front cover of Integrated Library Planning
Integrated Library Planning
A New Model for Strategic and Dynamic Planning, Management, and Assessment
Myka Kennedy Stephens
Assoc of College & Research Libraries, 2023
Many library project plans, from small projects to institution-wide strategic planning committees, follow a linear trajectory: create the plan, do the plan, then review the outcome. While this can be effective, it also sometimes leads to disregarding new information that emerges while executing the plan, making the outcome less effective. Planning processes can also feel forced and predetermined if stakeholder feedback is not seriously considered. When this happens too many times, people stop offering their honest opinions and new ideas because they have learned that the planners do not really want to hear them.
 
In a concise seven chapters offering illustrations, charts, sample outlines, and many tools and resources, Integrated Library Planning offers a different kind of approach to planning that is both strategic and dynamic. It is fueled by open communication, honest assessment, and astute observation. Voices at the table, near the table, and far from the table are heard and considered. Its perpetual rhythm gives space to consider new information when it emerges and freedom to make changes at a time that makes sense instead of when it is most convenient or expected.
 
The era of fixed-length strategic plans is coming to an end. Five-year strategic plans had already given way to three-year strategic plans, and now we find ourselves needing to plan and function when nothing is certain beyond the present moment. The components of this model might look deceptively similar to the strategic planning practices used in libraries and organizations for decades; however, when implemented as a whole, with a monthly review cycle on a rolling planning horizon and space for regular analysis of information needs and behavior, it has the potential to shatter any previous notions of planning that serve only to satisfy administrators. Integrated Library Planning can help libraries effectively navigate and become agents of change.
 
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front cover of Three's a Crowd
Three's a Crowd
The Dynamic of Third Parties, Ross Perot, and Republican Resurgence
Ronald B. Rapoport and Walter J. Stone
University of Michigan Press, 2011
"A significant contribution to our understanding of minor parties and party system change. The authors develop a new theory and provide strong empirical evidence in support of it. They show that the Perot's candidacy has had a strong and lasting impact on partisan competition in elections.
---Paul Herrnson, Director, Center for American Politics and Citizenship Professor, Department of Government and Politics, University of Maryland

"Powerfully persuasive in its exhaustive research, Three's a Crowd may surprise many by revealing the long- ignored but pivotal impact of Perot voters on every national election since 1992."
---Clay Mulford, Jones Day and General Counsel to the 1992 Perot Presidential Campaign and to the Reform Party.

"Rapaport and Stone have written an engaging and important book. They bring fresh perspectives, interesting data, and much good sense to this project. Three's a Crowd is fundamentally about political change, which will, in turn, change how scholars and pundits think of Ross Perot in particular, and third parties in general."
---John G. Geer, Professor of Political Science at Vanderbilt University and Editor of The Journal of Politics

"The definitive analysis of the Perot movement, its role in the 1994 GOP victory, and the emergence of an enduring governing majority."
---L. Sandy Maisel, Director, Goldfarb Center for Public Affairs, Colby College

Three's a Crowd begins with the simple insight that third parties are creatures of the American two-party system, and derive their support from the failures of the Democratic and Republican parties.

While third parties flash briefly in the gaps left by those failures, they nevertheless follow a familiar pattern: a sensation in one election, a disappointment in the next. Rapoport and Stone conclude that this steep arc results from one or both major parties successfully absorbing the third party's constituency. In the first election, the third party raises new issues and defines new constituencies; in the second, the major parties move in on the new territory. But in appropriating the third party's constituents, the major parties open themselves up to change. This is what the authors call the "dynamic of third parties."

The Perot campaign exemplified this effect in 1992 and 1996. Political observers of contemporary electoral politics missed the significance of Perot's independent campaign for the presidency in 1992. Rapoport and Stone, who had unfettered-and unparalleled-access to the Perot political machine, show how his run perfectly embodies the third-party dynamic. Yet until now no one has considered the aftermath of the Perot movement through that lens.

For anyone who seeks to understand the workings of our stubbornly two-party structure, this eagerly awaited and definitive analysis will shed new light on the role of third parties in the American political system.
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