Organizational change and renewal: can strategic communication methods ease the pain? A case study from the University of Southern Queensland

Strategic communication is not solely the remit of ibrary managers and directors, but is the product of internal culture and engagement with the organisation’s brand. Libraries need to communicate strategically, in order to demonstrate to individuals across the organisation that their message is on point, and that they understand, are committed to, and actively support the university’s goals. Much of this work happens via the myriad of interactions library staff at all levels have with students and staff (and indeed community members) of all kinds. When the attitude and behaviour of library staff does not truly reflect the library’s and the university’s branding or goals, this undermines more explicit measures of value. It is important for the leadership of academic libraries to understand and influence how every library staff member views his or her role in the organisation, so that their communication is reflective of a confidence in themselves and their profession, and a solid understanding of their institution and the higher education landscape. In large-scale organisational change, both intellectual and emotional buy-in to the organisation can wane. We seek to show how a people-centred change process, rather than adversely affecting staff buy-in, could instead increase buy-in to the organisational change