►
From YouTube: Keynote: Change Management
Description
Speaker: Stephanie Chase - Executive Director, Libraries of Eastern Oregon & Principal Founder, Constructive Disruption
B
Thanks
lizette
and
thank
you
everybody
for
having
me
today.
I
hope
my
sound
is
good.
I'm
in
an
office
today,
which
I
don't
usually
do,
and
so
I'm
so
used
to
having
you
know
my
big
headphones
on
at
home.
So
it's
kind
of
freeing
to
just
speak
publicly,
but
again,
thank
you
for
having
me
today
to
be
part
of
your
conference
and
part
of
really
your
conference
theme
to
get
you
know
about
being
online
together,
and
so
I
want
us
to
think
today
about
the
opportunity
to
do
work
so
together.
B
B
B
What's
really
stuck
with
me
throughout
this
intervening
time
is
the
amazing
collaboration
of
the
kohak
community.
It's
something
truly
unique
and
something
to
be
treasured,
I'm
so
thankful
to
have
kept
friends
and
colleagues.
I
met
during
my
direct
involvement
and
to
continue
to
see
the
excellent
work
of
the
community.
I
just
want
everyone
in
the
moment
to
take
a
minute,
just
close
your
eyes
and
celebrate
that
special
community
that
you
belong
to
and
that
you
contribute
to
because
it
really
is
something
to
truly
be
celebrated.
B
B
B
The
purpose
of
acknowledging
the
local
land
is
to
tell
the
story
of
the
co-evolution
of
land
plants,
animals
and
humans,
who
were
here
before
people
from
europe,
began
replacing
local
history
with
their
own
and
to
fill
in
the
native
history.
That's
been
missing
from
our
awareness,
a
land
acknowledgement
recognizes
and
respects
indigenous
peoples
as
the
traditional
stewards
of
the
land
and
that
the
relation
and
the
relationship
that
exists
between
indigenous
peoples
and
their
traditional
territories.
B
So
you'll
remember
that
I'm
asking
us
to
focus
on
the
together
part
of
your
conference
theme.
As
I
mentioned,
the
collaborative
nature
of
the
koha
community
is
one
of
the
most
treasured
elements
for
me
and
it's
evident
looking
across
the
conference
schedule,
looking
at
the
words
used
to
describe
their
presentations,
I
see
words
like
adaptability
like
investigate,
learn
teamwork.
B
I
see
colleagues
working
to
present
complex
processes
in
an
an
understandable
way
and
I
see
a
focus
on
the
things
we
do
and
we
do
better
together.
Open
source
is
collaboration
in
action
every
day.
Think
of
how
many
ways
there
are
to
participate
in
the
community
and
offer
your
expertise
think
about
how
the
whole
foundation
of
open
source
software
relies
on
the
community
to
band
together
and
decide
where
to
head
next,
where
to
invest
resources
and,
what's
most
important,
some
of
you
listening
may
remember.
B
B
Managing
and
leading
change
has
long
been
a
passion
of
mine,
in
addition
to
my
engagement
with
the
library
community,
I'm
also
a
member
of
the
association
of
change
management
professionals.
It's
on
this
theme
of
managing
change.
That
lizette
asked
me
to
come
and
speak
with
you
speaking
about
change
management
is
something
I
love
to
do.
B
B
We
need
to
be
really
thoughtful
about
our
timing
and
that
saving
money
is
good,
but
helping
people
understand
the
benefits
they
can
expect
is
even
better.
Pilot
projects
are
a
great
way
to
start
and
that
we
really
have
to
make
sure
when
we're
working
on
something
new,
something
that's
innovative,
something
that's
a
little
unknown.
We
really
need
to
emphasize
the
mutual
need
that
we
have
that
this
thing
whatever
it
is,
this
change
can
really
help
solve.
B
With
each
of
these
points,
I
really
see
how
important
collaboration
is
to
doing
this
work
and
with
each
reflection.
I
think
we
see
lessons
learned
that
are
equally
relevant
today.
I'm
not
sure
that
I
would
change
any
of
those.
I
see
them
in
the
change
projects
that
I've
led
since
then.
