Life is a Relational Experience: Civility, Ethics and Quality of Life

Conference keynote by Dr. P.M. Forni, co-founder of the Johns Hopkins Civility Project

Civility is a search for gracious goodness.

The first half of our lives is a search for beauty; the second half of our lives is a search for goodness.

Civility and ethics = When we treat others as ends in themselves, then we are ethical agents.

Incivility often escalates into physical violence.

Causes of incivility
1. Lack of self-restraint
2. Anonymity and stress (When you believe that no one knows you, then you think that you can get away with anything.)
3. Pursuit of an individual identity in a society of equals

Neurochemistry of hostility and humor

Very often, we are rude to others because we are insecure, then we shift the burden to others through hostility and incivility. So think of yourself as an accomplished person instead of being insecure. Pretend you are being filmed and that the film will be used to train others.

Be prepared.
When we are caught unprepared, we get in trouble.

Visualize, reflect and plan
Be aware of your vulnerabilities.

Cool off and calm yourself
Deep breaths, count to 10
Don’t take it personally
Decide what to do
Pick your battles

By ignoring rudeness, you invite more. We teach others how to treat us by how much we’re willing to take.

When confronting others: state, inform and request
State what happened.
Inform the effect on you.
Request by making clear (I would appreciate it if in the future...)

The dreading is worse than the doing.

Deflect other people's deflections (excuses).
Stand your ground, defend your feelings.

Relational (social) intelligence is a better indicator of success than IQ.

Respect, restraint, consideration.

A leader = aura of power in repose

Howard County Public Library Civility Projects = Library programs and lectures

Manners are the training wheels of altruism.
Teaching children that our actions have consequences for others.

Organizational civility – crafting signs more gently, having staff talk to patrons. Train staff. Model civility in your libraries and in the greater community.

A Booster Shot of Leadership

Presenter- Maureen Sullivan

Teams:
are engaged in a common purpose
don’t shy away from conflict
are stronger than any individual member

A team is very different than a group (a collection of people who do not exhibit the aforementioned characteristics).

Libraries often use the word teams when most of the work is done by what would properly be characterized as groups.

When examining a problem, leaders should consider whether the problem is best solved by working alone vs. working in groups vs. collaboration toward pre-determined goal.

Rethink and redesign work:
Focus on what makes a difference for constituents
Let go of what they don’t want or need*
Redesign to enable greater work satisfaction

*Peter Drucker talks about planned abandonment
Ask, what do we do well?
Then ask, if it didn’t exist, would our library invent it?
This is often an easier exercise than asking What should we cut?

Clarify performance expectations and coach staff.
Reinforce and support new behaviors.
Counsel staff to let go of dated and irrelevant processes.
Promote a culture of learning, continuous improvement and mutual accountability.

Leaders should be able to reframe staff tasks (and their own), underscore value and tie tasks to the library's mission. If you can’t do that, perhaps the task is no longer relevant and is one that can be dropped.

Resonant Leadership is Emotional Intelligence in practice.
Its components are:
mindfulness
compassion
hope

Use this model, when you need to make a behavior change.
First, identify what you want to change
(I want to be a more active listener)
Second, identify what tasks or behaviors prevent you from doing that.
(I don’t let people finish sentences.)
Lastly, model the behavior and reward it in others when you see it. This will be a good reinforcement.

Concepts of learning organizations and appreciative inquiry:
strategic planning, work redesign and a focus on changes in organizational culture are key.

Frames = how we look at things.
Think about how your experiences led to your frame.
What are the strengths and weaknesses of your frame?
Realize that this frame provides our first perspective when we encounter problems.
Consider frame flipping. Look at issues from above. Step up to the balcony.
If team members have other frames, you can rely on each other.

Robert Keegan’s idea of competing commitments.
How the way we talk can change the way we work.
What?
Why?
What am I afraid of?
Why is that frightening to me?

Systems processes model (ideally circular, not linear)
Work processes->Outcomes->Customers->Mission, vision, values
Staff->Impact->Customers->Mission, vision, values
Structure/Systems/Needs of people->People/Skills/Culture->Mission, vision, values

Scattered notes:

Look for opportunities to say thank you
Be specific about what you are capable of
Check out Roland Barthes
When change is necessary, communicate to staff why the change needs to happen.
Define new aspirational values.
When people in your organization make surface assumptions, challenge those which are not relevant, reaffirm actual direction or propose a new one.
Before you act, reflect.
Leadership practice is never perfect; we are always learning.
Social entrepreneurship is popular right now.
Leadership is a capacity within each person and organization.

