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Coping with New Directions: Developing a Growth Mindset
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Coping with New Directions: Developing a Growth Mindset
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Segment:0 .
Back to this cute couple up here. So my dad was a thrill seeker and change made him excited. He lived for change. He liked change. And the story that I tell that for me best illustrates that is when I was about five years old, my dad decided we all needed to learn to ski.
I've been skiing since I was five. It's been a lifelong habit. My whole family. Well, almost my whole family. Skis I'll get to that. And we all went off skiing. I remember being five, going to the ski shop with my dad and we rented equipment and we went off skiing.
I thought this was great. I was five. You were going to put me down a mountain on snow and I was going to go off. Later on, I started to do the math and I realized that my dad was 40 at that time. So at 40 years old, my dad decided to put two sticks on his feet and go down a mountain full of snow and New England crud ice.
That was a pretty big change and that was somewhat of a risk, but that pretty much. Illustrates my dad. My mom on the other side, not so much. Change was not something she was really comfortable with. She liked the status quo. She wanted things to remain the same. She was a warrior. Everything bothered her and concerned her.
But what she did bring to the table was this eternal optimism, and that's how she dealt with change. Whenever she thought about change, she instantly said, well, on the bright side, or the silver lining is. Oops gotta learn how to work these controls. So my point being that these are styles that people have to either embrace change, drive change, adapt to change and work within change.
So change is the only constant. I'm sure you've heard this saying it's been around for. 2,500 years. It was first accredited to the Greek philosopher heraclitus, and he didn't exactly say change is the only constant, but he said things like, nothing remains the same. You cannot step into the same stream twice. So this is a concept we've all heard ad nauseam.
And when I hear this, my reaction to it is I need to get with the program or risk being left behind. So it's something that we need to be dealing with on a regular basis. And so the question isn't. What am I going to do about this change. But how am I going to harness it and really make sure that I use it in a productive way.
And that I contribute to the change, that I enhance the change and sometimes even drive that change. So I want to talk a bit about how much change we deal with on a regular basis. And I dare say that we all adapt to change every day, all the time. And if you look at this graphic, so in the top, you see a seating chart.
That's our seating chart from today or from yesterday and today you've seen it a few times. This during the seminar. And how many of you are sitting in the same seats that you were in yesterday. You had an opportunity to change when you walked in the room this morning. But you didn't. But some of you did.
I did on purpose. I knew I was going to be talking about this. Add a little edge. How many of you flew here, took a train, even drove your car and there was a track change or a gate change or a time change or the GPS said recalculating. That was a change. And you absorbed that change and you moved forward. You had a different morning routine this morning.
You came in. I know when I'm home, I have a favorite mug. Heather sees it on Zoom all the time. I have my favorite brand of coffee. I have my favorite sweeteners and milk that I add to it. And here I am drinking coffee out of a paper cup with a plastic top. That's not how I usually do it in the morning, but I adapted to that change.
You stayed in a hotel last night. Lots of change involved there. We were talking this morning about not sleeping well, because you're in a hotel, you're in a different bed, you're in a different environment. My favorite is whether we could spend a whole day talking about weather and not because of climate change, but because look at this weather chart. Every day weather changes every minute.
Weather can change. The weatherman can tell you in the morning it's going to be sunny and by o'clock in the afternoon, it's raining. So these are the kinds of things that we're dealing with on a regular basis. So congratulations. We're all experts at navigating change and adapting to change on a regular basis.
All right. I'm going to belabor the point a little bit. I thought to myself as I was getting ready for this talk, what are some of the changes that are happening today, yesterday, the day before this week. Well, we all deal with meetings getting canceled and rescheduled and whatever platform we need to be on to conduct that virtual meeting. I went to the grocery store.
They were out of my favorite brand of milk. I had to buy a different one. An RFP came in. This is something regular in our work life. You have a to do list and boom, there's a new deadline. It's important. You have to start shifting things around. I rescheduled dinner with a friend. I rescheduled a doctor's appointment.
I was all set to stay home and sweats and watch a movie and cook dinner at home on Saturday night called a friend to wish him a happy birthday. And he said, hey, do you want to go out for dinner for my birthday. How could I say no. It's his birthday. Change of plans. No more sweats and homemade.