I
think
we
see,
even
though
I
didn't
realize
it
at
the
time,
an
adherence
to
the
principles
of
change
management.
B
There
are
a
few
that
I'd
like
you
to
think
a
little
bit
more
about.
So,
let's
start
with
the
idea
of
being
open,
I
find
that
when
you
offer
lots
of
options
for
people
to
engage,
they'll
find
a
way
to
do
so
and
they'll
find
a
way
to
do
it
in
a
way
that
they're
comfortable
people
want
to
see
themselves
and
the
work
that
they're
asked
to
do
to
see
their
contribution
and
the
difference
their
contribution
makes
again.
This
is
nothing
new
for
the
open
source
community.
B
B
I
think
engagement
can
also
transform
the
status
quo
so
take
a
moment
and
to
just
step
beyond
what
you
know
and
what's
comfortable
for
you,
that's
what
we're
being
asked
to
do
on
a
regular
basis.
When
was
the
last
time
you
took
a
risk
and
you
explored
something
new.
So
each
of
us
here
today
are
working
in
an
organization
that
has
a
tolerance.
B
I
would
say,
or
preference,
even
for
change,
which
is
ultimately
about
taking
a
risk
and
that's
because
you've
chosen
to
support
a
key
tool
in
your
libraries,
which
is
your
catalog
in
a
manner
that
is
radically
different
from
the
majority.
The
way
the
majority
chooses
to
that's
good,
but
we
can't
stop
there.
We
need
to
be
constantly
pushing
at
the
boundaries
of
our
work.
B
Again.
People
want
to
hang
on
to
what
they
know.
It's
well
documented
across
many
areas
of
our
lives,
but
people
also
want
to
feel
the
joy
and
the
success
of
development
and
of
developing
and
moving
forward
the
status
quo.
What
exists
currently
is
rarely
truly
rewarding
for
anyone
but
the
powerful
few,
but
people
will
hold
out
kind
of
stewing
in
that
status
quo
thinking
they
can
outlast.
B
We
need
to
each
individually
be
open
to
change
and
our
role
in
it.
We
need
to
become
comfortable
at
the
front
or
at
least
in
the
middle
of
the
pack.
We
need
to
share
to
transmit
our
willingness
to
be
open,
to
possibility
it's
how
we
individually
grow
and
develop
it's
how
we
draw
people
to
our
cause
and
it's
how
great
things
happen.
B
We
have
to
always
also
have
that
bias
towards
action.
We
have
to
be
communicating
about
moving
forward
and
that
we
are
moving
forward.
How
we
choose
to
talk
about
this
bias
toward
action
is
really
significant.
Our
word
choices
are
important
because
they
position
the
work
that
we're
doing
and
they
set
expectations.
B
If
change
is
constant
and
we're
always
going
to
be
tweaking
what
we're
doing,
you
know
sometimes
a
little
sometimes
a
lot,
we
need
to
also
emphasize
that
there
is
no
done.
We
have
to
think
about
the
language
we
use,
just
even
in
communicating
about
our
projects
about
the
terms
we
use
that
we
use
there's
only
the
perpetually
iterative
process
of
improvement
and
our
language
needs
to
support
that.
B
B
B
I
think
that's
true
broadly,
where
as
individuals
and
those
operating
in
a
system
must
take
strong
action
in
support
of
our
communities
of
color
to
keep
democracy
alive
to
address
systemic
inequity,
it's
also
true
immediately
too,
as
covid
spread
around
the
globe
and
stay-at-home
orders
were
put
in
place.
You
must
acknowledge
that
everyone's
lives
changed
almost
overnight.
B
Our
individual
futures
are
individual,
are
incredibly
uncertain
and
our
collective
future
is
absolutely
going
to
look
different
than
our
collective
past.
We
may
not
know
exactly
what
we're
going
to
do
short
or
long
term,
but
we
do
know
we
need
to
do
it
with
kindness,
with
empathy
and
with
care.
This
is
the
bias
to
action
we
can
and
we
should
have.
