How Do You Manage? Case Study: Until Proven Innocent?

By Michael Rogers -- Library Journal, 5/1/2006

Deal with It

By Janet Crum, Head, Library Systems and Cataloging, Oregon Health & Science University, Portland

Ernst and Harrison have a big problem, to which “deal with it” is a woefully inadequate response. If this situation is mishandled, the consequences for the library and its managers could be severe—more thefts (if Hoffman really is a thief), staff conflicts that will bring down productivity and morale, and possibly even a lawsuit if Hoffman is not treated fairly when he returns. It's time to address the issue head on and channel the staff's concern for the safety of the collection into something more productive than whispered comments and suspicions.

Ernst needs to schedule another meeting with staff prior to Hoffman's return. Assuming they are capable of more than Gipper speeches, Ernst should seek further information and assistance from Montaigne's human resources department prior to the meeting. What university policies apply to this kind of situation? Do they offer conflict management or other training and support that might help the staff cope with the aftermath of the theft and integrate Hoffman back into the library successfully? Armed with information from HR, she should address the problem directly, indicating that she has learned that some staff members are uncomfortable with Hoffman's return and remain convinced of his guilt. The fears and concerns of staff should be acknowledged.

Many people assume that a) anyone accused of a crime must be guilty, and b) all “criminals” are dangerous. But, after acknowledging that such feelings are common and understandable, she should make her expectations clear regarding staff behavior toward Hoffman, referencing any applicable university policies as needed. The staff need to understand that retaliation, ostracism, or “watch[ing] him every minute” are unacceptable. These behaviors put the library at risk legally while doing little to improve the security of the collection. Employees who seem unable to contain their fear or anger should be offered a referral to the university's employee assistance plan.

Next, it's time to channel the staff's concern for the collection into a positive effort to protect it. There may be doubt about Hoffman's guilt, but there is no doubt that materials have been stolen from the collection, and theft of rare materials from libraries seems to be on the rise. Once Hoffman returns, Ernst should announce a new initiative involving all staff, including Hoffman, who interact with rare materials: developing sound policies and procedures for preventing theft.

ACRL's Guidelines for the Security of Rare Books, Manuscripts, and Other Special Collections is a good place to start. This project can provide an opportunity for the staff to work together to enhance security and integrate Hoffman back into day-to-day operations. By providing the staff with a constructive outlet for their fears and concerns, this project should reduce some of the negativity and encourage the staff to focus on preventing future thefts rather than dwelling on the past.

When he returns, Hoffman will also need support and assistance from management. He has been away from the library for months, during which he has been under a cloud. The director and his immediate supervisor should meet with him upon his return and acknowledge that he will likely find interactions with other staff a bit awkward for a while but assure him that they offer him their full support and confidence.

Is Hoffman a thief? Maybe. Either way, in the words of Harrison, the staff will have to “deal with it” but not without the support and assistance from library management.

Clear the Air

By Craig Shufelt, Head, Oxford Lane Library, Lane Libraries, Oxford, OH

While some staff reaction is understandable, that of Trevino is an overreaction. The evidence against Hoffman seems serious, but it's also completely circumstantial, and he was legally cleared of criminal charges. Furthermore, his alleged offense occurred against books, not a person. To call Hoffman a crook and to say he has it “written all over him” is simply wrong.

Chances are that if one person expresses such sentiments about a coworker, then those views are likely to be shared by others. If they're not, there's still a concern that an employee like Trevino may spread such ideas by making her feelings known at every opportunity. Because of this, management would be well advised to prevent further troubles by clearing the air with staff before Hoffman comes back to work. One-on-one discussions with staff would likely work better than a group meeting for two reasons. First, it avoids having a “complaint session” that might be inevitable with a large group, and it gives employees the chance to voice concerns that they're not comfortable sharing in a large group.

However management might feel about Hoffman's alleged wrongdoings, they need to accommodate his return. If they're concerned about more criminal actions, then they can examine instituting security measures for staff. However, whatever they decide will need to be applied evenly to everyone, given that Hoffman has not been convicted of anything.

