VOL. 1, NO.

2, Oct 2010 E-ISSN 2218-6301

Journal of Emerging Trends in Computing and Information Sciences

©2009-2010 CIS Journal. All rights reserved.

http://www.cisjournal.org

A Systems Approach for Dealing with Resistance to Change: With Reference

to Library and Information Professionals Working in Academic and
Research Sector Libraries in India
Kshema Prakash
Deputy Librarian
Indian Institute of Technology Rajasthan, Camp Office: MBM Engineering College
Jodhpur – 342011, Rajasthan, India
Email: kshemaprakash@gmail.com

ABSTRACT
Library and information landscape is changing rapidly and continuously in response to the dynamic changes in the
environment. This paper attempts to identify the causes of resistance among library and information professionals in India
and suggests measures of improvement for a smooth transition in this scenario. The authors examine the concept of
systems approach and its application to library and information field. A systems model for dealing with resistance among
the library and information professionals for a positive acceptance of change and rendering better service is recommended.

Keywords: Change Management, Resistance, Library and Information Professionals (LIPs), Systems Approach.

1. INTRODUCTION
Change is the order of the world. It is the change,
particularly, developmental changes that have been key
drivers in societal transformation at large. The present
stage of the society is that of information based knowledge
society. Libraries are in existence ever since the recorded
knowledge has started to be preserved for future. The
traditional concept of library is being redefined from a
place to access paper records or books to one that also
houses the most advanced media. Libraries are changing in
response to changes in the learning and research
environment and also changes in the expectations of
library users. These changes are evolutionary.
Consequently, Library and Information Professionals
(LIPs) are increasingly combining traditional duties with
tasks involving changing technology. Traditional library
performance measures fail to explain fully what is Fig. 1 Nature of change in information services (Source:
happening in libraries today because their scope is too Pugh, L., 2007)
narrow to encompass the field of change.
Characteristics of emerging library and information
2. LITERATURE REVIEW environment: Modern library and information
environment is characterized by electronic
Nature of Change in Information Services: According communication, both synchronous and asynchronous,
to Lyndon Pugh [1] the nature of change in information web-based information sources, multimedia information,
services characterized by the factors like diversity and and is uncontrolled largely as a result of the Internet
unpredictability of the services and staffing of libraries, facilitating information creation, distribution and access.
they are cross-boundary specialization, the structural Accordingly, typical user expectations of the present day
change in library and information services, the amount of include – everything in full text and downloadable or
complexity driven by mixed economy, personalization of printable; faster service; uninterrupted service availability,
library and information services, competition and/or virtual reference service librarian available online, easy
collaboration with network giants like Google etc. All access; easy-to-use web resources permitting self-service;
these constantly demand new skills and competencies over a librarian who knows all subjects and all databases;
the traditional ones. everything should be in electronic or digital format;
several options / alternatives to choose from; a library web
site that is capable to conduct all library transactions
online viz., library registration, document delivery request,
loans and renewals, etc.; and a web search engine to find
required information.

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Journal of Emerging Trends in Computing and Information Sciences

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http://www.cisjournal.org
Dynamics of Library and Information Profession: The learning process.
next few decades will continue to be ones of transition and Changes in Increase in Advising users on
role redefinition for the LIPs. Even as they grow and make scholarly journal costs, publishing and
an effort to stay current in the rapidly changing technology communication shift from journal cost-
environment, they will always be faced with the challenge acquisition to effectiveness,
of simultaneous learning, implementation and planning. access and finding alternatives
The LIPs can no longer afford to remain institutionalized licensing to print resources,
passive spectators, instead they have to find new ways to models, increasing e-
add value and remain relevant in this rapidly changing changing resource
confusing and competitive environment. All the activities preservation subscriptions,
will now have to be tailored to give long distance and methods, resource sharing
often home delivered information, which is the demand of archiving, and cooperative
time. Following table illustrates some sources of copyright and acquisitions,
challenges faced by the LIPs in the present environment. access developing
restrictions institutional
Table 1: Sources of challenges faced or implications on repositories and
Library and Information Professionals due to various encouraging open
attributes, and their responses to them. (Adopted from: access publications
Cardina, C. and Wicks, D., 2004 [2]) and open archive
Attribute Impact / Response initiatives.
Challenge
Developments Self-sufficient Innovation-driven The biggest challenge for Indian librarianship is to
in ICTs users, less and customer bring about attitudinal change among the library staff.
library use, oriented, Libraries and librarians are still the lowest priority in the
reluctance to use development of decision making process and the librarians are least visible
physical electronic and persons. If this main challenge is confronted by librarians
materials digital collections, and libraries in real earnest it is only then that one can
providing proactive expect all the necessary changes within the system itself.
support and training But a serious pre-requisite to overcome this challenge is to
to users. upgrade the competencies and skills of the library and
Changing Demand for Adopting consortial information professionals, since it is imperative to become
economy speedy delivery power to obtain deserving before asking for something. Ingraining these
of information better prices of competencies will motivate the LIPs to serve their
and increasing information customers in a better manner, thus helping them to
e-commerce resources, self- contribute towards reaching organizational goal. A major
sustenance through road block in this task often confronted by LIPs is the
marketing of library resistance to change.
services, and
adapting business Resistance to Change: Change is a ubiquitous element of
system design organizational life; so too is resistance to change.
methods to library Understanding why and how opposition to change occurs,
management. and developing the ability to respond effectively to
Changing Life-long Making the library manifestations of change resistance, is crucial to the
education and learning fully accessible both success or failure of organizational change.
learning emphasis, physically and Change, in organizations as elsewhere, involves
environment information intellectually via moving from a known state to a new state – one that is to
divide – info electronic networks, some degree unknown. Change involves letting go of
rich and info and by providing things as they are in order to take up new ways of doing
poor due to ICT support for things. Organizational change challenges the statusquo
monopoly of remote users like and it may challenge the values and perceived rights of
publishers and off-campus users or workers and workgroups. People working in organizations
copyright, distance learners on respond to change in many different ways. For some,
subject a 24-hour basis, change is welcome – fresh and exciting. These people, the
specialization developing co- early adopters and change leaders, tend to welcome and
diversity operative online embrace change enthusiastically. Others may be more
learning and cautious – responding to change by seeking to test and
educational examine changes before proceeding. For some, change
programmes, may threaten their established values and understandings
incorporating into and therefore be deeply unsettling. For this latter group
the teaching and change is something to be strongly resisted.