B
B
For
example,
if
you
take
kind
of
the
current
situation
that
we're
in
people
are
certainly
still
mourning
their
ability
to
move
freely
and
the
opportunities
they
had
to
gather
and
socialize
they'll
also
mourn
the
loss
of
the
flexibility
that
we've
gained
when
we
have
to
return
to
coming
to
work
entirely
in
person
or
that
all
of
our
business
needs
to
take
place
face
to
face
if
we
reduce
virtual
options
or
work
from
home
ends
up
being
suspended.
Whenever
that
may
be,
I
see
these
changes
in
my
own
life.
B
The
time
I've
gained
from
no
longer
needing
to
commute
the
changes
I've
been
able
to
make
to
what
we
eat
as
a
family
and
increasing
our
vegetarian
meals,
because
I
have
more
time
to
prep
and
to
research
the
pleasure
of
not
having
to
get
up
really
early
to
fit.
In
my
stretching
or
my
yoga,
because
my
teenagers
don't
need
to
get
to
school
as
early
anymore,
losing
any
one
of
those
things
will
be
a
loss
and
losing
them
all
will
be
honestly
as
devastating
as
having
my
whole
former
status
quo
up
ended.
B
So
I
think
it's
really
important
to
take
a
moment
and
think
about
what
changes
happened
in
your
lives,
they're,
personal
or
professional,
and
what
you
hope
will
stick
from
that.
How
can
we
move
forward?
Really
learning
caring
for
the
lessons
that
we
learned
the
positive
lessons
that
we
learned
from
this
time.
B
These
are
two
things
that
we've
already
touched
on,
creating
and
then
communicating
a
vision.
Again.
Two
things
we've
already
talked
about
really
falls
under
the
unfreezing
right,
the
unlearning,
the
loosening
up
the
opening
the
opportunity
to
do
new
things,
steps
five,
six
and
seven.
So
removing
the
obstacles,
creating
short-term
wins
and
building
on
what
we've
done
are
really
in
that
making
change
happen
right
in
that
change,
middle
change,
section
right.
B
B
It
can
be
hard
to
grasp,
but
right
now
is
a
perfect
time
to
undertake
a
transition,
because
two
of
the
major
blocks
to
change
have
been
completely
disrupted
for
us.
So
we
can't
go
back
to
the
way
it
was
before,
and
everyone
has
had
to
start
doing
something
new,
whether
we've
wanted
to
or
not,
we've
been
unfrozen
from
where
we
were
before,
and
so
before.
A
new
bias
for
the
status
quo
is
developed.
We
have
to
ensure
we're
painting
a
clear
picture
for
moving
forward.
We
have
to
take
advantage
of
that
urgency
in
connor's
model.
B
We
would
next
bring
together
a
diverse
group
of
people
to
help
us
guide
through
the
change,
so
connor,
of
course,
in
thinking
about
a
work
environment,
says
scripture
participants
outside
of
senior
management.
Everyone
in
the
group
should
be
well
connected,
although
that
definition
of
well
connected
might
vary
from
participant
to
participant.
B
I'm
going
to
touch
on
that,
just
in
just
a
minute
a
little
bit
more,
but
I
did
want
to
add
if
you
want
to
learn
more
about
this
model,
he's
written
a
number
of
articles
for
the
harvard
business
review
and
he
can
you
can
read
his
book.
I
think
the
most
helpful
article
is
his
1995
article.
It's
entitled
leading
change,
why
transformation
efforts
fail
and
you
can
find
that
easily
online.
B
B
B
The
mistake
that
we
often
make
in
change,
work
and
in
moving
things
forward
is
that
we
work
really
hard
to
get
this
group
on
board
when
they
are
the
least
likely
to
do
so.
So
we
create
timelines
and
processes
that
work
to
bring
that
group
along
and
it
is
to
the
detriment
of
everyone
else,
all
the
rest
of
that
majority
who's
participating.
B
B
I
really
think
of
them
as
the
saboteurs
on
this
version
of
the
bell
curve.
We've
all
worked
with
them,
and
I
bet
we
remember
them
from
when
we
implemented-
opens
our
open
source
catalog,
no
matter
how
long
ago
it
was
that's
the
this
is
never
going
to
work
and
I'm
just
going
to
hold
out
right
and
I'm
gonna
undermine
this
group
right.