I think it was eggplant. Rollatini I changed my slides yesterday because as I was sitting here, I still didn't do it right. I realized that the closed captioning was going to cover up the bottom of my slides and I tried to move them up so that wouldn't be a problem. My point is the list goes on. We are constantly dealing with change on a regular basis. We drive change.
We embrace change. We adapt to change. We even reject, change or resist it. And that's OK. Just because something is changing doesn't mean that we have to participate in the change. We all know people who've been at organizations where things were changing and they decided to move on. It wasn't the environment they wanted to stay in or they decided to retire.
Change careers. So sometimes the activity around change is rejecting it or resisting. So I want to talk a bit first about change styles and identifying your change style. And this is just one framework. There are many others. You can go online and look up search for change styles, but I think it's important to identify your personal change style and understand where you're coming from when you're approaching change.
And then also where your colleagues and your teams are coming from when it comes to approaching change. And because it really starts with you. Sometimes people look at change and they think it's happening around me. It's happening to me. But you're part of the change in one way or another. And so understanding your change style is important. And there's no right or wrong, by the way.
Change style. And we need a diversity of change styles in order to make things work. We've talked here yesterday and today about that diversity, about bringing together people with different views and different approaches and how that makes the whole better. You can't all be originators or conservers and be able to move something forward, or you may be working with a team and understanding what their styles are and what they contribute is important.
So coming back to what's on the slide here, we have conservers. So these are folks who really prefer the known to the unknown. They don't like when they don't know what's coming, what's up ahead. They want structure. They want incremental change. They want to know what the plan is. What are we doing today. What are we doing tomorrow.
Where's our time to assess and make sure that we're moving in the right direction. And they really may be comfortable dealing with the unknown. We have pragmatists and they prefer to explore the change and really look at it from an objective point of view and go through and see what are the pros and cons here. How do we get this implemented. How is this a functional change.
How is this going to make things better. And then we have originators. My dad was probably an originator. Prefer to rip the Band-Aid off, really prefer faster and more radical approach to change. They may even change the challenge, the structure of the change that you're trying to put in place, and they may want to really radicalize the approach. So maybe not even just the change itself, but how you're approaching the change.
They may want others to do things differently. So just thinking about this, if you're comfortable, show of hands, how many folks in the room maybe identify themselves as a conserver? Thank you. Pragmatist how about an originator? Great wonderful.
Thank you for that. So again, no right or wrong answer here. And you can have different styles, by the way, for different changes. So you may not always be an originator. You may not always be a pragmatist, you may not always be a conserver. It may be on a change by change basis that your attitude or your approach or your preference comes through.
And the same may go for your teams as well. So resistance to change. And I said before, resistance to change is OK. It's a mechanism to review the change and to understand whether this is something that we think is right or we think we can handle. But when we do have and everybody has some resistance to change, no matter how much of an originator you think you are, you're going to have some resistance to change.
Because the question is why. And why we resist. Change has a lot to do with our comfort zone. So that comfort zone really represents obviously, where we like to be. We're used to it. It's something that we know what's going on. We don't have that unknown factor going on. But so what leads us out of or what takes us into the next area, into that fear zone takes us out of our comfort zone.
And it's that fear of the unknown and we start to listen to others opinions about. This change and those opinions might be negative or have negative aspects to them. We haven't made an assessment of our own. We don't really understand the change or the new direction, and we're not comfortable making our own assessment just yet. It's very unknown to us and we may look at excuses for why it won't work.
And that all leads us into perhaps a negative mindset. We talk about the challenges of the change. We talk about the barriers to change. We talk about the friction to change. But if we can get past that and get into what this graphic talks about being the learning zone, then we can start to get past that unknown. We can start to learn and understand what the change is about and what the opportunities for that change may be.
If we can get past that, into that learning and start to really explore and change our mindset. So that learning and knowledge really helps push us beyond the fear zone. Gaining understanding of the unknown. Learning about the change and the possibilities that it presents so that changing that unknown into more of a known.
What do we know. What do we think we know. Getting comfortable with the change and what we know about it. And one of the places to start is, is in learning to understand what makes our comfort zone comfortable. And usually that comfort zone is built around fundamental beliefs that we have accumulated over time or built up over time.
So, again, I'm going to ask you to raise your hands. How many of you have been in scholarly communications for five years or more. How about 10 years or more. 15 all right. I could go on, but. Well, we'll leave it at that. That's a good start.