We should be fostering an environment of trust within our organizations so that ideas emerge organically from staff who are closest to an issue or problem.

Books referenced
Primal Leadership
Resonant Leadership
Becoming a Resonant Leader
Reframing Organizations
The Leader’s Handbook
Learning to Lead: A Workbook on Becoming a Leader
What Got You Here Won’t Get You There
Wizard and Warrior
The Fifth Discipline Fieldbook
Learning as a Way of Being

Too Many Teens: Blessing or Burden?

Facilitated by Kent Johnson and Susan Spicer, Salt Lake County Library's Kearns Branch

First, find an ally, a co-worker who thinks like you for support.

Raise cultural awareness.

Clarify library use policy. Talk to kids. Distribute the use policy. Created a paired-down version. Essentially, Be respectful, no swearing, no fighting.

Create a plan
At Kearns Branch, every teen that comes into the library must go through a 10-minute Powerpoint presentation on the use policy. Explain the Trespass policy. They must go through this training AND get a sticker on their library card proving that they've taken the training BEFORE they are allowed to use internet PCs for the first time.

An off-duty sheriff's officer is paid by the library and is present from 2-6pm daily. If possible, work with the officers assigned to your local high schools. They already know the students and how to work with them.

Kearns' Teen staff focused on Behavior until it was under control, before considering any program planning.

Staff went to elementary schools and sent letters home with sixth graders (most letters made it home) explaining behavior expectations in the nearby Kearns branch for students, as well as the library and parental responsibilities.

***Get a copy of the local Middle and High school yearbooks. Photocopy pages; learn and use the names of your teens.***

At Kearns, all staff roam during peak teen hours.
No staff in offices between 3 and 5pm.

There is a "zero-tolerance aggressive-behavior policy"—-even when it is two friends roughhousing.

If teens are put out of the library for an extended amount of time, they must return with an adult and talk to a review panel before they are allowed to reenter the library.

If teens are outside observing a fight on library property (as has happened at Kearns), the librarian said I am so disappointed in you for watching. Go in the library or go home. Since the librarian had built relationships with these teens, this statement worked for their group. Fear of disappointment worked better than threats of banning.

When enforcing policy, be consistent and never argue.
Don't get into a debate about whether, for example, a teen did or did not swear.
Instead, crouch beside a seated teen and say In the library, I really need you not to swear.

OR

Drop your tone and say It seems like you're having a hard time, I'll have to ask you to leave. I'm going to give you 5 minutes and then you have to leave, but we can't wait to see you tomorrow.

Then, and this is important, leave the area for 5 minutes. You need to give teens a chance to say goodbye to their friends and gather their books. Lingering might only escalate the situation. Return after 5 minutes.

OR

...if it is a noise issue in a large group and you know who is being loud, say You have 5 minutes to gather your materials and move to another table or you'll have to leave the building.

Remember, there is nothing gained by having the last word with ANY patron—adult or teen. Let it go.

Give teens the time and space to do things on their own after you've given a directive.

There are issues of brain development and chemical changes in this age group. You can see shifts in behavior—-for the better or worse--over a period of a few short months.

Remember, that developmentally, teens change quickly and they do grow up.

Take a look at some of your problem teens and at their lives.
Chances are you may be the only adult who actually talks TO them, and not AT them.

Diversity in our neighborhood libraries: table discussions

Facilitated by NYPL
Highlights from group discussions

What role can the library play in strengthening diverse cultures?

Maintain bi-lingual collections

Celebrate international holidays

Talk to leaders from individual communities about needs

Reach out to the faith communities

Recruit staff/volunteers who speak other languages

Make referrals to other agencies when appropriate

Provide a neutral space for community programming

Advocate for immigration rights and reform


How involved should the library be in promoting diverse cultures?

Programming should be driven by shifts in local demographics

Programming could be brought to you by members of the public

Provide neutral space; don't necessarily have to design programs

Collections- driven by makeup of community; they won't come in if there aren't things here for them. Also, be mindful to have infrastructure (cataloging capability) before purchasing materials, building collections and courting groups.

Present film screenings, bi-lingual storytimes by native speaking volunteers, ESL classes, cooking demonstrations, work with specific local agencies (for example, not just Asian; rather Chinese, Vietnamese, Korean)

When it is hard to find books in a particular language, try to collect periodicals.