So
I'm
not
just
gonna
sit
here
and
wait,
but
I'm
gonna
see
what
I
can
do
to
stop
this.
B
I
think
we
probably
all
have
experiences
working
with
people
like
this
again
personally
or
professionally,
as
we
try
to
move
things
forward,
but
I
really
like
this
version
of
this
kind
of
change
management
adopt.
You
know,
adoption
curve
because
it
the
roles
that
people
play
are
so
clear
right.
We
see
that
last
15
or
20
percent
they're,
not
just
laggards
right
they'll
work
actively
against
what
we're
trying
to
establish
they're,
defectors
and
adversaries,
and
we
have
to
ask
ourselves:
why
do
we
spend
so
much
time
and
resource
on
them?
B
B
If
we're
in
management,
we
need
to
give
those
ability,
the
people-
you
know
those
people
the
ability
to
lead
from
where
they
are
right,
and
if
it's
you,
if
you're,
not
in
management,
you
need
to
take
the
initiative
to
lead
from
where
you
are.
You
need
to
use
the
power
of
that
connection,
that
curiosity,
that
you
have
to
help
move
work
forward
if
we
use
our
ambassadors
wisely
right,
so
the
ones
who
need
little
to
no
effort
to
get
on
board,
then
the
early
majority
is
where
we
can
really
make
the
most
impact.
B
B
I
ask
for
staff
ideas
on
how
to
work
towards
solving
a
problem,
to
better
understand
the
fears
in
that
early
majority
group.
I
make
sure
that
people
who
are
in
that
group
can
see
what's
happening,
see
the
benefits
of
what's
happening
and
make
sure
they
can
see
their
role
in
implementing
or
supporting
the
change
or
the
process.
And
again
this
might
feel
really
easy
to
do
if
you're,
in
a
position
of
authority
right,
connoted,
formal
authority.
But
you
have
the
ability
to
do
this.
B
Whatever
your
position
is
because
again,
what
happens
is
that
if
you're
in
that
ambassador
group
at
the
front-
and
you
can
pull
along
that
early
majority
group
again,
even
if
you're
in
that
early
majority
group
you're
pulling
along
that
neutral
group,
so
the
power
of
your
connections
that
you
have
your
willingness
to?
Try
your
curiosity,
all
of
those
things,
even
they
don't
feel
like
leadership
opportunities,
are
those
informal
leadership
opportunities
that
happen
in
action.
B
So
they
can
become
your
biggest
supporters
because
they
are
the
ones
who
can
move
the
peers
in
that
late
majority
or
neutral
category
in
that
category,
that
green
category
on
this
curve
they're
the
ones
who
are
waiting
to
see
what
others
do,
but
don't
want
to
be
left
behind
right.
So
they
don't
want
to
be
out
in
front,
but
they
don't
want
to
be
left
behind,
and
so
now
you've
got
85
of
your
staff
along
for
the
ride
right
and
the
others
either
need
to
get
on
board
or
get
off.
B
So
we
have
to
develop
and
implement
change
processes
that
help
us
hear
a
range
of
voices,
help
strengthen
our
our
collaborations
and
create
a
more
inclusive
process
instead
of
letting
the
exclusionary
and
the
oppressive
thinking
of
the
bottom.
20
lead
your
change
process,
create
the
space
for
diverse
voices
and
experiences
in
your
ambassadors
and
help
their
inclusionary
feedback,
even
if
it
is
critical
at
first
shape
a
project,
so
the
squeaky
wheel,
isn't
always
in
our
defector
or
our
adversary.
B
Group
are
often
sitting
at
the
front
in
that
innovators
or
that
early
adopters
group
think
here
again
about
how
important
language
is
and
what
is
perceived
as
a
complaint.
Is
there
a
call
to
action
or
a
call
to
inaction?
Somebody
asking
to
do
something
asking
to
contribute
or
asking
to
not
move
something
forward,
so
the
first
right
with
that
call
of
action
is
probably
an
innovator
and
the
second
in
that
kind
of,
let's
not
do
anything.