So clearly, we all have experience here. We have a number of years, and we've built up some foundational beliefs around that, around working in this industry about working for our particular companies, about the people that we work with. We have these fundamental beliefs, and sometimes those fundamental beliefs stay in place for years. We establish them.
We park them aside and we don't look at them again. And we just continue to believe that's the way things go. When I think about this, I think about my son. I try really hard to stay. I was going to say hip, but maybe that's not even really the word I should use anymore, right. I try. I try to stay current. I try to keep involved.
I try to understand that things have changed and his world is different than the one I grew up in. I try everything to avoid that look that says, mom, that's not the way it's done anymore. But still, it happens. Because there are fundamental beliefs that we have and we have them across the board, work home, our personal lives. So I want to think for a minute to start us off.
We're going to go into breakout sessions, but before we do that. I want to think about some industry wide fundamental beliefs, and we've talked about some of them in the last day and a half. So thinking about things like impact factor or peer review, what are some fundamental beliefs. And we don't need to use the Mike's. I can repeat things that people say for a virtual attendees. What are some fundamental beliefs we have around peer review.
We talk just a few minutes ago about paying reviewers. Is there a fundamental belief. Or against that. What about impact factor. What are some of our fundamental beliefs about scholarly publishing, scholarly communications. What? research integrity.
That's a fundamental belief that needs to be in place. We need to make sure that our research is sound and it's conducted with integrity. Yeah, most of the systems work most of the time. Why change them. Why look at them. It's working.
Anything else. Yes right. So citations. Giving credit. There was something you said first. Simon values around what is valuable and what do we value.
Anything else is just meant to be a quick, quick examples. Yes if it doesn't work, should. Yes if it works, it doesn't mean we shouldn't try to improve it. I have often said to people that the worst thing that you can say to me is we've always done it this way.
Great Thank you. Thank you all. This is great. This is great. So You know, we want to take a look at these fundamental beliefs. We want to figure out what they are first, because sometimes they're so ingrained.
They're so fundamental. They're so back there that you don't even think about them. It's just routine. It's automatic. It's almost robotic, and you don't stop to think. Why do I believe this. Is this still true. Does this still apply. Is this still the right way to do this.
Do these beliefs still hold true and are they still valid. So this may require a mindset change, you know, and during the break, I said to might have been tilletti that. This is a group of people that are good with change on the whole. We all have our things that we don't necessarily like to change. Like don't put my milk Carton on the first shelf and the refrigerator.
That's not where it goes. But for the most part, just in listening to our conversations this last day and a half, we are generally as an industry, there are pockets where things don't change at all and haven't for centuries. The PDF but. Not centuries. No, but yeah, there are definitely pockets. But as a whole, we're open to New ideas.
But not everybody in our organizations are. And that's, you know, the other thing about today is maybe it's not so much learning for yourselves how to navigate change or navigate new directions, but how to help those around you do that as well. And it does require a bit of a mindset change. And we want to change our mindset. And let me back up a little bit. This is one exercise.
We have an hour less today to talk about methodologies for. New directions and change. We could have a whole new directions on this subject. So we just wanted to give you one thing that you could perhaps take away and utilize either yourselves or for your team. As you move forward. So it requires changing your mindset and focusing on the benefits and the opportunities presented by change rather than the barriers and the challenges.
And Mary did a good job this morning of asking her panel, what's your fear and what's your hope. And that is along these same lines. It's looking for that benefit. In the change. So we're going to go into breakout groups and we're a little behind. So I think we're just going to take about.
5 to 10 minutes on this one now. And if you're at a table with fewer people and you want to join with a table that has more people, that's great. One thing that I think we're going to skip over a little bit is we were going to talk about coming up with ideas for change, for the breakout groups to focus on. I think given the fact that we're low on time, I'm going to skip that and change.
That approach. And I'm going to give you the opportunity to think about in your groups, what's one area of change. That you want to talk about and think about something that you have a negative gut reaction to. It doesn't have to be wholesale. It could be just a piece of that change. So, you know, think about areas of submission systems. Could we change those.
Anna had a great comment yesterday in our breakout groups about having some sort of universal submission system. Think about we've talked about this morning preprints open peer review. Think about that. Are there areas in your business that you're thinking about right now that you're tackling that are areas of change that give you angst? Where's the money coming from if we flip everything to open access.