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http://www.cisjournal.org
The action of opposing something that we disapprove
or disagree with can be called as ‘resistance’. Introduction
to change is a highly complex process. The uncertainties
caused by the expected change and in-equilibrium, as a
consequence of changes, sometimes results in resistance to
change. The resistance may adversely affect the positive
features of an individual or organization and make the
individual or the organization counter-productive.
Resistance to change arises from individual’s attitude
rather than technical issues of change.
1) Causes of Resistance to Change in Library and
Information Centres: Some of the causes of resistance to
the changes occurring in the environment and resistance
towards acceptance of these changes in the present library
and information scenario can be explained as follows:
i) Fear of change: It is recognized that change,
above all technological change, often produces
fear and anxiety in Library and Information
Professionals. Internet related technologies are
pushing them towards the establishments of new
information spaces such as digital libraries,
technology centres, and learning resource centres.
Here it becomes necessary to involve staff with
varying levels of knowledge and expertise.
However, there are many difficulties in letting
people accept change. Some will be optimistic
and proactive, while others will feel threatened
and react with resistance.
ii) ICT as a sense of lost control: The Internet has
also represented for some professionals a sort of
attack on the prestige of their career. With the
technologies readily available at every one’s
desk, some librarians began to feel left on the
margins, because patrons really seemed to make
it work without their help. It was like a direct
assault to the role of gatekeepers which librarians
had assumed believing they knew better than
those whom they serve.
iii) Unsure scenarios: Unpredictable future regarding
the role of library and information professionals
that creates a sense of uncertainty among
professionals.
iv) Technostress: Another important issue related to
technology when we deal with networking, is
technostress. Today librarians have to shift their
focus from relatively stable and knowable local
collections to a plethora of information sources
with diverse characteristics located anywhere on
the global information network. A variety of new
tasks, skills and competencies are required by
those who in general understand the benefits that
applications of modern technologies are meant to
achieve. Technostress affects staff and users as
libraries offer more and more information
through websites and other remotely accessible
electronic systems.
v) Lack of standardization: Several authors have
lamented over the years the lack of
(classification, cataloguing, retrieval) standards
when their working life comes to terms with the
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Internet and electronic resources. Libraries today
are increasingly acquiring and providing access to
electronic resources of any kind. This results in
increasing expenditures of money and workload
for librarians without any certainty about the
preservation of these resources.
vi) Lack of quality: A major concern among
librarians seemed to be that of the poor quality of
information delivered by Internet resources which
are not controlled or short of organization. There
is no overall structure on the Internet that allows
reference librarians to navigate to quality
information claiming for the definition of
standards for the description and classification of
Internet resources.
vii) Competition of search engines and commercial
tools etc.: Finally it seems that since the advent
and development of the World Wide Web
(WWW), users have been migrating to
commercial services and search engines to fulfill
their information needs, tools that are thus seen as
concurrents to reference librarians’ work. WWW
appears to be the major information provider to
patrons, librarians should work towards offering
viable alternatives to their commercial
competitors [3].
3. THE RESEARCH STUDY
Methodology: A study of library and information
professionals was conducted by administering a structured
questionnaire. The objectives are to find causes of
resistance among the LIPs towards change and to suggest
measures for a smooth transition.
• Profile of respondents: The respondents for the
survey were Library and Information Professionals
(LIPs) of academic institutions (universities) and
research organizations. They are serving in
executive/managerial cadre in these information
centres.
• Data Characteristics: One hundred (100) copies of
questionnaire were administered to randomly selected
LIPs and valid responses were received from 88 LIPs
across India after pursuasion.
a. Library wise distribution: The libraries were
categorized into two groups viz., academic and
research libraries. Out of 88 valid responses, 42
(47.73%) were from academic libraries and 46
(52.27%) were from research libraries.
b. Age wise distribution: The age of respondents
was categorized into two classes. 20-40 years
category is for young professionals, whereas 40-
60 is for senior professionals. 37.50% (33)
respondents are in the age group of 25-40 and
63.5% (55) respondents are in the age group of
41-60 years.
c. Qualification wise distribution: The
qualifications are classified into four levels as
follows.
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i. B.L.I.S –Bachelors in Library and
information science with a master’s degree in
any other subject.
ii. M.L.I.S – Masters in Library and information
Science with or without any other master’s
degree.
iii. M.Phil – Master of philosophy in library and
information science.
iv. Ph.D. – Doctorate in Library and information
Science.
v. Others
According to the results, 1.14 % of respondents
carry a bachelor’s degree in Library and
Information Science with a master’s degree in
some other subject. 55.68% of respondents
possess a master’s degree in Library and
Information Science with or without another
maters degree. 5.68% respondents are Master of
Philosophy in Library and information science.
Whereas 35.23% of respondents hold doctorate in
Library and Information Science. Those having
other qualifications constitute to 2.27% of the
sample.
d. Gender wise distribution: Out of 88
respondents 18 were women and 70 were men.
That corresponds to 20.45% of female
respondents and 79.55% male respondents.
Primary Data Findings: The causes of resistance faced
by the library information professionals have been
identified based on the systems approach as discussed
earlier. Accordingly ten statements relating to the causes
of resistance faced by them were framed. The statements
are:
R1. Lack of proper attitude towards change causes
resistance.
R2. Poorly motivated personnel pose resistance to
change.
R3. Inadequate training causes resistance.
R4. Difficulty in understanding fast and complex
changes in the environment sets off resistance.
R5. Deep rooted dogmas and technophobia produce
resistance towards technology coupled change.
