11 Association of Research Libraries Research Library Issues 294 2018 relationships and develop their support programs from scratch. There was no incentive to share knowledge across the liaison team because it was assumed that subject expertise was the defining factor in the work of librarians in other words, business and humanities librarians did not compare notes because it was not believed that they had anything in common. In the current team model, expertise is situated among team members, making it easier for librarians to share their workload or adjust responsibilities as needs arise. It is now possible to deliver sustainable programs, meet service-level expectations, and maintain momentum because sharing knowledge and expertise is a collective responsibility. More Strategic Partnerships The new model signalled a move from “individual-to-individual” to “program-to-client group” activity. Instead of relying on liaison librarians to push library services through their personal campus networks, programs were developed and targeted at specific user groups. The new model also afforded the opportunity to explore strategic partnerships beyond the academic disciplines. For example, the library regularly works with other support units on campus, including student affairs, teaching and learning support, campus computing, graduate studies, and the research office. With enhanced focus on these alliances, it is possible for the library to play a more active role in contributing to larger campus initiatives. Lessons Learned Training for Teamwork When the new model was implemented, training sessions were offered that focused on high-performing teams and the stages of team development (e.g., “forming, storming, norming, performing”). These sessions covered the general theory, but lacked an understanding of the local context. This new way of working simply did not come naturally
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