What is the open access model. Where is it going. Are you considering are you involved with transformative agreements. Are you considering subscribe to open. What are some of those changes in our industry. So I'm going to ask you all to pick a topic. Spend a few minutes thinking about what your fundamental beliefs are about that topic and then come up with a short list of the benefits for that topic.
And we'll try to do this really quickly because we're running short on time. All right. Everybody ready. And I will. I'll call time when we're about a minute in. Thank you. Well about how funders kind of dabble in this space.
They move at a quicker pace than we do our stately academic pace, but they want to move fast and break things. And so, you know, today they have this mandate and tomorrow they have that one. And we kind of struggle to keep up. They're quickly changing. Priorities can really keep us on our toes, not necessarily for the benefit of the science and just, you know, don't want all your eggs in one basket.
If you're a big funder, just dictates everything, including where the money comes from and what all the policies come from. We don't spread out what is inherently a collective enterprise in science. And the opportunity we said was with the Nelson memo and some other funders talking about this. It's raised the it's raised the Specter of the Specter. That sounds like Specter, but it's raised the profile of open access in some fields where it has not traditionally been as heavily discussed as in STEM.
So it's starting to open up those discussions. So all right. Thank you very much. I'm not going to make any more of you come up and talk about yours, but I hope this gave you food for thought. And just in wrapping up, change is a really big subject. And we focused on one little item today, one area where you can perhaps look at change a little bit differently or work with your teams to look at change a little bit differently regardless of your change style.
We deal with change every single day. So again, congratulations on all the change that you deal with on a regular basis. And you've got this. How to do this and your teams know how to do this too. It's just a matter of channeling that mindset. Concerns about change or potential resistance to change or rejection of change are all about fear of the change, or primarily about fear of the change and wanting to stay in your comfort zone.
So really understanding those fundamental beliefs that put you in that comfort zone and examining them to see whether they still hold true. Are those still the beliefs that we should be thinking about. Is that still the way scholarly publishing works. And if we can, again, identify those fundamental beliefs, examine them in a productive way, do they still hold true and then focus on finding the benefits and opportunities of the change as an exercise to open up your mind about the change and to see where the positives lie.
And that's it. Thank you so much. I really appreciate your attention today at the end of the day.
Segment:0 .
Back to this cute couple up here. So my dad was a thrill seeker and change made him excited. He lived for change. He liked change. And the story that I tell that for me best illustrates that is when I was about five years old, my dad decided we all needed to learn to ski.
I've been skiing since I was five. It's been a lifelong habit. My whole family. Well, almost my whole family. Skis I'll get to that. And we all went off skiing. I remember being five, going to the ski shop with my dad and we rented equipment and we went off skiing.
I thought this was great. I was five. You were going to put me down a mountain on snow and I was going to go off. Later on, I started to do the math and I realized that my dad was 40 at that time. So at 40 years old, my dad decided to put two sticks on his feet and go down a mountain full of snow and New England crud ice.
That was a pretty big change and that was somewhat of a risk, but that pretty much. Illustrates my dad. My mom on the other side, not so much. Change was not something she was really comfortable with. She liked the status quo. She wanted things to remain the same. She was a warrior. Everything bothered her and concerned her.
But what she did bring to the table was this eternal optimism, and that's how she dealt with change. Whenever she thought about change, she instantly said, well, on the bright side, or the silver lining is. Oops gotta learn how to work these controls. So my point being that these are styles that people have to either embrace change, drive change, adapt to change and work within change.
So change is the only constant. I'm sure you've heard this saying it's been around for. 2,500 years. It was first accredited to the Greek philosopher heraclitus, and he didn't exactly say change is the only constant, but he said things like, nothing remains the same. You cannot step into the same stream twice. So this is a concept we've all heard ad nauseam.
And when I hear this, my reaction to it is I need to get with the program or risk being left behind. So it's something that we need to be dealing with on a regular basis. And so the question isn't. What am I going to do about this change. But how am I going to harness it and really make sure that I use it in a productive way.
And that I contribute to the change, that I enhance the change and sometimes even drive that change. So I want to talk a bit about how much change we deal with on a regular basis. And I dare say that we all adapt to change every day, all the time. And if you look at this graphic, so in the top, you see a seating chart.