R6. Underdeveloped competencies cause resistance
for the transformed environment.
R7. Unavailability of adequate resources and
infrastructural facilities triggers resistance.
R8. Lack of customer orientation creates resistance.
R9. Absence of management support causes
resistance.
R10. Resistance is raised due to absence of
supportive / conducive work atmosphere.
The responses to these statements elicited by the
library and information professionals in the questionnaire
were used to collect information regarding resistance
posed by the LIPs and are summarized below. For
convenience, the statements are coded as R1, R2,
R3….R10.
Responses are categorized on a five point Likert scale
from Strongly Agree (1) to Strongly Disagree (5). Likert
scaling is a bipolar scaling method, measuring either
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positive or negative response to a statement. This
technique presents a set of attitude statements. Subjects are
asked to express agreement or disagreement of a five-point
scale. Each degree of agreement is given a numerical
value from one to five. Thus a total numerical value can be
calculated from all the responses. Since these statements
are also related to attitude towards change i.e., resistance,
Likert scaling technique was used.
R1: Lack of proper attitude of LIPs towards change
Many times when the employees fail to comprehend
changes happening around and in their profession it is
observed that they do not display proper attitude towards
change. They may not participate actively, rather choose
to be passive. This may result in resistance. From the 79
(89.76%) responses generated, for weights 1 and 2,
indicate that the professionals agree that lack of proper
attitude towards change results in resistance.
R2: Poor motivation
Motivation is both internal as well as external factor. Also
it can be positive and negative. When there is very low
motivation either internally or externally an employee may
not understand completely the need for change and may
resist. Even when there is some negative motivation or
discouragement, resistance may creep in. From the 73
(82.96%) responses generated, for weights 1 and 2,
indicate that the respondents agree that poor motivation in
the employees causes resistance, while 7 (8%) of them
cannot determine whether this is a cause and 8 (9%) of
them do not agree to the statement.
R3: Inadequate training to support change
Change that has been planned by the authorities, if
implemented without fulfilling the prerequisites like
providing the employees with necessary training to accept
and support the desired change, such a situation leaves
ample scope for resisting change in employees. From the
71 (80.68%) responses generated for weights 1 and 2, it is
indicated that the professionals feel inadequate training
leads to resistance. While 8 (9%) of them could not decide
whether this can be cause, 9 (10%) of them do not agree to
this fact.
R4: Difficulty in understanding fast and complex
changes
The pace of changes taking place in the external and
internal environments in which libraries operate is very
rapid. Even before a new technology can be completely
understood and implemented it becomes obesolete due to
proliferation of another competent technology. This
creates a lag in understanding, appreciating and accepting
the change. The 62 (70.46%) responses generated for
weights 1 and 2, indicate that the library and information
professionals agree that difficulty in understanding the fast
and complex changes taking place in the information
environment produce resistance. Out of 88 respondents 10
(11%) of them opted to be neutral, whereas, 16 (18.18%)
of them did not agree to this reason.
R5: Deep rooted dogmas and technophobia
This statement relates to the set traditions, procedures,
methods etc. that have been followed by librarians since
ages. These traditional methods of managing libraries may
not match with the current requirements if the library has
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to remain relevant in the society. Similarly these deep
rooted doctrines and dogmas may have an impact on the
employee to make him a technophobe. These may one of
the probable reasons to pose resistance. The 56 (63.63%)
responses generated for weights 1 and 2, indicate that the
respondents agree that deep rooted dogmas and
technophobia could form a probable cause for resistance
among the professionals to embrace change. While 15
(17%) of them have chosen to remain non-committal to
any opinion, 17 (19%) out of 88 respondents do not agree
with this view.
R6: Underdeveloped competencies
Improved education and training are necessary to assist
individuals in developing the competencies they will need
on the job. The competencies required by a library and
information professional have been discussed in the
previous sections. The concept of core competencies
involves knowledge, which should be acquired through
formal education and training; skills or abilities, which are
acquired through practice; and attitudes, which involve
emotional and social aspects. Underdevelopment of such
essential competencies may lead to lack of comprehension
of change and its subsequent acceptance. This may inturn
lead to resistance [4]. The 65 (73.86%) responses
generated for the weights 1 and 2, indicate that
underdevelopment of competencies can lead to resistance
in library and information professional, towards change.
Also, 8 (9%) of 88 respondents did not comment anything
upon it and 15 (16.91%) of them chose to disagree to this
statement.
R7: Inavailability of adequate resources
Acceptance of change is a process involving various steps.
Although the employees are competent enough, they are
trained and motivated to an optimal level to accept change
to implement technologically advanced quality services in
libraries, if adequate resources are not provided to
implement the desired services, this may prove fatal. Such
a situation will lead to considerable resistance to change.
Out of 88 (100%), 65 (73.86%) respondents think that non
availability of adequate resources and infrastructure will
lead to resistance, while 8 (9%) cannot opine anything
regarding this statement. 15 (16.91%) of respondents do
not agree to this factor being a cause of resistance to
change amongst library and information professionals.
R8: Lack of customer orientation
When a library and information professional is unaware or
does not seek to understand his customer / users’
requirement, he will not be in a position to extend service
as per the users’ needs. When he is not willing to alter the
way in which he provides service, he fails to customize
service according to the users’ needs. This is a form of
resistance to change and customization of service. 69
(78.4%) out of 88 (100%) respondents feel that lack of
customer orientation is a cause for resistance towards
change, while 5 (6%) of them cannot say anything
regarding this. But 14 (16.36%) of them have opposed this
view.
R9: Absence of management support
Inspite of the professional’s willingnes to provide new or
customized services to the users’, he may sometimes not
