immediately settled on the topic of total quality man- agement (TQM). ... an interest in applying TQM principles at University. Library Services ... reading list for the Journal Club group. (The list is available from the authors.) The first articles club ...
Brief communications
Journal Club with a mission By Brenda L. Seago, M.L.S., M.A. Medical Reference Librarian Lynne U. Turman, M.S.L.S. Medical Reference Librarian Andrea S. Horne, M.I.L.S. Medical Reference Librarian Philip Croom, M.I.M., M.L.S. Collection Management Librarian
Tompkins-McCaw Library Medical College of Virginia/Virginia Commonwealth University 509 North 12th Street Richmond, Virginia 23298 Karen Cary, M.L.S. Business Reference Librarian
James Branch Cabell Library
Virginia Commonwealth University 901 Park Avenue Richmond, Virginia 23284
Three medical reference librarians at TompkinsMcCaw Library at Medical College of Virginia/Virginia Commonwealth University, interested in trying the concept of discussing a topic of mutual interest as an alternative means of obtaining continuing education credits, formed a Medical Library Association (MLA) Journal Club group in February 1992. The trio immediately settled on the topic of total quality management (TQM). TQM is a buzzword in health care, but the group wanted to find out more about it, in part because the medical center was involved in the TQM initiative, and the library director had expressed an interest in applying TQM principles at University Library Services (ULS). Others within ULS were invited to join the Journal Club group, with the intent of maintaining a small and workable group. Librarians involved in collection management, special collections, media production, and business and academic reference signed up to join the group. A convener for the group was named, and a tentative schedule was set for the six required ninety-minute meetings necessary to earn the four MLA contact hours. Participants volunteered to search for readings on TQM that might interest the whole group. They checked the library for books and conducted literature searches in different databases to find journal articles specifically addressing TQM in health care, libraries, universities, and business. Personal referBull Med Libr Assoc 82(1) January 1994
rals also led to relevant information. For instance, the leader of the TQM efforts at the university medical center provided many additional sources, including unpublished ones. The best articles from these different sources then were chosen to form the required reading list for the Journal Club group. (The list is available from the authors.) The first articles club members read introduced and defined TQM. Subsequent articles dealt with implementing TQM, TQM in the service setting (emphasizing health care organizations), and the Malcolm Baldridge National Quality Award. This sequence facilitated the group's understanding of TQM. The convener's role was to schedule the rooms, to get copies of the articles to members, to complete necessary paperwork, and to remind participants of reading assignments. Members of the group knew each other and had comparable levels of knowledge about the topic, a situation that encouraged open expression of opinions. Once the topic of the day was introduced, the discussion flowed freely, with all members participating. The discussions were loosely structuredoften generating new but related issues and thoughtprovoking remarks. At each weekly meeting, group participants discussed the new information provided by the readings, building upon and refining what already had been learned. The composition of the group allowed for several perspectives: how TQM might apply to libraries in general and to medical and academic libraries specifically; TQM and the large, urban university; and TQM and the state bureaucracy. A large portion of the discussion, which provoked strong reactions, both positive and negative, centered on the relationship between the readings and how they applied to library settings. The group raised serious questions regarding the application of TQM to a public university environment.
GROUP DEVELOPS LIBRARY MISSION STATEMENT During the time that the Journal Club group met, the library was preparing for an accreditation review by the Southern Association of Colleges and Schools. As part of the review process, documentation was required for evidence of compliance with various criteria. One of the criteria was that "each institution must develop for its library a mission statement consistent with its purpose" [1]. When the ULS mission document was examined, the library accreditation review committee felt the statement should be revisited. Originally written in 1984, the mission statement was a lengthy document setting forth fairly narrow goals rather than a library philosophy or purpose. The ensuing years, characterized by changes in 73
Brief communications
technology, the economy, and ULS itself, rendered the statement out-of-date. Indeed, the mission statement seemed to have little relevance for the current state of affairs. Because one of the fundamental components of a successful TQM approach is a clear, well-defined mission, members of the Journal Club group decided to put their learning into action by attempting to write a new statement for the library. As a first step, the group collected and discussed examples of mission statements from other institutions, organizations, and corporations. These statements took many forms and had a variety of titles or names, such as "quality vision statement," "aspiration statement," or "creed." After reviewing the statements, the group members engaged in a brainstorming session to come up with ideas and concepts for the new library mission. The results of this session formed the foundation for a new statement and the beginnings of a list of values on how to accomplish the mission. The following statement, although not a final product, was presented to the library administration for discussion: The mission of University Library Services is to facilitate access to information in support of the educational, research, service, and patient-care efforts of Virginia Commonwealth University.
At the writing of this article, the statement had been adopted on an interim basis by the health sciences campus library, and it continues to be the focus of discussions among library administration and department heads. Drafting a new mission statement was an excellent way for Journal Club members to demonstrate the effectiveness and impact of a self-study educational program for professional development. By choosing a timely topic and then applying the newly acquired knowledge in an actual work situation, participants succeeded in making the Journal Club a valuable
learning experience. CONCLUSION What made the Journal Club group successful? A combination of factors contributed: the selection of a topic of interest to everyone; the group's flexibility in letting the group determine its own direction; the characteristics of the professionals involved, who felt free to express opinions; and, less importantly, the timing of group meetings. The topic was selected first by three librarians interested in knowing more about TQM. Then others expressing an interest in the topic were invited to
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participate. Initial interest in the Journal Club was high, but attendance and interest later waned. The group was left with a core of individuals committed to pursuing the topic. Of course, the three individuals participating in the Journal Club group for MLA credit had an added incentive to complete the process. Flexibility was the next key to success. Although it would have been desirable to schedule all six sessions at the very beginning, it was important to be flexible and to reschedule meetings if necessary. For example, it was not until the group actually had read a few articles defining the topic that participants knew they wanted to investigate TQM case studies. At each meeting, the group decided on the particular point of discussion for the next meeting. This process assured that the topics and discussions were meeting each Journal Club member's needs. The group was also flexible about the number of articles to be read. Participants were willing to read as many articles as necessary when investigating a particular aspect of TQM. The third key to success was that Journal Club members felt free to express opinions and to disagree. Group members took the broad concepts and tried to figure out how changes could be made within specific departments. This was a useful exercise, if only to examine existing situations from different perspectives.
Finally, the best time for the Journal Club group to meet was around the lunch hour, because other meetings usually were not scheduled at that time. This timing worked well, especially when everyone could bring a brown-bag lunch. Journal Club groups should be careful in selecting meeting times to make regular participation as attractive and painless as possible. Everyone felt the Tompkins-McCaw Library Journal Club group had been a success. Group members learned a lot about TQM, and applying its principles in revamping the library's mission statement increased the group's sense of accomplishment. One final benefit was that after six weeks of meetings, participants knew each other and their jobs much better than they had before. This is perhaps the ideal result to be expected from the use of TQM principles to create a more productive work environment. REFERENCE 1. SOUTHERN ASSOCIATION OF COLLEGES AND SCHOOLS. Criteria for accreditation: Commission on Colleges. 8th ed. Decatur, GA: The Association, 1992:45.
Received October 1992; accepted April 1993
Bull Med Libr Assoc 82(1) January 1994
