August 18, 2004 - leadership in the public sector

Several weeks ago I wrote a column about decision-making at the library. I'm still thinking about it.

I should have said, in my other column, that I was talking about operational or management decision-making. There's another kind that I didn't mention: leadership.

This is a different level of deciding: picking the big things that the whole organization will focus on. Not operational, but strategic.

Strategic decisions tend not to be made at the lowest level of an organization, but at the highest. Front line staff have the best insights on HOW to do things. Leadership decisions concern the positioning of the organization within a much larger environment: WHAT to do.

Through my years of library leadership I've learned two absolutely contradictory lessons. The first one is that leaders of any public sector organization never have as much power as they think they do. Yes, it's possible to mandate change, to force it down people's throats. But that kind of brute, blunt force tends not to work very well. People fight back.

The second lesson is that leadership matters nonetheless.

What does a leader do? He or she sets both an agenda for change, and a tone. The agenda for change is what most people mean by vision: two or three wonderful opportunities; another two or three things that are really important, that keep re-framing the daily stuff.

People seek meaning, and they need context to find it. When leaders articulate that context, people can more readily fit the random incidents of life into a pattern, into predictable currents. That makes it easier to navigate them.

Leaders also set a tone. I've worked in plenty of places that were out and out toxic emotionally. Everybody bickered and backbit, and withheld information, and scrambled for petty status.

I've worked in other places where the leadership communicated a sense of embattled paranoia.

I've tried, in our library, to set up an environment that avoids both of those, that takes pride in productivity and competence, that finds real pleasure, even humor, in service. I try to be courteous, and I expect other people to be, too. My motto: "he may be wrong, he may be right, but come what may, he'll be polite."

Leadership doesn't just belong to directors, of course. It also belongs to boards and commissions, the folks that oversee the directors, the budgets, and public policies generally. It belongs to legislators, the people who craft our laws. It is the solemn responsibility of all our elected officials.

We have been in the midst of several electoral contests recently, some of which have generated surprisingly strong emotions.

But the issue is important: what do we look for in our leaders? How will they shape the social, economic, and even physical world around us?

However the elections finally come out, it's worthwhile to thank the candidates -- all of them. Stepping into the political fray takes a truly incredible amount of time, money, patience, hard work, and family support. And of course, not every one is going to win. Leadership also entails taking a risk.

The difference between democracy and tyranny is choice. Having candidates who offer real differences is a very good thing. I'm grateful to them.

August 11, 2004 - genre fiction

When I was in library school, I took a class called "Genre Fiction." We read and discussed samples from many categories of popular fiction.

I knew about most of them. Through my undergraduate years, I'd worked as a clerk at the Normal (Illinois) Public Library. For the hardbacks, we had four separate sections beyond the regular fiction collection: mystery, science fiction, romance, and western.

In the paperbacks, there were even more genres. We had Gothics -- whose covers inevitably featured a pretty young woman running through the night in a nightgown, a look of fear in her eyes, and a castle looming in the background.

We had historical fiction, also known as bodice-rippers. Those covers always displayed, locked in a passionate embrace, a bare-chested man, rippling with muscles, and a woman in an advanced state of decolletage. These books averaged about three times as long as most of our fiction.

We also had, I kid you not, a section of Nurse books. Those covers all featured a perky young nurse, cute in her nursing cap and cape, usually worrying about the goings-on at the hospital.

Well, we had to come up with a final paper for the semester in Genre Fiction, and I decided to write a short story. It was a Nurse-Romance-Gothic-Science Fiction-Western-Mystery. As far as I know, it's the only one of its kind.

The main character was Harriet Blackthorne, a nurse who had to leave her hospital back East to collect on the fortune of her uncle, who died mysteriously and left a crumbling Victorian mansion in Arizona. Her love interest was Lone, "150 pounds of fighting librarian," who was imposing a reading program on a rough-and-tumble Western town. Then, of course, there was Xixil, the horse from the stars.

I had a lot of fun playing with stereotypes and cliches. I also (he said modestly) came up with one of the best lines I've ever seen in any book. It was about my Western librarian. "He had," I wrote, "the strong, deeply tanned hands of a man who had done a lot of heavy reading outdoors."

