1. One particular memory that still stands out in my mind is that through all of the debates we kept ourselves focused on the issues, and never let our differences become personal. I have always felt good about that, and it is one of the reasons why I was so pleased to receive Karen’s invitation.
2. For those readers who are familiar with Myers-Briggs, when a group of strong NTs who have not worked together previously are brought together and asked to problem-solve, wheel-spinning is the likely outcome of the initial meeting. It is too many decision-makers all wanting to solve problems.
3. Richard M. Dougherty & Carol Hughes, Preferred Futures for Libraries: A Summary of Six Workshops with University Provosts and Library Directors (Mountain View, CA: The Research Libraries Group, Inc., 1991), 19 pages.
4. When I began to use the techniques of “whole-scale” change, this planning/change strategy was known as “real-time” strategic change. Robert W, Jacobs, formerly associated with Dannemiller Tyson Associates in Ann Arbor, authored a book entitled Real-Time Strategic Change (1994). Recently a much more readable book was published by the 15 Dannemiller Tyson Associates entitled Whole-Scale Change: Unleashing the Magic in Organizations (2000). Both books were published by Berrett–Koehler Publishers, San Francisco.
5. There is not time to describe this transition change process, but a fuller description is available on my Web-site .