45 Association of Research Libraries Research Library Issues 294 — 2018 for the three departments, we initiated a reflective process where librarians were asked to complete statements in which they indicated their perceived strengths and preferred roles within the new organization structure (see Appendix). After the reflective statements were completed, the project team convened to place the librarians in positions aligned as closely as possible with their current skills, interests in professional growth, and their desired positions. All librarians were placed in one of their top three choices for positions. We went into this process knowing that change can be extremely difficult to manage. Key aspects of our approach to the reorganization included: • Focus: We felt that it was better for everyone involved if we communicated and kept to a timeline, rather than allowing the process to drag on without an end in sight. That said, we adjusted our schedule if necessary. • Transparency: When we didn’t know the answer to a question, or solution to an issue, we admitted it. We made clear when particular issues would require the departments to work together, rather than imposing a solution. • Iteration: We sought feedback through a variety of channels—in- person and online, anonymous and not—and made adjustments to continuously improve our plan. Reorganization Timeline From start to finish, the active reorganization process took four months, from late May through late September 2017. We have included the timeline below. The timeline does not include the weeks in which we did the initial information-gathering steps as described above, but we do allude to when we discussed them in group meetings.