I got an A.

I remembered all this when a patron recently asked me to consider establishing a science fiction and fantasy section at one of our libraries. While we do mark science fiction (and mysteries) with a distinctive ribbon of tape, few people will browse the whole fiction collection for their favorite genre.

Right now, our collections are set up to make it easy to find books by authors -- but people who browse by genre don't always know which authors they want.

It was certainly the case for me, back in Normal, that I mostly hung out in the science fiction area, and as a result, read a good mix of both old and new titles.

Moreover, as you think about bookstores, they too sort collections by genre. Why? Because, I'm guessing, they sell more books that way.

Changing our internal layout isn't an easy thing. We also would have to change a lot of catalog records.

What do YOU think? If you're interested in seeing distinct collections of genres, let me know which ones you'd like to see broken out. Call 303-688-7656, or email me at jlarue@jlarue.com.

But where to shelve a Nurse-Romance-Gothic-Science Fiction-Western-Mystery?

August 4, 2004 - my wife's reading

My wife, Suzanne, admits to her almost obsessive collecting of books. Some years back, I was going to award what I thought was a clever prize: a gold library card. (Not real gold, you understand, but a gold-colored collector item.) It would go to the person who had checked out the most books over the past five years.

But there was a problem. The winner was my wife.

It would be churlish of me to complain about the piles of books around the house. For one thing, I keep running across the most interesting things. For instance, immediately at hand is a paperback called "Useless Information," by Paul Steiner.

It lives up to its title. Even the most dedicated diet-addict would be hard pressed to do anything with this:

* One portion rattlesnake steak contains 200 calories.
* One bowl bird's nest soup ... 75 calories
* One serving of barracuda ... 135 calories
* One glass hippopatamus milk ... 80 calories
* Five fried grasshoppers contain 225 calories. (You want my advice? Boil them.)

And for those of you in the dating world, here's a gloomy tidbit: "Only one woman out of ten knows how to wink, asserts a University of Melbourne professor."

Worried about contagious diseases? Well, no wonder: "Particles expelled by a sneeze have a muzzle velocity of 152 feet a second, says the Massachusetts institute of Technology." It's a wonder we're not riddled with tiny holes. Or maybe we are.

Just under this compendium of random facts lies "The Tipping Point," by Malcolm Gladwell. The subtitle is "How Little Things Can Make A Big Difference."

Gladwell posits that there are three kind of people who together add up to social movements, fads, and sudden action. There are Connectors. These are the people who always know way more people than you do. A famous example: Paul Revere was one of two riders who sounded the alarm. But only the people Revere contacted actually did anything. Why? Because he knew the people who lived at the hub of social networks.

There are Mavens. They obsessively collect highly detailed data. They are early adopters of technology. They are comparison shoppers. They are blazers of the trail. They not only know those useless facts above -- they can help you get a deal on your next batch of raw grasshoppers.

Then there are Salesmen (and women). They make you feel at ease. They persuade. They are impossible to work up a good defense against.

Together, these people can "tip" something from notion into reality.

Then there's the book "Wicked," by Gregory Maguire. It's the story of the Wicked Witch of the West -- from her side. Unlike, for instance, the Three Little Pigs, told from the Wolf's side, "Wicked" is not a kid's book. I found it utterly moving. The Witch Elphaba (whose name comes from "F. L. Baum," author of the Oz books) will break your heart.

A week or so later, Suzanne brought home the CD from the musical of the same name. And the music is some of the catchiest, soaring, most powerful I've ever heard. Glinda makes me laugh. Elphaba still breaks my heart.

Over the past 20 years, I've worked hard to pull people into the library. It's ironic that although I go to the library every day, I hardly need to. I have a talented librarian at home whose ceaseless curiosity offers a quirky education that catches me when I least expect it.

July 28, 2004 - principles of decision-making

Every now and then people complain to me about the problems of growth. Sometimes they're talking about the county. Sometimes, they're talking about the library. Here's what I think. There are only two problems in life: the problems of growth, and the problems of decline. Pick one.

