39 Association of Research Libraries Research Library Issues 291 2017 effort to build and further develop interpersonal communication among library colleagues, within and across departments. This communication development transcends librarianship, and while it does focus on the work, the need for improved communication centers around two fundamental components. First, an acceptance of meeting the constituents’ needs first, and second, a recognition that interpersonal communication and shared understanding are based on trust and must be cultivated over time, with patience and complete buy-in from all parties. These components require a shift towards understanding and valuing the holistic approach to the work, and what that means on an individual level. Beyond evolving roles, skill sets, and responsibilities, it is how colleagues interact internally that affects how they work with and relate to constituents. Critical to the development of these three areas is an examination, reflection, and evolution of interpersonal communications. In Library Conversations: Reclaiming Interpersonal Communication Theory for Understanding Professional Encounters, Marie Radford and Gary Radford “consider a view that sees conversation as a means of self-reflection, insight and behavioral change.”4 Approaching conversations this way creates cooperative opportunities to interactively contribute to the discussion, making the content and proceeding actions dynamic and shared. Upon examining several types of communication theory, Radford and Radford discuss a desired shift in focus from control and persuasion to communicating for feedback, moving the conversation beyond a transmittal of information to a receptive, interactive process. All library staff are responsible for how they communicate with each other, and the way messages are conveyed and shared is just as important, if not, at times, more so, as the content: “As communicators in professional settings, our role is to be the custodian of the communication process. We need to initiate, sustain and transform patterns of communication with our workplaces.”5 Again, this is not easy in practice, but it can be argued that consciously or unconsciously,
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