Let's
not
go
anywhere
is
probably
a
defector.
B
Is
the
language
used,
especially
if
it's
a
complaint
calling
people
together?
Is
it
calling
on
us
to
find
our
shared
vision?
Is
it
calling
on
that
shared
humanity
speaking
with
purpose,
speaking
with
vision,
is
the
expression
of
loss
right
or
even
sometimes,
anger,
tied
to
grief
and
not
tied
to
a
loss
of
power?
That's
an
innovator
language
that
excludes
or
oppresses
that
seeks
to
maintain
the
status
quo,
especially
at
the
expense
of
others
seeks
to
consolidate
rather
than
share
power.
That's
an
adversary.
B
For
me,
one
of
the
most
important
concepts
to
the
way
I
think
about
change
and
working
to
adapt
services
is
something
I
heard.
Bob
quinn
of
the
university
of
michigan's
ross
school
of
business
say
that
maintaining
the
status
quo
is
the
path
to
a
slow
death.
Think
about
it.
You
can
never
be
great.
If
all
you're
doing
is
keeping
things
the
same,
you
can
never
rise
above
excellence,
he
says
is
dynamic.
B
B
It's
also
really
important
to
recognize
that.
There's
a
difference
between
what
you
do
so
the
what
and
the
how
you
do
it
so
again,
we
can
choose
to
lead
with
purpose
and
humanity.
We
can
choose
to
be
inclusive
of
contributions
that
welcome
and
expand
our
thinking.
We
can
choose
to
celebrate
the
individual
elements
that
together
make
a
greater
whole
and
celebrate
processes
that
focus
on
collaboration,
so
bob
sutton,
who
is,
I
forgot,
to
move
the
screen
ahead.
Excuse
me
he
was
a
stanford
professor
in
organizational
development.
B
He
understands
that
we've
been
undertaking
the
same
thing
right.
We
the
same
doing
and
have
wildly
different
results
because
of
the
how
we
did
it.
So
the
quote
after
this
goes
on
to
say:
change
often
entails
actions
that
upset
and
hurt
good
people.
Sometimes
it's
unavoidable
in
change
right,
but
if
we
accept
that
there
are
feelings
of
loss,
sometimes
significant
loss
are
the
reality
for
people
going
through
change.
We
can
be
acknowledging
them
openly
and
we
can
acknowledge
them
with
empathy.
B
We
can
be
clear
what
has
ended?
We
shouldn't.
Let
people
struggle
to
figure
it
out
themselves.
We
need
to
give
people
information
as
much
of
it
as
often
as
we
can
and
be
sure
that
that
communication
is
supported
by
a
plan.
I
once
saw
a
presentation
on
managing
change
where
the
speaker
stated
quote:
plans
are
immensely
reassuring
to
people
not
just
because
they
contain
information,
but
because
they
exist.
B
So
again.
If
we
think
here
we
have
the
opportunity,
regardless
of
what
level
we
are
in
an
organization.
What
position
we
hold
to
help
acknowledge
loss,
help
acknowledge
grief,
help
support,
curiosity,
help,
clarify
information,
help
make
sure
that
people
have
what
they
need
to
come
to
closure.
To
move
on,
to
be
excited
to
celebrate
that
their
questions
are
answered,
so
we
can
of
course
expect-
and
our
administration
should
be
doing
that
for
us,
but
for
leading
from
where
we
are,
especially
through
a
change
process.
B
Here's
another
bob
quinn
quote
that
I
love
when
we
he
says
quote
when
we
commit
to
a
vision
to
do
something
that
has
never
been
done
before.
There's
no
way
to
know
how
to
get
there,
we
simply
have
to
build
the
bridge
as
we
walk
on
it.
I
think
this
is
such
an
amazing
image
right,
and
it's
part
of
why
I
love
this
quote.
If
you
need
to
get
to
the
other
side
of
the
river,
you
know
you
need
to
cross
it.
You
shouldn't
fret
about
the
fact
that
you
have
to
cross
it.