But that isn't to say that the problems of growth aren't real. I've been giving a lot of thought lately to a straightforward question asked by one of our new managers. "How," he said, "do I get something done here?" He meant, what's the process through which a decision is made?

That question ultimately caused me to rethink the library's whole organization chart. I realized that I was trying to maintain two decision-making processes -- the one that used to work when we were smaller, and the one that works now. The two processes were fighting each other. It was time to let the first one go.

I also came up with something called "the Principles of Decision-Making at Douglas County Libraries." They might even be applicable to other organizations. So just in case anybody is wondering: this is how I try to manage your library. Comments are welcome.

I. Decisions should be made at the lowest level possible. This keeps an organization responsive, and backs up the people at the front lines. We hire people for their judgment. We'd be fools not to let them use it.

II. Decisions should be efficient -- taking the fewest steps necessary to make good ones. Sometimes problems do have to be referred upwards, but then we should have a system that doesn't keep everybody twiddling their thumbs waiting for an answer.

III. Decisions should be consistent.

a. With procedures. Our procedures are set up to handle the majority of cases. Consistency makes it easier to train people, and maintain high standards of service.

b. With policy. But sometimes, the procedure doesn't fit. Then, we should make decisions in light of our policies. Those policies are based on our governing board's decisions of things that most matter to us.

c. With core values. On occasion, the policy doesn't cover things, either. In that case, our decisions should reflect the core purposes of our institution: public service, intellectual freedom, confidentiality.

d. With fiscal constraints. Decisions should be affordable!

IV. Decisions should be honored. That means two things: first, supervisors should respect and adhere to the decisions of the people they supervise; and second, that people should also respect and adhere to the decisions of their supervisors. This implies, of course, that authority is worthy of respect. That's only happens after a pattern of thoughtful action, and demonstrated openness to new ideas and criticism.

V. Decisions should be revisited when...

a. They significantly contradict procedure/policy. Not just “contradict,” but “significantly contradict.”

b. They highlight important new trends. For instance, if staff keep granting exceptions to the rules because of some repeating request, it might be time to change the rules.

c. They have severe or unexpected negative consequences. In a complex system, everything is connected. Sometimes, a good solution in one area causes trouble somewhere else.

VI. Decisions should be communicated. Again, in a healthy organization, communication should flow freely, both up and down. Our assumption is that our staff are making good decisions. To understand what those decisions are telling us about our community, we have to talk about them.

July 21, 2004 - Taming of the Shrew

When I was growing up, my mother had two beautiful sets of books. One of them was lassics of science. I think there were pieces by Aristotle, by Newton, by somebody I've now forgotten, and by Einstein.

The other was a selection of Shakespeare plays: the comedies, the dramas, and the sonnets.

I loved the look of those books. I was 11 when I decided to try Shakespeare. So I'd take those gorgeous volumes up to my room and try to puzzle them out.

I'll be honest. I didn't have a CLUE what was going on. First, there was the matter of the thees and thous. Then there were the odd line breaks. Finally, the actions of people themselves were bewildering. Eventually, I gave up.

It wasn't until much later that I learned Shakespeare has to be performed. What is mysterious in print is plain in person. The verse form is still an astonishing accomplishment -- try writing a play in rhyming iambic pentameter and see how far YOU get.

The language of Shakespeare, the Elizabethan foment that also gave us the King James Bible, does take a little getting used to. But suddenly, it just comes clear, and you understand. Trust me.

And the people. Suffice it to say that Shakespeare understands the human heart.

Well, once again, the Douglas County Libraries are pleased to announce our annual Shakespeare festival. Once again, TheatreWorks, from Colorado Springs, will bring Shakespeare to vivid life. Our first festival, featuring "King Lear," was in Castle Rock. Last year, "Romeo and Juliet" came to Highlands Ranch. This year, Parker will be witness to "The Taming of the Shrew." Thus, "Shakespeare in the Park."

