The Organizational Trap-Gap Framework: A conceptual view of library dysfunction. (March 2020)

• Record Type: Journal Article
• Authors: Acadia, Spencer
• Other Names: Bultrini Leda guest-editor.; Newman Wilda guest-editor.
• Is Part Of: IFLA journal. Volume 46:Number 1(2020)
• Page Start: 72
• Page End: 87
• Publication Date: 2020-03
• Subjects: Dysfunctional library -- library management -- knowledge management -- organizational behavior -- organizational development -- organizational learning -- organizational learning; Comparative librarianship -- Periodicals; International librarianship -- Periodicals; Library cooperation -- Periodicals; Library science -- Periodicals; 020.9
• DOI: 10.1177/0340035219870199
• Languages: English
• ISSNs: 0340-0352

Abstract

This article offers a conceptual framework of library dysfunction by defining it in terms of 'trap-gaps' that happen when libraries become stuck relying on their outdated, legacy habits that, in turn, lead to discontinuities in new organizational knowledge, competency, and strategy. According to the Organizational Trap-Gap Framework, library leaders may address trap-gaps by blending theories and methods from knowledge management, organizational learning, organizational behavior, and organizational development; supporting a new culture of learning that relies on the socially interactive and performative elements of play, questioning, and imagination; and applying new, reformed processes of knowing, competence, and strategizing. The article concludes with a hypothetical consideration of the trap-gap framework using lack of organizational communication as an example along with further reflection on pertinent issues related to library leaders' utility of the framework such as top-down dynamics, ethics, and cultural environment.