B
B
Look
at
what
you
need
to
do
next,
instead
of
the
details,
three
steps
ahead
right,
while
always
keeping
the
end
goal,
which
is
not
the
end
in
mind.
I
think
this
quote
is
just
a
wonderful
visual
for
handling
the
perpetual
world
that
we
live
in
crossing
the
river.
Is
that
end
goal,
but
we
clearly
wanted
to
cross
the
river
for
a
reason.
B
So
what's
next,
you
know
where
you
have
to
go,
and
you
know
in
general
what
you
have
to
do
to
get
there
if
you
focus
on,
what's
immediately
in
front
of
you,
you're,
always
in
support
of
your
end
goal,
and
you
think
about
how
you
can
have
many
people
contribute
to
making
that
happen.
We're
really
working
towards
that
end
goal
together
again.
That
together,
piece
is
something
I
find
really
essential
and
really
important
when
we're
thinking
about
again
living
in
a
world
of
massive
and
ongoing
change.
B
Perpetual
change
where
we
have
to
build
our
own
skills
acknowledge
our
own
fears
and
knowledge.
Our
own
needs
to
really
help
make
sure
that
the
project
that
we're
working
on
the
organization
that
we're
working
for,
or
even
just
our
own
personal
sense
of
success,
really
feels
acknowledged,
and
I
also
believe
strongly
that
working
together
really
highlighting
the
strengths
of
the
people
that
are
around
us.
B
Putting
those
strengths
together
to
work
toward
that
end
goal
right,
so
not
the
end,
but
that
end
goal
so
that
we
have
a
better
sense
when
we
get
there
of
the
skills,
the
the
strengths.
The
needs
really
helps
prepare
us
for
working
together
on
the
next.
The
next
goal,
the
next
step,
and
so
I
want
to
just
leave
you
remembering
this,
this
image
right.
So
remembering
that
quote,
if
we're
doing
something
that
we've
never
done
before,
there's
no
way
to
know
how
to
get
there
and
we
can't
let
that
stop
us.
B
We
have
to
build
the
bridge
as
we
walk
on
it.
So
I
want
to
thank
you
for
having
me
here
today
and
lizette.
I
think
we
have
plenty
of
time.
So
people
have
some
questions.
I
know
we
covered
some
big
kind
of
concepts
and
I
tried
to
give
some
concrete
ideas
that
you
can
use
if
you're
someone
who's
in
the
midst
of
change
or
managing
change
or
having
change
happen
around
you
so
be
happy.
A
A
A
B
I
think
we
feel
afraid
you
know
I
I
think
we're
so
used.
I
think
especially
right
here
in
the
us
or
in
you
know,
really
kind
of
like
western
dominated
hierarchy.
We're
just
we're.
So
I
expect
that
that
leadership
comes
from
above
us
right
instead
of
coming
from
next
to
us
or
coming
from
within
us,
but
they
we
have
such
an
opportunity,
and
we
know
this
right
because
we
can
support
or
we
can
undermine,
what's
happening
around
us
and
in
choosing
to
support
it.
B
Well,
I'm
so
pleased
that
people
found
it
helpful.
I
think
it's
again
when
we're
often
in
the
midst
of
change,
it's
hard
to
take
a
step
back
right
and
recognize
what's
happening
around
us,
and
I
think,
especially
over
the
past
six
months,
we've
been
dealing
with
this
right,
like
on
overload
times
ten
and
so
being
able
to
just
take
a
moment
and
again
celebrate
and
recognize
the
power
that
we
do
have
the
opportunity
that
we
do
have
and
and
the
contributions
that
we
can
make
and
how
powerful
they
are.
B
A
Month,
right,
yeah-
and
you
know
a
lot
of
us
are
making
changes
that
we
might.
You
know
that
we
needed
to
make
to
stay
relevant
and
stay
connected
to
our
communities
that
we
might
end
up
rolling
over.
You
know,
even
when
things
go
back
to
back
to
normal,
you
know
like
we're,
probably
going
to
keep
doing
curbside
pickup
at
our
library
forever.