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receive support from his management in terms of
identification, acknowledgement and appreciation, he may
not continue to provide the same. In turn he may pose
resistance to any further change initiatives. As many as 76
(86.36%) respondents agree that absence of management
support will cause resistance among the library and
information professionals. While 5 (6%) of them do not
lament anything upon this statement, 7 (7.95%) of them
show disagreement.
R10: Lack of conducive work atmosphere
Work atmosphere plays a vital role in productivity of
employees. It also influences the attitude of employees.
Improper work atmosphere may cause stress and burnout
in library and information professionals. That too in wake
of so many changes taking place rapidly, lack of
conducive work atmosphere can overstress them. As a
result they may not be interested in facing any further
changes, thus posing resistance even to positive or
productive changes. As many as 71 (80.68%) respondents
agree that if the work environment is not conducive to the
professionals, they will mount resistance. 5 (6%) of them
do not say anything about it, whereas, 12 (13.63%) show
disagreement to this statement.
4. RESULTS & DISCUSSION
Data Analysis: Data analysis is conducted in three phases
as follows:
A. Semantic Differential Profile
B. Factor Analysis - to identify the significant
combination of causes of resistance to change
surfaced by the professionals.
C1. Comparison of mean scores of responses of
academic sector and research sector to test the
difference of opinions between groups, which is
further validated by z-test.
C2. Comparison of mean scores of responses of junior
and senior age groups corresponding to 20-40 yrs.
and 40-60 yrs. respectively, further validated by z-
test.
The data collected from the responses are analyzed by
using suitable statistical techniques such as Mean
Comparison, t-test and z-test using MS Excel and SPSS
packages. Mean score comparison was carried out based
on type of libraries and age. A majority of respondents
were male members and there was a skewness towards the
qualification of master’s degree and above among the
respondents. Due to this skewed distribution of profiles of
respondents, mean score comparison based on these two
categories was not done.
A. Semantic Differential Profile: Semantic differential
profile is a graphical representation of the mean
weights of the responses given by the respondents
related to causes of resistance in the questionnaire. The
semantic differential profile of the probable causes of
resistance to change, surfaced by the library and
information professionals indicates that there is general
agreement regarding the statements related to causes of
resistance. They agree strongly on the following
aspects.
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• Lack of proper attitude towards change. R5 - Technophobia .677 .366 .342
• Inadequate training. R6 – Competencies .582 .123 .561
R7 – Resources and infrastructure .040 .106 .889
• Non-availability of adequate resources and R8 – Customer orientation .314 .692 -.020
infrastructural facilities.
R9 – Management support -.101 .792 .341
• Absence of management support. R10 – Work atmosphere .135 .790 .170
Factor 1 is Personal Attributes. It has a positive
loading with Lack of proper attitude, Poor motivation,
Difficulty in understanding fast and complex changes
in the environment, Deep rooted dogmas and
technophobia, and Underdeveloped competencies.
This explains that the respondents have a consensus
regarding the facts that lack of proper attitude towards
change, difficulty in understanding fast and complex
changes taking place in the information environment
cause building barriers or resistance to change. They
also agree that poorly motivated personnel, with
ingrained technophobia due to deep rooted dogmas
pose resistance towards technology coupled change
initiatives. There is a common agreement regarding
underdeveloped competencies being a resisting factor.
Fig. 2: Semantic Differential Profile for responses related to Factor 2 is Work Environment. It has a positive
resistance posed by library and information professionals loading with Lack of customer orientation, Absence
of management support, and Absence of conducive
B. Factor Analysis: Factor analysis was deployed to find work atmosphere. The consensus of respondents over
out the significant factors that cause mounting of this factor indicates that support from higher
resistance from the library and information authorities or management, and creation and
professionals towards change. Using data from the maintenance of a conducive or suitable work
large sample, factor analysis applies an advanced form atmosphere plays a major role in managing resistance.
of correlation analysis to the responses to a number of Lest, absence of management support and conducive
statements. The purpose of this analysis is to determine work atmosphere will become sources of resistance
if the responses to the statements are highly correlated. among library and information professionals. Also
The results of the factor analysis are as follows. they agree that lack of customer or user oriented
thinking serves in building up resistance.
Table 2: Total Variance Explained Factor 3 relates to Support Facilities. This shows a
Co Initial Eigen Values Rotation Sums of positive loading with Inadequate training,
mpo Squared Loadings
Underdeveloped competencies, and non-availability
nent Total % of Cumul Total % of Cumu
Varian ative % Varian lative of adequate resources and infrastructural facilities.
ce ce % The analysis indicates that management support and
1 3.912 39.123 39.123 2.443 24.434 24.434 provision of adequate infrastructural facilities by
2 1.398 13.980 53.103 2.080 20.803 45.237 management plays a major role in bringing about
3 .989 9.888 62.991 1.775 17.755 62.991 change. Absence or lack of these components will
4 .865 8.655 71.646 contribute to mounting up resistance. The
5 .657 6.568 78.214 professionals also feel that inadequate training to
6 .638 6.381 84.595 develop skills to face challenges brought in by
7 .589 5.887 90.482 changes, will also contribute towards building up
8 .439 4.386 94.868 resistance in library and information centres.
9 .319 3.188 98.056 The three factors have Eigen values equal to or
10 .194 1.944 100.000 greater that 1.0 indicating that they best fit the data
obtained from the responses to the challenges in part 2 of
Three factors were extracted using principal component the questionnaire. Also, the three factors together explain
analysis and varimax rotation.
almost 62.99% of the total variance in the responses to the
statements.
Table 3: Factor Loading of Causes of Resistance
Component C1. Comparison of mean scores – Academic vs.
1 2 3 Research: The mean scores of the responses elicited
R1- Attitude .682 -.151 .127 to the statements relating to challenges in the part 2 of
R2 – Motivation .719 .195 -.066 questionnaire are tabulated below in two categories
R3 – Training .255 .234 .539 viz. Academic Library Professionals and Research
R4 –Fast and complex changes .687 .271 .313