Let me put my cards on the table, here. Like most Shakespeare plays, "Taming of the Shrew" is about adult life. Please don't take a five year old, or even a young teen, to the show thinking you're getting a bit of innocuous family entertainment, only to be shocked by bawdy language and staging. This is not children's theater. If you find yourself easily offended by Shakespeare's astonishing lack of early 21st century sensibilities, rent a Disney film. (Or check them out from the library!)

On the other hand, my wife and I have exposed our children to Shakespeare every chance we get, and it hasn't harmed them one bit. It stretches their linguistic muscles. It challenges their attention span. Besides, Shakespeare is often hilarious. And the pageantry of these plays must be seen to be believed.

It's possible that you'll find this particular story offensive for another reason. Kate, a strong-willed woman, is finally forced into docile submission by a more masterful man. Maybe. So if you, too, believe that public institutions must never have anything to do with something that might be politically incorrect, then stay away!

I recognize, of course, that the surest way to get people interested in a classic that has endured for more than 400 years is to tell them that they just can't handle it. Not that I would stoop to such an obvious tactic.

At any rate, we are grateful for the many sponsors whose donations made it possible for us to offer this play at no charge to our patrons. Our title sponsors were the Town of Parker, the Parker Cultural Community, Colorado Community newspapers, and the Gay and Lesbian Fund for Colorado. Scholar sponsors include IREA, Theatrix Inc., Wells Fargo Bank, the Colorado Shakespeare Festival, and Hampden Press. Poet sponsors include Roper Insurance and Financial Services, Friends of the Parker library and Whole Foods Market of Highlands Ranch. Apprentice sponsors include American Art West, Bradford Auto Body, and Cindy Rose's Edward Jones office in Franktown.

To get your free tickets, you just have to show up at 6:30 p.m. the evening of each performance, July 21-24. The shows start at 7:30 p.m. There is also a 2 p.m. matinee on Saturday, July 24; tickets will be distributed at 1:30 p.m. First come, first served. The performances will be at the Parker Mainstreet Center, on Mainstreet.

And now it's back to those books. Maybe if I could find a theatrical version of Einstein...

July 14, 2004 - the books must go through

Douglas County's first bookmobile, featuring 8 stops, was provided by the now defunct Plains and Peaks Library System, headquartered in Colorado Springs. These days, we again have a bookmobile, shuttling back and forth between Roxborough and Castle Pines North.

But bookmobiles aren't the only way to get books into people's hands. As told on the thoroughly charming website www.bookboat.com, countries around the world have found a host of innovative solutions to various topographic and social barriers.

* Bookboats. You'll find them in Florida, Alaska, Argentina, Venezuela, Norway, Sweden, Thailand -- and even in a couple of independent international floating libraries. In Florida, the Amorys of Boca Grande "endowed and built the Johann Fust Community Library" in 1959, and later brought their boat, Papyrus II, to Captiva "loaded with books to be borrowed by islanders."

In Alaska, bookboats (two skiffs traveling the rivers to fishing camps) supply books to the children. "The books are kept in plastic containers marked with the appropriate grade levels. Along with the books, the children may also choose to take a plastic Ziploc bag containing a note pad, workbook, pencil, crayons and a prize, such as a beach ball. To promote reading among the children’s parents, the organizers bring them newspapers."

In Argentina, there's the "biobliolancha," boasting 1500 books, 300 videos and CD-ROMS, a computer, a television, a video cassette player, audio equipment with outside loudspeakers, equipment to measure the depth of the water, VHF radio, an electricity-generating group of 220 Volts, cooks, and "a complementary bath."

In Norway, the private boat "Epos" is chartered during the winter months, where it braves rough seas to float its "6,000 books, the skipper, one able seaman and two or three librarians" in and out of the fjords. In the evenings, the Epos shows films, and offers lectures and other programs.

* Book trains. in Bangkok, a train (one car with books, one with a classroom, and one with computers and music) is used to divert homeless children from crime.

* Book bikes. In Chile, Horacio Ogaz rides a tricycle that functions as a traveling library. Every day, he "travels the streets of the remote and marginal districts of the city, offering door-to-door service and free loan of the books. Books about cooking, history, medicine and classic literature form just a part of the collection of 400 titles. Horacio's goal is to promote reading to the population of more than 1600 inhabitants in the sectors of Yungay and Cerro Alto who have little or no opportunity to access the urban centers of reading."