That's our seating chart from today or from yesterday and today you've seen it a few times. This during the seminar. And how many of you are sitting in the same seats that you were in yesterday. You had an opportunity to change when you walked in the room this morning. But you didn't. But some of you did.
I did on purpose. I knew I was going to be talking about this. Add a little edge. How many of you flew here, took a train, even drove your car and there was a track change or a gate change or a time change or the GPS said recalculating. That was a change. And you absorbed that change and you moved forward. You had a different morning routine this morning.
You came in. I know when I'm home, I have a favorite mug. Heather sees it on Zoom all the time. I have my favorite brand of coffee. I have my favorite sweeteners and milk that I add to it. And here I am drinking coffee out of a paper cup with a plastic top. That's not how I usually do it in the morning, but I adapted to that change.
You stayed in a hotel last night. Lots of change involved there. We were talking this morning about not sleeping well, because you're in a hotel, you're in a different bed, you're in a different environment. My favorite is whether we could spend a whole day talking about weather and not because of climate change, but because look at this weather chart. Every day weather changes every minute.
Weather can change. The weatherman can tell you in the morning it's going to be sunny and by o'clock in the afternoon, it's raining. So these are the kinds of things that we're dealing with on a regular basis. So congratulations. We're all experts at navigating change and adapting to change on a regular basis.
All right. I'm going to belabor the point a little bit. I thought to myself as I was getting ready for this talk, what are some of the changes that are happening today, yesterday, the day before this week. Well, we all deal with meetings getting canceled and rescheduled and whatever platform we need to be on to conduct that virtual meeting. I went to the grocery store.
They were out of my favorite brand of milk. I had to buy a different one. An RFP came in. This is something regular in our work life. You have a to do list and boom, there's a new deadline. It's important. You have to start shifting things around. I rescheduled dinner with a friend. I rescheduled a doctor's appointment.
I was all set to stay home and sweats and watch a movie and cook dinner at home on Saturday night called a friend to wish him a happy birthday. And he said, hey, do you want to go out for dinner for my birthday. How could I say no. It's his birthday. Change of plans. No more sweats and homemade.
I think it was eggplant. Rollatini I changed my slides yesterday because as I was sitting here, I still didn't do it right. I realized that the closed captioning was going to cover up the bottom of my slides and I tried to move them up so that wouldn't be a problem. My point is the list goes on. We are constantly dealing with change on a regular basis. We drive change.
We embrace change. We adapt to change. We even reject, change or resist it. And that's OK. Just because something is changing doesn't mean that we have to participate in the change. We all know people who've been at organizations where things were changing and they decided to move on. It wasn't the environment they wanted to stay in or they decided to retire.
Change careers. So sometimes the activity around change is rejecting it or resisting. So I want to talk a bit first about change styles and identifying your change style. And this is just one framework. There are many others. You can go online and look up search for change styles, but I think it's important to identify your personal change style and understand where you're coming from when you're approaching change.
And then also where your colleagues and your teams are coming from when it comes to approaching change. And because it really starts with you. Sometimes people look at change and they think it's happening around me. It's happening to me. But you're part of the change in one way or another. And so understanding your change style is important. And there's no right or wrong, by the way.
Change style. And we need a diversity of change styles in order to make things work. We've talked here yesterday and today about that diversity, about bringing together people with different views and different approaches and how that makes the whole better. You can't all be originators or conservers and be able to move something forward, or you may be working with a team and understanding what their styles are and what they contribute is important.
So coming back to what's on the slide here, we have conservers. So these are folks who really prefer the known to the unknown. They don't like when they don't know what's coming, what's up ahead. They want structure. They want incremental change. They want to know what the plan is. What are we doing today. What are we doing tomorrow.
Where's our time to assess and make sure that we're moving in the right direction. And they really may be comfortable dealing with the unknown. We have pragmatists and they prefer to explore the change and really look at it from an objective point of view and go through and see what are the pros and cons here. How do we get this implemented. How is this a functional change.
How is this going to make things better. And then we have originators. My dad was probably an originator. Prefer to rip the Band-Aid off, really prefer faster and more radical approach to change. They may even change the challenge, the structure of the change that you're trying to put in place, and they may want to really radicalize the approach. So maybe not even just the change itself, but how you're approaching the change.
They may want others to do things differently. So just thinking about this, if you're comfortable, show of hands, how many folks in the room maybe identify themselves as a conserver? Thank you. Pragmatist how about an originator? Great wonderful.