A
B
B
Yeah-
and
you
know,
I
think
we
have
this
kind
of
you
know-
kind
of
universal
experience-
of
what
it
looks
like
to
make
changes
happen
very
quickly
right
and
I
think,
like
you,
your
story
is
similar
to
a
lot
of
stories.
I
hear
I
think,
particularly
from
public
libraries,
where
something
that
you
know
the
public
had
been
requesting
was
certainly
true
at
my
own
library.
You
know
in
hillsboro
where
people
really
wanted
drive
up
delivery
service
and
we're,
like
you
know,
drive
up
drop
off.
B
We
were
just
like,
oh
my
gosh,
with
the
volume
that
we
have.
The
number
of
you
know
right.
There
was
always
a
reason
not
to
do
it,
but
very
quickly
right.
We
had
to
make
these
quick
changes,
and
you
know
the
reality
is
for
many
of
us.
It
looks
like
by
the
time
we
would
even
think
about
being
to
kind
of
start
to
un
right
untangle
or
you
know
we'll
have
been
doing
them
for
a
year.
You
know,
and
that
is
that
is
long
enough
to
certainly
become
the
new
status
quo.
A
Yeah
for
sure
we
got
a
question
about
curbside
pickup,
just
like
what
is
it
so
we
how
we
have
it
set
up
is
our
patrons
like
make
an
appointment
during
set
hours
where
they
can
come
and
we've
done
it
a
few
different
ways.
You
know
when
we
were
closed.
We
were
doing
it
one
way
and
then
we
were
doing
it
another
way
and
then,
when
we
reopened
it
changed
again.
So.
B
Yeah,
I
think,
a
lot
of
libraries.
I
think
these,
like
a
lot
of
libraries
you're
doing
if
you
think
you
know,
in
kind
of
your
vestibule
or
in
your
front
doors
right,
you
often
have
the
staff
at
a
table
behind
theirs.
You
know
so,
if
you're
in
a
library
facility
where
people
cannot
come
in,
you
know,
people
line
up
and
just
like
most
of
us
are
doing
at
retail
right
where
we
pick
up
the
thing
that
we
ordered
ahead.
B
B
A
Not
have
to
worry
about
them
too
much.
I
know
I
actually
live
in
a
different
town
that
I
work
and
they're
doing
it
like
kind
of
similarly,
but
you
like,
they
have
a
parking
lot
right
by
their
front
door
yeah
and
they
just
put
it
like.
So
they
have
yeah
like
you
park
in
slot
one
two
or
three,
and
then
you
call
them
and
you
tell
them
your
name
and
which
slot
you're
in
and
then
they
print
it
out
and
they'll
either
like
put
it
in
your
car
through
a
window
or
like.
A
Yeah
well
in
like
for
quahog
bywater,
they
wrote
a
plug-in
for
curbside
that
we
haven't.
We've
installed
it
on
our
system.
Our
branches
haven't
started
using
it
because
we
were
actually
using
a
different
like
third-party
scheduling
software,
we're
training
our
staff
this
week
awesome.
This
is
awesome
but
like
since
we
have
that
and
it
won't
cost
extra
money
like
this
third
party.
B
A
B
Well
again,
thank
you
so
much
I
don't
know
if
you
have
more
that
have
come
through,
but
I
encourage
people
feel
free
to
reach
out
to
me.
I
you
know.
I
welcome
that.
I'm
terrible,
I
should
say
like
I'm
terrible
on
email,
but
I
will
write
you
back
just
not
as
quickly
as
if
you
have
questions
or
tag
me
on
twitter
a
little
bit
faster
there.
I
think
I
feel
about
email.
B
A
A
Yes,
so
we
have
a
little
bit
of
time
before
our
next
presentation
and
we're
gonna
go
ahead
and
take
a
break.
Our
next
presentation
did
get
changed.
Unfortunately,
george
isn't
able
to
be
here
this
afternoon,
and
so,
instead
of
his
sql
nerdery
you're,
going
to
get
my
neat
sql
tips
and
tricks
that
I've
put
together
since
friday
go
listen,
so
we'll
be
back
for
that
at
right.
That's
the
next
thing
at
12,
15,
pacific,
3,
15
eastern
in
about
half
an
hour
perfect.