* Book packpacks. Also in Chile, in the commune of Olivar Alto, 25 children between the ages of 8-12 are provided with books of poetry and fiction. They backpack them to the homes of people who "for health reasons" cannot visit the library. The children also get to participate in public square readings, and have met many famous authors.

* Camel-drawn libraries. In Kenya, the fleet of 3 camels has grown to six since 1996. (We don't know whether that's through additional purchases, or natural reproduction -- which is something your average bookmobile can't do!) The camels serve over one million people within a 20 kilometer area. Vehicles, it seems, keep getting stuck in the sand. "The first camel carries five hundred books in wooden boxes. The second camel, which is tied to the tail of the first camel, carries a tent, steel poles and a blue tarp. The last camel does not carry anything and is generally used as a spare."

* Donkey libraries. In Zimbabwe, donkeys, equipped with electro-communication carts, which have solar units on the roof, bring more than books. The solar-generated electricity allows them to deliver radio, telephone, fax, e-mail and the Internet.

The thirst for literacy, and the dedication of librarians the world over adds up to a simple message: the books must go through.

July 7, 2004 - life liberty and the pursuit of happiness

I suppose it's my background in philosophy: I enjoy a good argument every now and then. But a "good" argument isn't just disagreeing with somebody. It's trying on a perspective for size, seeing how easy or difficult something is to defend or critique.

The object isn't to defeat the opponent. The object is to learn something.

This, of course, is hardly what passes for argument these days. Most of the political or religious discourse I run across is riddled with ad hominem attacks. People don't argue to understand their own, or other, positions better; they argue to belittle and cow their enemies into silence.

Yet it is possible to disagree without being disagreeable.

Some years ago I was involved in friendly debate about "the best country in the world." The person with whom I was arguing had made some telling, and negative points, about the United States. That got me interested.

The library has many, many books that compare international statistics -- everything from the World Almanac to the reports of various agencies and organizations. I asked myself: so which country IS the best?

I regret that I no longer have the final spreadsheet I produced. But I rated some 25 countries (mostly Western or European, but a few Asian nations, just to see how they did) according to a highly subjective list of qualifications.

You might think about this: of the measurable things that determine how good a place is to live, which things matter most to you? These are some of the things I tried to track:

* health. What was the percentage of live births? Infant mortality? Life expectancy? What was the leading cause of death?

* income. What was the average household income compared to the cost of a house, or a loaf of bread? What was the annual inflation rate? What percentage of people were unemployed? What was the discrepancy between the wealthiest and the poorest? What percentage of personal income went to taxes? What percentage of national spending went to the military?

* crime. How much, and what kind? What percentage of the populace was behind bars?

* literacy. What percentage of the population could read? How many newspapers were available, and how many newspaper subscriptions? How many public libraries?

* social factors. What was the average educational level? How many teen pregnancies? How many abortions? How many political parties actually elected candidates to federal office? What was the average population density? How many museums of art? How many universities?

Sometimes, I found that the pieces of information I was looking for couldn't be readily obtained. And some countries, you may be surprised to learn, lie about themselves in reference books.

What I was after, finally, was some objective data about where in the world a human being might expect to live a long and reasonably healthy life, and pursue a variety of cultural interests, without being gunned down in the streets, jailed and tortured, or forced into abject poverty?

I should point out that the results are now probably five years old. But I'd be willing to bet that the general rankings, for me, won't have changed much.

In rough order, the top countries that I would probably do well in include: the United States of America, Canada, Iceland, Sweden, England, and New Zealand.

No country scored well on everything. The United States has a variety of troubling statistics -- our incarceration rate is the one that bears the closest watching, I think.

But my analysis not only gave me a better handle on what was going on around the world, it also made me think more intelligently about the intent of our founders: to secure our life, liberty, and pursuit of happiness.

A perfect government requires, alas, a perfect people. But I was comforted, around our Independence Day, to learn that on the whole, there's good reason to be a patriot.