Recruit librarians with foreign language skills

Balance space and collection with community need

Use census data (realizing that that data may be 10 years old)

Recruit Friends and Volunteers from local ethnic groups

Offer your webpage in other languages (see SPL)

Partner with refugee development center (Lansing MI library created outreach to refugee teens and now works with young adults who are from Sudan, Liberia, Afghanistan, Cuba and Somalia)

Create library videos using teens from various communities (Hennepin County created "How to use the library" videos in a variety of languages)

Host conversation clubs

Translate forms

Teen Groups should have liaisons from different ethnic groups

Work with local language schools

Create an oral history project


How does the library benefit?

Helps us achieve our mission of access to all and learning for all

Outreach to underserved communities and talking up library services

Publicity for library

Invitations to outside groups to share their culture = automatic programming

Could lead to increased budget

Library as community meeting place

Engage community in conversation

Better signage and graphics

Public awareness of smaller communities

Hire more diverse staff and increase cultural competencies

A more culturally sensitive staff

Central Library: Crowned Jewel or Tarnished Tiara?

Presented by the Directors of the Denver, Vancouver, Seattle and Cincinnati Public Libraries


Topics to consider:
Future of central libraries and neighborhood libraries
How can central libraries serve everyone?
Central libraries as research facility
The ebb and flow of subject departments
Central libraries as civic icon vs. neighborhood branch


Denver Public Library
Architect/Designer Michael Graves and CLIP
Who we are, how we live, how they use us?
Changing needs and expectations

Moved from a model of "being all things to all people at all locations" to a model based on market segmentation.

We now have a few different kinds of libraries:
Our Universal (online) library
Contemporary libraries
Learning and language libraries
Family libraries
Children's libraries
The Central library

Central library space planning: redesigned, renewed, reaffirmed
What doesn't work?

Created some new departments at Central, combined others.

Provide Roving Reference using Samsung Q1s. Provide reference help at point of entry.

Library as gathering place. Downtown Denver hosts "Fresh City Life" adult cultural programming. Library hosts events as part of that programming.

Interior design: moved from "Stacks and Rows" to Outward-facing shelves, middle aisle seating and lots of "wedding cake"-style retail displays.



Vancouver Public Library
What is reference anyway? Get out into the community.

Between February 07 and 08, Vancouver PL
Foot traffic down 10%
Circulation down 6%
Reference questions down 10%
...forced to consider another model.

A focus on Central library as neighborhood branch for residents in the surrounding community.

Tried to focus on working with specific communities like central neighborhood, the existing library community, the educational and literary community, community organizations, other levels of government and non-users.

VPL's current projects include:
Working Together
Ready to read--VPL's early literacy outreach via five children’s libraries
Skilled Immigrant InfoCentre

Central libraries should lead partnerships where appropriate AND partner with, but let other groups lead, where appropriate.



Seattle Public Library
How do we make the central library live?

The city of Seattle has seen an increase in the number of cultural opportunities, an increase in high-density housing (read: our "branch" users) and an increase in the diversity of our population.

SPL's Challenges
Keeping the central library space dynamic

Getting people here (after the initial fascination of visiting the cool new building.)

Getting them all to keep coming back

Reaching and engaging the "smart, young wifi guy"--one type of patron that staff observe who only seems to visit the library for the free wireless and for no other library program or resource.

Finding a balance between being a civic icon and being a warm, friendly branch.

SPL's focus
Cultural programming

Community engagement

Early learning

Lifelong learning (also, offering computer and other instruction at outlying branches)

Teens

Customers

SPL's Questions to consider
Icon or branch? Finding a balance.

Collection: Storehouse or audience draw? (Pulling or shifting collections between branches; focus on collection or spaces)

Staffing for the future: Librarians? Programmers? New skills taught or New jobs and job descriptions?

How do we use our space?

Whither the city? (focus on trends)



Public Library of Cincinnati and Hamilton County
The ML/21st Century project to examine the use of Central library.

Cinci's Issues--500,000 square foot building, 50 year old service model, 15 departments, 6 subject areas.

Project was data-driven and not brainstormed, because it is harder to argue with usage statistics.

Cinci's data gathering
Customer survey
Usage trends
Staff input
Trends in Public Libraries
Unobtrusive observations (the most important)

Old= Fiction, Non-Fiction, Films
New= Popular Library

Old=All departments subject focused
New= Information and Reference

Old= Young Adults
New= Teen Spot (8,000 square feet)

...also, Technology Center and Homework Central.

Handling Upset Patrons: from the irate to the insane

Presenter Warren Graham
[NOTE: I brought back a copy of Warren's book, if anyone would like to borrow it.]

