TIME GETTING FOLKS ON BOARD, OR WAS THERE ENOUGH SORT OF TRACTION ACROSS THE ORGANIZATION THAT EVEN THOSE FOLKS THAT MAYBE WERE DRAGGING THEIR FEET, IF THEY HAD INCENTIVE TO BRING IT TO THEIR DIRECT MANAGER AS A PART OF THEIR WORK CHECK-IN, OBVIOUSLY THAT WOULD BE INCENTIVE, BUT IF YOU TALK A LITTLE BIT ABOUT ORGANIZATIONALLY HOW YOU GOT FOLKS ON BOARD?
>> I CAN TALK ABOUT THAT.
SO WHEN PETER TALKED ABOUT THE ROAD MAP ROLLOUT TEAM, OUR PRIMARY GOAL WAS TO MAKE IT FUN AND COLLABORATIVE.
AND TO EMPOWER THE STAFF TO FEEL CONFIDENT AND CAPABLE IN THEIR ABILITY TO USE THE TOOLS.
AND SO THIS ACTUALLY IS NOT A QUICK PROCESS.
JUST LIKE ANY BIG CHANGE, IT'S A SLOW PROCESS.
AND SO WE DEVELOPED A YEAR-LONG TIMELINE AND WE HAD MONTHLY SORT OF LESSON PLANS THAT WERE DESIGNED TO GO WITH OUR FIELD GUIDEBOOK LET.
AND SO WE WERE JUST INTRODUCING BITS AND PIECES TO PEOPLE.
WE ARE ACTUALLY -- WE'RE NOT EVEN A YEAR THROUGH IT, SO WE'RE NOT EVEN THROUGH THE WHOLE BOOK YET.
AND SO WE'VE HAD TO STEP BACK A FEW TIMES AND DO SOME EVALUATION AND TWEAK SOME THINGS BASED ON  THAT.
WE REALIZED WE HAD TO GET OUR MANAGERS ON BOARD FIRST, AND SO THAT THEY COULD HELP THE REST OF THEIR STAFF.
ANOTHER THING WE'VE DONE IS START IMPLEMENTING PETER TALKED ABOUT THE SMALL PROJECTS THROUGHOUT THE SYSTEM.
WHERE WE HAVE A ROAD MAP TEAM MEMBER WHO IS SORT OF LIKE THE EXPERT FOR WHATEVER THAT PROJECT IS.
AND THAT WAY LOTS OF PEOPLE IN THE SYSTEM CAN GET INVOLVED.
I THINK THAT PARTS OF IT, THEY'VE BEEN MORE -- PEOPLE HAVE BEEN MORE QUICK TO GET ON BOARD, SOME OF IT THAN OTHERS, SO THE INTERCEPTS HAVE BEEN POPULAR, PEOPLE ARE ASKING ALL KINDS OF LITTLE QUESTIONS TO HELP GUIDE THE SERVICE THAT THEY'RE GIVING.
AND THEN SOME PEOPLE REALLY RELATE BETTER TO ONE TOOL THAN THEY DO ANOTHER, BECAUSE EVEN OUR  INTERNAL DEPARTMENTS ARE USING THIS TO IMPROVE THE EXPERIENCES FOR OUR INTERNAL STAFF.
>> FANTASTIC.
THAT'S A GREAT VISION FOR US TO TAKE WITH US AND TO ASPIRE TO CREATE WITHIN OUR OWN ORGANIZATIONS.
SO THANK YOU SO MUCH, BOTH OF YOU, AND FOR YOUR WHOLE TEAM, REALLY THANK YOU TO ALL OF YOUR LIBRARY STAFF FOR BEING PARTICIPANTS AND ACTIVE ENGAGERS IN THIS SO THAT YOU CAN COME AND SHARE WITH US AND WE ALL LOOK FORWARD TO APPLYING IT IN DIFFERENT WAYS.
A REMINDER THAT YOU CAN REACH OUT TO PETER AND MARILEE, THEY'VE SHARED THEIR CONTACT INFORMATION, I WILL SEND YOU AN EMAIL LATER TODAY ONCE WE GET THE RECORDING AND ALL OF THE OTHER RELATED LINKS UP ON THAT EVENT PAGE.
AND I'LL ALSO ASK THAT AS YOU LEAVE TODAY, WE'LL SEND YOU TO A SHORT SURVEY, WE'D LOVE YOUR  FEEDBACK, WE'LL BE ABLE TO SHARE THAT WITH YOUR PRESENTERS, AND THANK YOU ALL FOR ATTENDING TODAY, AND TO OUR CAPTIONER FOR PROVIDING CAPTIONS TODAY.
EVERYONE HAVE A FANTASTIC REST OF YOUR WEEK.
AND ONWARD TO INNOVATIVE STRATEGIC PLANNING, ALL OF YOU!
THANK YOU.