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Library Professionals followed by its graphical 7 6 4
representation for a clear picture. 2.19047 1.08735 1.01510
R8 6 2.23913 7 3 -0.18 NS
Table 4: Mean Score of Academic and Research Sector 1.76190 1.86956 0.88465
R9 5 5 0.84995 2 -0.6 NS
LIPs R1 2.10869 1.03769
Library
0 1.97619 6 0.84995 5 -0.66 NS
Type R1 R2 R3 R4 R5 R6 R7 R8 R9 R10
Academic
R1 to R10 – Attributes related to causes of resistance
Library 1.83 2.05 2 2.09 2.29 2.19 1.67 2.19 1.76 1.98 A-MS (x1)– Mean Scores of Academic Sector Responses
Research R-MS (x2) – Mean Scores of Research Sector Responses
Library 1.83 1.78 2 2.33 2.37 2.24 2 2.24 1.87 2.11 A-SD (σA) – Standard Deviation of Mean Scores of Academic
Sector Responses
R-SD (σR) - Standard Deviation of Mean Scores of Research
Sector Responses
ZC – Z Critical Value
ZS – Z Static Value (Calculated)
αLevel of significance of difference in variance
Sig / NSig – Significant / Not Significant
µ - The mean of the population

Fig. 3: Comparison of mean scores of responses elicited by LIPs

of academic and research sectors

The above graph indicates that inspite of majority

consensus between both the groups towards the general Fig. 4 Sampling distribution of difference between means
nature of the causes of resistance to change, there is little
difference in their opinions in certain areas like poor If the difference between the observed sample means
motivation in professionals, difficulty in understanding falls within the acceptance region it inferences that there is
fast and complex changes, non-availability of adequate no difference between population means scores of
resources and infrastructural facilities. responses. There were no significant differences observed
In order to explain the difference, a two-tailed z-test between the mean scores of two groups for each of the ten
for each attribute was further carried out with 0.05 level of attributes relating to causes of resistance faced by library
significance. A z-test is a statistical test used in and information professionals except for R7. It indicates
inferencing if the difference between two population that the professionals have a common consensus over
means is significant based on the difference between two majority of the issues in this part of the questionnaire.
sample means. According to the Central Limit Theorem, 1. There is not much significant difference between the
the sampling distribution of difference between means mean scores of the responses elicited by professionals
approach that of a normal distribution as the samples are belonging to academic and research groups regarding
large. The table below gives the difference between the Z the statements related to causes of resistance from R1
scores. through R6. There is general agreement upon these.
Table 5: Z test for Resistance related statements 2. There is a significant difference in responses related
Zc = α= to the statement R7. It may be due to nature of their
+1.96 0.05
Sig /
parent organization. Research institutions and
A-MS R-MS Zs NSi organizations are generally well equipped and
(x1) (x2) A-SD σΑ R-SD σR Value g facilitated. This implies to their support facilities also.
1.82926 1.82608 0.91930 0.67673 Hence their library and information centres are well
R1 8 7 5 6 0.017 NS
equipped with required resources when compared to
2.04761 1.78260 1.01097
R2 9 9 3 0.75757 1.402 NS academic set up.
0.98711 0.89442 3. There is no significant variance between the mean
R3 2 2 2 7 0 NS scores of academic and research library professionals
2.09523 2.32608 1.05482 1.01224 for resistance related statements from R8 to R10.
R4 8 7 7 4 -1.054 NS
2.28571 2.36956 1.13235 1.01890
R5 4 5 6 3 -0.36 NS C2. Comparison of mean scores – Junior vs. Senior
2.19047 0.99359 1.03676 Age Groups: The mean scores of the responses
R6 6 2.23913 2 4 -0.23 NS elicited to the statements relating to challenges in the
R7 1.66666 2 0.72133 0.84327 -2.07 S part 1 of questionnaire are tabulated below in two

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categories viz. Junior Age Group and Senior Age Sig / NSig – Significant / Not Significant
Group followed by its graphical representation for a
clear picture. From the above table, it is evident that there is no
Table 6: Mean scores of Junior and Senior Age Groups significant difference between the observed sample means
R1 of the two groups based on age. However, inspite of
R1 R2 R3 R4 R5 R6 R7 R8 R9 0 general agreement with respect to the causes of resistance
Juni
or
to change, the respondents also suggested some measures
Grou for a smooth transition. These suggestions were analyzed
p in detail using content analysis method. Major suggestions
(20- 1.7 2.0 1.8 2.1 2.2 2.2 1.9 2.1 1.7 1.8 that emerged related to administrative support, employee
40) 6 3 5 2 1 1 1 2 6 5
development programmes, lifelong learning, and personal
Seni
or attributes etc.
Grou
p
(40- 1.8 1.8 2.0 2.2 2.4 2.2 1.8 2.2 1.8 2.1
60) 7 4 7 7 0 2 0 7 5 6

Fig. 5 Comparison of mean scores of responses elicited by

LIPs – Age wise
Table 6: Z test - Resistance related statements - Age wise
Zc =
+1.96 α = 0.05
Junior Senior
Grou Group J-SD S-SD Sig /
p MS MS (σJ) (σS) Zs Value NSig
1.870 0.613 0.891 Fig. 6 Content Analysis of Suggested Measures
R1 1.758 4 9 2 -0.76 NS
1.836 0.876
R2 2.03 4 0.918 9 1.05 NS The measures for improvement as suggested by the
2.074 0.712 1.043 respondents to face the challenges and manage resistance
R3 1.848 1 4 4 -1.27 NS indicate requirement of more attention in certain areas.
2.272 0.892 1.113
R4 2.121 7 9 1 -0.71 NS
These are management support and administrative
1.023 1.098 measures, promoting employee development programmes,
R5 2.212 2.4 4 8 -0.84 NS readiness for lifelong learning, improving upon personal
2.218 0.992 1.030 attributes of employees, change management related
R6 2.212 2 4 8 0.00 NS measures like change orientation, readiness for change,
0.842 0.779
R7 1.909 1.8 7 4 0.58 NS resistance management. Also the Information &
2.272 0.992 1.079 Communications Technology (ICT) related measures,
R8 2.121 7 4 3 -0.68 NS honing management skills, improving work culture,
1.854 0.791 0.911 networking and partnership initiatives, changes in LIS
R9 1.758 5 8 2 -0.55 NS
curriculum, service orientation and customer orientation
R1 2.163 0.833 0.995
0 1.848 6 7 6 -1.68 NS also need a significant attention.
R1 to R10 – Attributes related to causes of resistance in part 2 of
questionnaire The following four areas discussed here showed a
Junior Group MS (x1) – Mean Scores of Junior Group Responses good precedence over the rest. These are related to
Senior Group MS (x2) – Mean Scores of Senior Group Responses administrative measures, employee development, lifelong
J- SD (σJ) – Standard Deviation of Mean Scores of Academic learning and personal attributes. Amongst the suggestive
Sector Responses measures, administrative measures and Employee
S-SD (σS) - Standard Deviation of Mean Scores of Research Development Programmes gained larger consensus over
Sector Responses
all others. 54 suggestions for administrative measures and
ZC – Z Critical Value
ZS – Z Static Value (Calculated) 53 suggestions for Employee Development Programme
α − Level of significance of difference in variance were received.

