Book Companion:

Library and Information Center Management,
Seventh Edition

More Meetings, Please

"What do we do now?" wondered Ann, Jane and Lee. It had been two months since the meeting with their supervisor, Phyllis, and nothing had changed: communication was poor, morale was low, defenses were up. Even the student assistants were beginning to notice the tension between their supervisors and Phyllis.

Wilton College Library had undergone 2 years of staff changes in its Public Services Department; the three Reference Librarians, including Phyllis (Head of Public Services), and the three Library Assistants (Ann, Jane and Lee), had all joined the Wilton staff within the last 2 years. In fact, Phyllis had just been made Head of Public Services several months before, having served for 1 year as "Acting Head of Public Services." For this reason, Ann, Jane and Lee had decided to give Phyllis time to adjust to her "new" role, although for all intents and purposes, her responsibilities remained the same. Phyllis, as Head (and Acting Head) of Public Services, supervised Ann (Evening Circulation Supervisor), Jane (Interlibrary Loan Assistant), and Lee (Documents Assistant). Ann, Jane and Lee had each noticed the lack of communication from Phyllis regarding library business directly affecting them and their departments, but because they worked different hours in different departments, they did not have the opportunity to compare notes.

And then David, the Day Circulation Supervisor was fired, suddenly and abruptly. When Ann reported to work that afternoon, David's desk was cleared and he was gone. The student assistants told Ann, who sought out Phyllis for confirmation. Phyllis acknowledged David's being fired, gave no additional information, but told Ann that since there was a job freeze, David's position could not be filled until and unless the freeze was lifted, and that it would be up to Ann to "work things out." Phyllis agreed to be available during the week to help cover the desk, but Phyllis was taking 2 graduate courses at night, and would not be available to work on weekends. This meant that Ann had to readjust her schedule, in addition to taking on the additional supervisory duties that had been David's. (The details of David's firing are not germane, but it is significant to note that the library director disagreed with the severity of Phyllis's action, although he supported the decision that some action should be taken and that it was Phyllis's responsibility to handle the situation.) Jane was asked by Phyllis to help "fill in" in Circulation, and Lee offered to work Saturday mornings so that there would be a supervisor present.

During the hasty rescheduling for Circulation Supervision, Ann, Jane, and Lee began to share observations and what they realized was that David's demise was merely an extreme example of what had been taking place at Wilton since Phyllis had arrived. There had been no memos, no staff meetings, no briefings in spite of the fact that plans for a library expansion were underway, the job freeze had affected library hours and staff, and that personnel were generally confused and becoming frustrated. Accounts were shared about incidents such as supervisors being given critical news (an office being moved or offices being combined) "on the run," i.e., while passing Phyllis on the way to the Reference Desk. Ann, Jane and Lee spent several weeks complaining to one another, but never met together until Jane suggested action needed to be taken. The three decided to invite Phyllis to meet with them about "some problems," and even included a written agenda listing the areas of concern (morale, communication, etc.). Phyllis agreed, the meeting was held in her office, the tone was serious but productive, and in the end Phyllis concurred with the suggestion of regular biweekly staff meetings. Phyllis seemed to be appreciative of all concerns expressed and even suggested that it must have been frustrating for the staff to operate under such conditions. The relieved trio left the meeting in Phyllis's office satisfied and a bit smug in their success at avoiding an unpleasant confrontation while achieving an improved work environment. Or, so they thought.

The first regular biweekly staff meeting was held two weeks after the meeting in Phyllis's office; even the Reference Librarians attended and shared news of their current projects. The next regular biweekly staff meeting was announced, then postponed until the following week. The third regular biweekly staff meeting was never announced or held. Communication was again being conducted "on the run," morale resumed its low ebb, and frustration turned to angry resignation.

Ann, Jane and Lee did not know what to do next, if anything. Phyllis had been agreeable in "the meeting," and had indicated that she would cooperate with the requests for improved communication. But after the first staff meeting, things began to slide, and it seemed clear that Phyllis had not changed. She was always busy, approachable but not responsive. Ann, Jane and Lee were aware of the staff hierarchy and felt that it would be unprofessional to consult with the other two reference librarians, or the director. Besides, the director must know what is going on and must approve of Phyllis's performance. There was still talk of David's firing, of which the facts remained a mystery, while the results continued to strain the staff workload.

Now, what?

Case written by Donna Seymour, a graduate of the University of North Carolina at Chapel Hill's School of information and Library Science.