From Harrison's reaction to Trevino's complaints, it's obvious that Ernst's speech about treating Hoffman with respect upon his return didn't sink in with the whole management team. If Harrison's response is typical, then Ernst and the HR staff need to meet again with management. They need to be advised on not only what they should say to staff about the situation but also the manner in which it should be said. Harrison's reaction not only acknowledges the legitimacy of staff complaints but implicitly gives the impression that management feels the same way.

One factor that might be difficult for staff and management to acknowledge—but one that is critical when thinking of their own actions—is how Hoffman must feel about returning to work. Whether or not he's guilty, it's likely that he's going to be aware of his coworkers' feelings. To have a group of coworkers and managers welcome him back in a friendly manner, even if it's not completely genuine, will go a long way toward making him feel comfortable. Considering all that he's been through with the suspension and charges, it's not really much to ask.

Ultimately, Trevino and her coworkers don't have to like Hoffman's return. They're certainly within their rights to be skeptical and to have their suspicions. However, they need to get over their fears and act professionally in their positions.

Everyone has coworkers with whom they're not completely comfortable, or whom they don't like, but they manage to create workable solutions to deal with them. This situation with Hoffman and his coworkers, while extreme, is one that needs to be similarly resolved. Having all parties take the high road and welcome Hoffman back into the mix would be the best solution for all involved.

Author Information

The incidents described in How Do You Manage? are based on actual events in libraries across the United States and Canada. LJ welcomes reports of such incidents for possible use in this column.
Send your accounts to How Do You Manage?/Library Journal, 360 Park Avenue South, New York, NY 10010, or to mrogers@reedbusiness.com

“I don't know about this, G; it's weirding me out,” Nancy Trevino said to her manager, Gina Harrison.

“Relax. It'll be fine. It's the same old Herb,” Harrison answered. She was trying to sound positive, but her voice betrayed her.

“Not exactly the same,” Trevino said.

“No, I guess not.”

“Same old Herb” was Herbert Hoffman, fellow reference librarian at Montaigne University, who six months earlier had been arrested and charged with selling library rarities. Books that Hoffman had borrowed from the collection turned up at an auction house, where a sharp-eyed in-house researcher checking the provenance had traced them back to the library.

Hoffman had reported the books stolen, but the so-called rare-book dealer told the arresting authorities that he had bought them from a librarian. Police could not trace a clear line back to Hoffman, who denied the dealer's accusations. After months of being on leave as the investigation proceeded, Hoffman was coming back, with all charges against him dropped.

Checking the collection after the arrest, Trevino, Harrison, and others discovered more items missing, and some rare books had pages of maps and artwork razored out. Hoffman claimed no knowledge of the matter. The dealer had told police the entire transaction with the librarian was conducted via phone and mail, so he couldn't positively identify Hoffman as the person who had supplied the materials.

With his name cleared in the courts, Hoffman happily was returning to work. Not everyone shared his joy.

“I'm telling you, the guy's a crook, G.”

“Not according to the police,” Harrison said.

“The cops just couldn't prove it, that's all. Doesn't mean he didn't do it. He had the stuff, didn't he? Stolen, my eye. The guy's got it written all over him,” Trevino said.

“Anyone ever tell you, you have a suspicious mind, Nancy?”

Suspicious or not, Trevino voiced the thoughts of many coworkers. Initial support turned to suspicion and then to doubt. The negative publicity had hurt the library, and now many who previously had been friendly colleagues hoped that Hoffman would simply disappear and never show his face at Montaigne again.

Library dean Beatrice Ernst and human resources personnel had given the staff the “Gipper” speech about treating Hoffman with respect and an open mind, and while there was a pocket of staff who believed in Hoffman's innocence, it was a hard sell. “I just won't feel comfortable being around him”; “I feel like I'll have to watch him every minute to make sure he's not swiping something,” were some of the comments whispered among staff.

“Dean Ernst can say whatever she wants,” Trevino stated bluntly, “she doesn't have to work with him.”

“Well like it or not, Nancy, you're going to have to deal with it.”

“I might have to deal with it, but I don't have to like it. How am I supposed to feel comfortable working with someone I think is a criminal?” asked Trevino.

Harrison said nothing.