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In administrative measures, respondents suggested
that there is a need for empowering library and Systems Approach in Library & Information Services:
information professionals with decision making positions Academic institutions and research organizations can be
in organizations. They also suggested that the management viewed as complex knowledge systems consisting of
should positively provide incentives to LIPs. Such steps by several interconnected subsystems that work in synergy
management or administration will motivate the and harmony with each other in order to achieve this
employees to take up challenges and initiate new / vision and mission. One of these subsystems is the library,
customized services to the patrons as well as perform well where every LIP can be viewed as a systemic entity in
in their jobs. Suggestions were also received in terms of himself.
promoting participative management, skill based job
assignment to employees, etc. Organization
To meet challenges, pressure from authorities to
perform better and also to meet user expectations a
systematic employee development programme is
absolutely essential. This will not only help employees to
integrate with the vision, mission, and key strategic
directions of the library and organization, but also help the
library towards becoming a learning organization because
“learning organizations are skilled at creating, acquiring
and transferring knowledge, and at modifying behaviour to
reflect new insights” [5]. Next higher score was for
lifelong learning with 39 suggestions. The attribute of
lifelong learning can be associated with the concept of
Fig. 7 Organizational System
learning organization because organizations are made of
up of employees. Organizations can become learning The immediate operational environment of LIPs is
organizations if its employees adopt lifelong learning impacted upon by changes in the external environment.
attitude. Thus, the challenges faced by them and their subsequent
Thirty five (35) suggestions were received under the resistance to them are a result of these changes. Owing to
category of personal attributes. They include attitudinal the systems nature of libraries and LIPs, adopting systems
change, readiness to face challenges boldly, inculcate thinking is recommended to be adopted in order to face
reading habit themselves to promote good reading habits these challenges and successfully dealing with resistance.
in users, learning from the changing environment,
proactive nature, self-motivation, work commitment, and External Environment
welcoming criticism. These attributes can be either self-
developed or gained through training. It is desirable that
the professionals improve and sharpen their personal
attributes as they prove to be of help during chaotic
situations also.

Fig. 8 Operational Environment of LIPs

According to systems thinking approach each entity in

a system is interconnected with every other entity and the
behaviour of the system as a whole is shaped by the
interconnectedness of these entities. It also advocates that
the whole is bigger than the sum of individual entities [6].
Therefore interconnectedness can be achieved by not
isolating oneself from the system and by viewing oneself
as a part of it i.e., to see the “big picture”.
Some of the previous studies conducted using systems
approach, are as follows.
• Peter Checkland [7] reports application of Soft
Systems Methodology (SSM) in achieving desirable