Thank you for that. So again, no right or wrong answer here. And you can have different styles, by the way, for different changes. So you may not always be an originator. You may not always be a pragmatist, you may not always be a conserver. It may be on a change by change basis that your attitude or your approach or your preference comes through.
And the same may go for your teams as well. So resistance to change. And I said before, resistance to change is OK. It's a mechanism to review the change and to understand whether this is something that we think is right or we think we can handle. But when we do have and everybody has some resistance to change, no matter how much of an originator you think you are, you're going to have some resistance to change.
Because the question is why. And why we resist. Change has a lot to do with our comfort zone. So that comfort zone really represents obviously, where we like to be. We're used to it. It's something that we know what's going on. We don't have that unknown factor going on. But so what leads us out of or what takes us into the next area, into that fear zone takes us out of our comfort zone.
And it's that fear of the unknown and we start to listen to others opinions about. This change and those opinions might be negative or have negative aspects to them. We haven't made an assessment of our own. We don't really understand the change or the new direction, and we're not comfortable making our own assessment just yet. It's very unknown to us and we may look at excuses for why it won't work.
And that all leads us into perhaps a negative mindset. We talk about the challenges of the change. We talk about the barriers to change. We talk about the friction to change. But if we can get past that and get into what this graphic talks about being the learning zone, then we can start to get past that unknown. We can start to learn and understand what the change is about and what the opportunities for that change may be.
If we can get past that, into that learning and start to really explore and change our mindset. So that learning and knowledge really helps push us beyond the fear zone. Gaining understanding of the unknown. Learning about the change and the possibilities that it presents so that changing that unknown into more of a known.
What do we know. What do we think we know. Getting comfortable with the change and what we know about it. And one of the places to start is, is in learning to understand what makes our comfort zone comfortable. And usually that comfort zone is built around fundamental beliefs that we have accumulated over time or built up over time.
So, again, I'm going to ask you to raise your hands. How many of you have been in scholarly communications for five years or more. How about 10 years or more. 15 all right. I could go on, but. Well, we'll leave it at that. That's a good start.
So clearly, we all have experience here. We have a number of years, and we've built up some foundational beliefs around that, around working in this industry about working for our particular companies, about the people that we work with. We have these fundamental beliefs, and sometimes those fundamental beliefs stay in place for years. We establish them.
We park them aside and we don't look at them again. And we just continue to believe that's the way things go. When I think about this, I think about my son. I try really hard to stay. I was going to say hip, but maybe that's not even really the word I should use anymore, right. I try. I try to stay current. I try to keep involved.
I try to understand that things have changed and his world is different than the one I grew up in. I try everything to avoid that look that says, mom, that's not the way it's done anymore. But still, it happens. Because there are fundamental beliefs that we have and we have them across the board, work home, our personal lives. So I want to think for a minute to start us off.
We're going to go into breakout sessions, but before we do that. I want to think about some industry wide fundamental beliefs, and we've talked about some of them in the last day and a half. So thinking about things like impact factor or peer review, what are some fundamental beliefs. And we don't need to use the Mike's. I can repeat things that people say for a virtual attendees. What are some fundamental beliefs we have around peer review.
We talk just a few minutes ago about paying reviewers. Is there a fundamental belief. Or against that. What about impact factor. What are some of our fundamental beliefs about scholarly publishing, scholarly communications. What? research integrity.
That's a fundamental belief that needs to be in place. We need to make sure that our research is sound and it's conducted with integrity. Yeah, most of the systems work most of the time. Why change them. Why look at them. It's working.
Anything else. Yes right. So citations. Giving credit. There was something you said first. Simon values around what is valuable and what do we value.
Anything else is just meant to be a quick, quick examples. Yes if it doesn't work, should. Yes if it works, it doesn't mean we shouldn't try to improve it. I have often said to people that the worst thing that you can say to me is we've always done it this way.
Great Thank you. Thank you all. This is great. This is great. So You know, we want to take a look at these fundamental beliefs. We want to figure out what they are first, because sometimes they're so ingrained.
They're so fundamental. They're so back there that you don't even think about them. It's just routine. It's automatic. It's almost robotic, and you don't stop to think. Why do I believe this. Is this still true. Does this still apply. Is this still the right way to do this.
