ABSTRACT
Participative change management requires a staff structure which facilitates cross-departmental communication and innovation and a flexible response to changing circumstances. At the same time, most libraries need structures which provide sufficient stability for staff to carry out necessary routine tasks, and to build knowledge and expertise in their specialist subject or technical areas. Routine tasks are important in digital libraries as well as
traditional ones. Because there are no perfect structures for achieving both these things, libraries must organise their staff in ways which achieve the best possible balance between stability and responsiveness. This will most likely require hybrid structures of some kind. While the form these structures take will depend on the libraries’ own needs and circumstances, there are a number of approaches for achieving this balance.