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and feasible change in the information and library
function of a U.K. based company in a science based
industry. SSM uses systems models in an organized
learning system to improve and make more apparent
the process by which ‘what obviously ought to be
done’ emerges for particular people at a particular
situation with its own unique history.
• John Knowles [8] presents how a soft-systems
analysis was carried out for a CD-ROM network for a
multi-site polytechnic at Liverpool Polytechnic
Library Services. The project involved looking at
effects of current situation on the users, in terms of
antagonism between different types of users,
antagonism between library staff and management,
and the general increase in pressure on staff dealing
with the running of the current CD-ROM system. The
study concludes with a system specification for the
recommended CD-ROM network.
• Sulaiman Al-Hassan and A.J. Meadows [9] studied
application of soft systems methodology for
improving library personnel management in Kuwait.
Their study conducted between 1989-91 considering
the pre and post Gulf war issues in Kuwait’s libraries,
focused on the investigation of experiences of
recruitment, training, appraisal, job satisfaction and
conditions of service. They have stated that the “study
has shown that soft systems methodology can be
usefully applied to the examination of library
personnel management”.
• Gilbert Tan [10] explains how managers can foster
and sustain creativity in their organizations using a
total systems approach. He depicts the organization as
having four subsystems viz., culture, techno-structural
subsystems, management and people. Each system
will create unique barriers to creativity. The suggested
framework identifies three types of interventions –
cultural, organization and design, and training
development that can help the ingredients of
creativity, foundations, competencies, and support.
• Christian Boissonnas [11] addresses the issue of
technical services to re-emphasize it to be a reader
service, which is often seen as something other than a
reader service. According to this study, the
implementation of digital libraries cannot be
successful without a comprehensive system-wide
approach that calls for people with different
experiences and expertise to work together across,
rather than in, functional gropus. This systems
approach assumes a level of organizational readiness
that can be achieved through the deep integration of
separate functions.
• Giesecke, J. and McNiel, B. [12] explore in their
article why organizations consider attempting to
become learning organizations. They include an
overview of the theory of learning organizations,
present steps to becoming one, and describe examples
of learning organization efforts at the University of
Nebraska-Lincoln Libraries and other libraries. They
adopt Peter Senge’s principles which include ‘systems
thinking’.
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• Somerville, M.M. and Mirjamdotter, A. [13] present
an applied model for cultivating ‘better thinking’ for
working smarter within dynamically changing
information organizations through systems thinking
and application of Soft Systems Methodology (SSM).
• Somerville, M.M. [14] and others report application
of Soft Systems Methodology (SSM) tools and
information literacy principles and practices to
advance data driven dialogue on design and
development of enhanced information and knowledge
management tools at California Polytechnic State
University, California. They report about the library
practitioners’ increased confidence and capability to
predict productivity enhancement and continuous
learning as they assume new roles as architects of
digital information and knowledge learning spaces.
• Delbridge, R. and Fisher, S. [15] provide an overview
of soft systems methodology (SSM) and review the
ways in which the methodology has been applied by
managers and researchers to gain a broad
understanding of library and information service
activity.
Systems Approach for Dealing with Resistance to
Change: On similar grounds, systems approach can be
applied to managing change in library and information
centres in India also. Systems thinking can be applied for
dealing with resistance in LIPs, as detailed further.
Systems’ thinking allows library and information work to
be effective and innovative because library is a part of
bigger environment and is interconnected with other
departments and units, it cannot function as an isolated
entity. LIPs should view themselves as an integral part of
the organizational system. In response to the changing
environment, there is a need to develop attitudes and
competencies in such a manner that they correspond to the
changing requirements of the organization, changing
technology and user expectations. When LIPs take this
view, it helps them to situate library as proactive and not
reactive to changes. This requires strong and effective
leadership.
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Fig. 9 Systems Approach to Meet Various Challenges
Effective library leaders should possess qualities like self-
awareness, embracing change, customer focus,
collaborative spirit, courage and truthfulness, vision,
dreams, creativity, innovation and entrepreneurship,
planning, trust, values, passion for work, caring for
colleagues, communication, transformation and
inspirational motivation. Though there can be only one
effective leader, yet it is desirable that all LIPs imbibe
these leadership qualities so that they have a better
understanding of the systemic requirements.
Fig. 10 Causes, Capabilities & Corroboration Model (3Cs
or CCC Model)
Figure 10 explains systems approach to dealing with
resistance in LIPs. The impeding technological impacts
and ever growing user expectations from LIPs for
seamless service are placing heavy pressure on the LIPs to
change. By this way both these factors are forming the
causes of change. Lack of competencies and negative
attitudes among LIPs towards change cause resistance
among them. Also the lack of support from authorities in
terms of resources and infrastructure contribute further to
this resistance.
In such a condition, the LIPs need to develop their
capabilities in terms of competencies and attitudes. This
can be achieved by encouraging them to undergo
continuous professional development and imbibe lifelong
learning attributes. Any action requires a two way
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approach. Positive stand from LIPs for change will enable
the authorities also to offer continuous support in terms of
corroboration for their development and better services
thereof.
Some of the important recommendations are as detailed
further.
The following competencies and attitudes are
recommended to be developed by LIPs.
• Competencies: Library and information professionals
require two types of competencies in this changing
environment. They are – Professional and Personal.
‘Professional Competencies’ in LIPs are:
o To align with organizational vision, mission and
also with key stake holders.
o To assess and communicate the value of
information organization. This competency can
be linked to knowledge management related
measures.
o To build a dynamic collection of information
resources based on deep understanding of users.
Thus, suggestive measures received pertaining to
service and customer orientation can be leveraged
in terms of developing innovative methods to
restructure and customize services as per
customers’ requirements.
o To develop and maintain a portfolio of effective
and aligned information services.
o To acquire knowledge of new concepts and
products or enhanced information solutions. This
relates to implementation of ICT and
management skills.
‘Personal Competencies’ in LIPs are:
o To build and improve upon personal attributes,
which relate to implemeting suggestive measures
of developing personal attributes like attitudinal
change, being proactive, self-motivation, work
commitment, welcoming criticism etc.
o To see the “big picture”, thus enabling the LIP to
understand that he is a part of the bigger system
and not an isolated entity.
o To create partnerships and alliances. This realtes
to implemeting measures related to networking
and partnerships like interaction on professional
platforms, resource and knowledge sharing,
professional networking, and with other
departments.
o To employ a team approach; recognize the
balance of collaborating, leading and following.
In order to understand continuously happening
changes and ever increasing user expectations, LIPs
should make a habit of taking feedback from their
customers with respect to their service offerings. This will
help them stay relevant even in turbulent times.
• Attitudes: The attitudes that are required to be