Do these beliefs still hold true and are they still valid. So this may require a mindset change, you know, and during the break, I said to might have been tilletti that. This is a group of people that are good with change on the whole. We all have our things that we don't necessarily like to change. Like don't put my milk Carton on the first shelf and the refrigerator.
That's not where it goes. But for the most part, just in listening to our conversations this last day and a half, we are generally as an industry, there are pockets where things don't change at all and haven't for centuries. The PDF but. Not centuries. No, but yeah, there are definitely pockets. But as a whole, we're open to New ideas.
But not everybody in our organizations are. And that's, you know, the other thing about today is maybe it's not so much learning for yourselves how to navigate change or navigate new directions, but how to help those around you do that as well. And it does require a bit of a mindset change. And we want to change our mindset. And let me back up a little bit. This is one exercise.
We have an hour less today to talk about methodologies for. New directions and change. We could have a whole new directions on this subject. So we just wanted to give you one thing that you could perhaps take away and utilize either yourselves or for your team. As you move forward. So it requires changing your mindset and focusing on the benefits and the opportunities presented by change rather than the barriers and the challenges.
And Mary did a good job this morning of asking her panel, what's your fear and what's your hope. And that is along these same lines. It's looking for that benefit. In the change. So we're going to go into breakout groups and we're a little behind. So I think we're just going to take about.
5 to 10 minutes on this one now. And if you're at a table with fewer people and you want to join with a table that has more people, that's great. One thing that I think we're going to skip over a little bit is we were going to talk about coming up with ideas for change, for the breakout groups to focus on. I think given the fact that we're low on time, I'm going to skip that and change.
That approach. And I'm going to give you the opportunity to think about in your groups, what's one area of change. That you want to talk about and think about something that you have a negative gut reaction to. It doesn't have to be wholesale. It could be just a piece of that change. So, you know, think about areas of submission systems. Could we change those.
Anna had a great comment yesterday in our breakout groups about having some sort of universal submission system. Think about we've talked about this morning preprints open peer review. Think about that. Are there areas in your business that you're thinking about right now that you're tackling that are areas of change that give you angst? Where's the money coming from if we flip everything to open access.
What is the open access model. Where is it going. Are you considering are you involved with transformative agreements. Are you considering subscribe to open. What are some of those changes in our industry. So I'm going to ask you all to pick a topic. Spend a few minutes thinking about what your fundamental beliefs are about that topic and then come up with a short list of the benefits for that topic.
And we'll try to do this really quickly because we're running short on time. All right. Everybody ready. And I will. I'll call time when we're about a minute in. Thank you. Well about how funders kind of dabble in this space.
They move at a quicker pace than we do our stately academic pace, but they want to move fast and break things. And so, you know, today they have this mandate and tomorrow they have that one. And we kind of struggle to keep up. They're quickly changing. Priorities can really keep us on our toes, not necessarily for the benefit of the science and just, you know, don't want all your eggs in one basket.
If you're a big funder, just dictates everything, including where the money comes from and what all the policies come from. We don't spread out what is inherently a collective enterprise in science. And the opportunity we said was with the Nelson memo and some other funders talking about this. It's raised the it's raised the Specter of the Specter. That sounds like Specter, but it's raised the profile of open access in some fields where it has not traditionally been as heavily discussed as in STEM.
So it's starting to open up those discussions. So all right. Thank you very much. I'm not going to make any more of you come up and talk about yours, but I hope this gave you food for thought. And just in wrapping up, change is a really big subject. And we focused on one little item today, one area where you can perhaps look at change a little bit differently or work with your teams to look at change a little bit differently regardless of your change style.
We deal with change every single day. So again, congratulations on all the change that you deal with on a regular basis. And you've got this. How to do this and your teams know how to do this too. It's just a matter of channeling that mindset. Concerns about change or potential resistance to change or rejection of change are all about fear of the change, or primarily about fear of the change and wanting to stay in your comfort zone.
So really understanding those fundamental beliefs that put you in that comfort zone and examining them to see whether they still hold true. Are those still the beliefs that we should be thinking about. Is that still the way scholarly publishing works. And if we can, again, identify those fundamental beliefs, examine them in a productive way, do they still hold true and then focus on finding the benefits and opportunities of the change as an exercise to open up your mind about the change and to see where the positives lie.
And that's it. Thank you so much. I really appreciate your attention today at the end of the day.
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