62 Association of Research Libraries Research Library Issues 294 — 2018 we made several adjustments in exact dates due to foreseen and unforeseen circumstances, we were able to successfully make the transition over a four-month period. Additionally, we initiated the reorganization over the summer, which benefited us given that we weren’t vying for everyone’s attention during the academic year. • Recognize that change is difficult and that people will react in different ways. We experienced a variety of reactions from librarians affected by the reorganization, ranging from disappointment to excitement. Regardless of their overall attitude toward the new change, we anticipated that they might still feel anxious at one point or another. We did our best to be supportive and empathetic throughout the process. • Be collaborative and flexible. If we hadn’t been willing to adapt our initial approach to this process, we would have missed out on the opportunity to involve the Collections unit in the reorganization. • Provide something for affected librarians or other library colleagues to react to. We found it difficult to prompt useful discussion without providing documentation or a written outline of ideas so we aimed to do so when possible, even when materials were still in draft form. This is beneficial in a few ways. It help minimize uncertainty about what leadership has in mind. It can also serve as an important catalyst for discussion and feedback. • Work proactively with Human Resources (HR) and/ or Labor Relations. Depending on the organizational environment and HR policies and procedures, it is important to have early conversations with HR staff and labor relations (as appropriate). UCR has both librarians and staff in bargaining units, so there were specific protocols we needed to follow to revise job descriptions. In fact, we added some padding to the implementation timeline to accommodate the necessary discussions.