4 levels of emotion
Anxiety
Belligerence
Out of Control
Calm


Anxiety
Patron is upset but civil.

Stop, look at them, listen.

Genuine empathy in the face of anxiety goes a long way.

I know you're upset, but we're gonna get this worked out.

Nod, tell the patron you understand.

I understand (not I agree--there's a difference)

Well now, let me make sure I've got this right... (then rephrase what you've heard)


Belligerence
Patron is getting out of hand, possibly yelling, slapping counter, cursing the library (not you).

Establish your credibility ASAP, but don't match their emotion.

Sir, you've asked me. Now let me explain it to you. We're gonna get this worked out.

We're gonna work this out, but I'm not going to let you yell at me.

Be careful if you are an emotional person. Don't sink to their level.

Do not tell them to calm down---instead say compose yourself.

Don't use words like rules or policy, instead say the library does not allow that.

Keep redirecting patrons back to the issue.

When dealing with patrons in this state, you may find that you have uncontrollable physical reactions like trembling hands, face is flush, butterflies in the stomach. That is your fight-or-flight instinct and it is completely natural. It does not mean that you can't handle the situation.


Out of Control
Patron is no longer cursing the library, they are cursing you.
They are communicating a threat, exhibiting aggressive movements.
They might be drunk or high.
You may have told them to leave and they say no.

If you are threatened, that is assault.
If they touch you, that is battery.
If you are threatened or touched, call police.

Many librarians have a reluctance to ban patrons. However, if you don't deny access to those who are destroying the library, then you are inadvertently denying access to other patrons who may not come to your library because you refuse to provide a safe environment.

It is important to treat everyone the same and to have established rules and guidelines.


Calm
The state that most of your patrons are in.



Now that you know the 4 levels, what do you do?

Identify which level your patron is in at the moment, then fall back on the strategies above that work 95% of the time.

You will build confidence the more you learn to identify and address each level.

Note: Make sure that your staff is not your problem.
Many times, it is the staff's inability to handle situations that escalates situations.

5 questions that you should answer

Am I passive or aggressive by nature?

Am I an emotional or logic-based person?

Am I introverted or extroverted?

Do I like people?

Do I like my job?

Homeless patrons: positive approaches

Moderated by SFPL and the Free Library of Philadelphia

SFPL has an Outreach Case Worker position on staff.
SFPL has clear rules of conduct and has tried to enforce these uniformly.

Talk to your city agencies that serve the homeless. Tell them "You're looking to help these people---they are here."

Try to partner with these agencies to provide service.

In Philadelphia, they realized that homelessness is often a symptom, not the root problem. The problem, they found, was often addiction and mental illness.

Address behaviors, not homelessness.

Mobilize library, police and social service agencies.
Work with organizations like Philly's Project Home. Work with outreach agencies.

Free Library of Philadelphia was having a problem with sex/drugs/bathing in public restrooms. They worked with an outreach group to employ recently-homeless individuals (clean and off the streets) as bathroom attendants. Attendants did light housekeeping duties in the bathroom and provided information and referrals to homeless individuals. This program has been a huge success.

Director commented that city agencies want "to ride along a winner" —funding will come. Their sponsors have been Bank of America, Starbucks, MetroBakery. They've opened an internet café, also staffed by recently-homeless individuals.

SFPL: It is important to advocate at the city level. Administrators should go to city meetings. SFPL's administrators talk to social services. They have worked with Public Works who hose down library sidewalks everyday (They were having nightly issues with trash and human waste on sidewalks). Health care workers do sweeps of the library and offer assistance. Mental health department does outreach in the library two hours per day.

SFPL:
Importance of clear code of conduct and behaviors.
Equal enforcement among all staff.
Create a consequences list-- If you do this, then this will happen to you --penalties for 1st, 2nd and 3rd infractions. Clear these with your library board and city attorney.

SFPL established a Homeless Outreach Team. (HOT workers, or "the Hotties") Find an agency who can use your site as a location. The HOT team is not employed by the library; however, they use library space.

They also work with a library team called the Change agents, a group of SFPL staff who were sympathetic to homeless.

Remember not to profile individuals. It is better to give your outreach staff jackets or something to designate them. This group can also design training for your staff (Mental Health 101 or Drug Abuse 101).

Free Library of Philadelphia: There was a citywide task force on homelessness. Director attended the meetings of that group. They primarily work with homeless. The director commented that he originally saw the homeless as the library's "problem." Working with the task force changed the way he thought and the task force found ways that the library could help this population that was within the library's mission.