developed by LIPs pertain to that of learning and
service.
o Learning: Learning can be of two types –
workplace learning and lifelong learning. It is
recommended that the LIPs should possess a zeal
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for learning. LIPs should not only value the
opportunity to learn for themselves but also
encourage the same opportunity for those around
them. Learning takes place in a variety of methods.
It can be through enhancing professional
qualifications, continuing education, scholarly
research and communication, participating in
training programmes, workshops, seminars,
conferences. Learning also takes place through
discussions over professional platforms, exchange
of views, experiences, ideas and knowledge
sharing. Learning can be augmented by systematic
personal knowledge management, by adopting and
using emerging technologies to the optimum.
o Service Orientation: It is recommended that every
Library and Information Professional should strive
towards rendering quality service in spite of the
challenges brought about by changes in the
information environment. The concept of duty and
service inspired by professional values and a desire
to serve users better should be the guiding light for
all LIPs.
Even in this digitized environment of virtual libraries
and repositories, there is still no better theory of library or
the role of librarians than the universally incontrovertible
and applicable Five Laws of Library Science enunciated
by Dr. S. R. Ranganathan [16], that form the bedrock of
library and information profession. These are profound yet
simple principles based upon linking people, libraries and
information they use. In case of any change or
transformation, it always holds true to check and recheck
if the change or transformation satisfies these laws,
provided the words ‘book’ and ‘reader’ are not taken too
literally and read as ‘user’ and ‘information’. They are: 1.
Books are for use; 2. Every Book – Its Reader; 3. Every
Reader – His Book; 4. Save the time of reader; 5. Library
is a growing organism. Adhering to these axioms always
will help the LIPs to serve their users in a better manner.
Supporting Facilities & Environment: As systems
approach advocates that the whole is bigger than the sum
of its individual entities it is desirable that the management
or higher authorities or administration acknowledge that
the organization is a system consisting of several
interconnected subsystems and therefore extend required
support in terms of participative management,
empowering employees for decision making,
infrastructural facilities, IT related facilities, incentives,
developmental programmes etc.
Working environment plays a significant role in
helping the LIPs adopt and adapt to changes. A conducive
work environment will act positively on their psychology
and motivate them to acquire desired attitudes and
competencies, thus giving efficient output. Hence it is a
prime responsibility on the part of the administration to
provide the LIPs a suitable and conducive working
environment.
Comprehensive Employee Development Programme:
An Employee Development Programme with
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comprehensive learning domain in thrust areas viz.,
Information & Communication Technologies, effective
usage of various electronic and digital resources,
management skills, marketing, strategic planning, total
quality management, leadership skills, corporate
storytelling for library managers and leaders,
organizational learning, building learning organizations,
knowledge management etc. is the need of the hour. Focus
on organizational communications, service provision, and
culture building encompassing customer service and
employee relations, supervision and team building,
personnel related subjects like legal and effective
performance appraisals, performance management should
also be developed and initiated for the library and
information professionals at all functional levels. Modules
related to stress management, self development and
ergonomics and healthy working conditions also can be
included depending upon the need. Such programmes
provide better understanding of organizational
development concepts to the LIPs and will help them in
developing both competencies as well as attitudes.
5. CONCLUSION
Instead of searching for solutions in the environment and
expecting support in terms of extrinsic factors, application
of ‘changing self to change others and in turn the system
as a whole’ approach is desirable. This will lead to a
positive change in the attitude of the professionals, which
in turn will lead him to contribute in achieving
organizational excellence. As nature mirrors systems in
each and every of its parts, so also every individual and
organization mirror a system in their own way. Realization
of existence of these systems to harness their potential to
their optimum is needed.
REFERENCES
[1] L. Pugh, “Change Management in Information
Services”, 2nd Ed., Ashgate, Aldershot, 2007.
[2] C. Cardina and D. Wicks, “The changing roles of
academic reference librarians over a ten-year
period”, Reference and User Services Quarterly, vol
44(2), pp. 133-142, 2004.
[3] M. G. Melchionda, “Librarians in the age of Internet:
their attitudes and roles – a literature review, New
Library World, vol. 108 (3/4), pp. 123-140, 2007.
[4] F. Ferreira and Oth., “Information professionals in
Brazil: core competencies and professional
development”, Information Research, vol. 12 (2),
http://InformationR.net/ir/12-2/paper299.html2007.
[5] D. A. Garvin, “Building Learning Organizations”,
Harvard Business Review, Pp. 78-91, July-Aug,
1993.
[6] P. Senge, The Fifth Discipline: The Art and Practice
of the Learning Organization, Doubleday/Currency,
New York, 1990.
[7] P. Checkland, “Achieving 'Desirable and Feasible'
Change: An Application of Soft Systems
Methodology”, The Journal of the Operational
Research Society, Vol. 36, No. 9, Systems Thinking
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http://www.cisjournal.org
in Action. Conference at Henly, April 1985 (Sep.,
1985), pp. 821-831.
[8] J. Knowles, “A Soft Systems Analysis of a CD-ROM
Network for a Multi-site Polytechnic”, Journal of
Librarianship and Information Science, vol. 25(1),
pp. 15-21, 1993.
[9] S. Al-Hassan and A. J. Meadows, “Improving library
personnel management: a case study of Kuwait”,
Library Management, vol. 15(1), pp. 19-25, 1994.
[10] G. Tan, “Managing creativity in organizations: a
total systems approach”, Creativity and Innovation
Management, vol. 7(1), pp. 23-31, 1998.
[11] C. M. Boissonnas, “Technical services: the other
reader service”, Portal: Libraries and the Academy,
vol 1(1), pp. 33-46, 2001.
[12] J. Giesecke and B. McNeil, “Transitioning to the
Learning Organization”, Library Trends, vol. 53(1),
pp. 54-67, 2004.
[13] M. M. Somerville and A. Mirjamdotter, “Working
smarter: an applied model for better thinking in
dynamic information organizations”, Association of
College and Research Libraries (ACRL) Twelfth
National Conference. Minneapolis, Minnesota, April
7-10, 2005.
[14] M. M. Somerville and Oth., “Systems thinking and
information literacy: elements of a knowledge
enabling workplace environment”, Proceedings of
the 39th Hawaii International Conference on Systems
Sciences, January 4-6th2006, Kauai, 2006.
[15] R. Delbridge and S. Fisher, “The use of soft systems
methodology (SSM) in the management of library
and information services: a review”, Library
Management, vol. 28(6/7), pp. 306-322, 2007.
[16] S. R. Ranganathan, Prolegomena to Library
Classification, Vol. 1, 3rd Ed., UBS Publishers, New
Delhi, 1989.

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APPENDIX

Questionnaire for the Research Topic: Causes of Resistance to

Change among Library and Information Professionals in India

I. Causes of Resistance (Kindly rate your responses) as

Strongly agree (1) Agree (2) Cannot say (3) Disagree
(4) Strongly disagree (5)

1. Lack of proper attitude towards change causes

resistance.
2. Poorly motivated personnel pose resistance to change.
3. Inadequate training causes resistance.
4. Difficulty in understanding fast and complex changes
in the environment sets off resistance.
5. Deep rooted dogmas and technophobia produce
resistance towards technology coupled change.
6. Underdeveloped competencies cause resistance for
the transformed environment.
7. Unavailability of adequate resources and
infrastructural facilities triggers resistance.
8. Lack of customer orientation creates resistance.
9. Absence of management support causes resistance.
10. Resistance is raised due to absence of supportive /
conducive work atmosphere.

II. Suggestions for improvement and smooth

transition

a.

b.

c.

d.

e.

Name of the respondent (optional):

Age:

Designation:

Email:

Organization:

Professional Qualifications:

116