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Vol. 46 No. 6 — Nov/Dec 2026

This was my experience when moving into a new role as a collections and discoverability librarian at Eastern Oregon University’s (EOU) library. It is important to recognize that these challenges stem from systemic issues rather than individual failings. The more effective solutions would be structural changes that alleviate the pressure to absorb organizational shortcomings at the cost of burnout, low morale, and exhaustion (Johnson 2026). However, structural changes are often slow, leaving individuals to find their own strategies to avoid burnout. This article describes how I used documentation and knowledge management to mitigate the overwhelm associated with managing ILS workflows and configurations. I offer my approach and recommendations not as a way to compensate for systemic issues, but as a way to support the well-being of library professionals, operate within institutional constraints, and provide an alternative to the notion of doing more with less.

The Challenge

EOU’s library is part of a large consortium that uses Ex Libris’ Alma/Primo but manages its own instance of Alma/Primo. Since migrating to Alma in 2015, years of budget cuts, staff reductions, retirements, and shifting workloads have made it difficult to keep up with ILS updates and features. My position focuses on designing and improving workflows for collections, acquisitions, and e-resource management within our ILS. I spent the first 6 months learning existing collections and acquisitions workflows and gathering feedback from staffers regarding ILS issues and desired improvements. Several ILS configurations and workflows hadn’t been reviewed since migration, and local documentation was sparse or outdated.

This complicated troubleshooting efforts and the evaluation of new ILS features because I had to spend extra time piecing together past decisions and combing through vendor documentation. Whenever I was pulled away by other responsibilities, I would lose momentum, creating a cycle in which I was typically only able to implement quick fixes rather than address ILS structural issues. I was growing more frustrated and discouraged because every time I would troubleshoot a seemingly simple ILS issue, I would uncover several more issues.

It was clear our workflows could be improved by devoting more time to ILS projects, but the lack of documentation was hindering project planning and implementation. With all of the retirements and knowledge loss of the past several years, the library needed a more comprehensive knowledge management system. However, the timing was poor since we were hiring for two vacant positions—one of which was the library dean. I didn’t have extra time to develop a detailed plan, particularly if it meant sacrificing progress on ILS improvement projects.

The Solution

To address this, I decided to implement a build-as-you-go approach that would prioritize developing simple, low-effort documentation practices alongside daily work and ILS projects. I started by establishing a few simple systems and guidelines for myself and then concentrated on day-to-day work and special projects. Instead of having set ideas about the type of documentation needed, I let ideas arise organically as I completed projects and learned more about Alma. I looked for ways to design documents or spreadsheets that would not only help organize and complete projects, but also serve as documentation. As my knowledge grew, I became better at recognizing what documentation would be relevant and useful for the future. When I identified a potential future need, I took a moment to record the information while it was fresh in my mind, focusing on capturing the details first, then refining the format later. The projects and documentation evolved in tandem and complemented each other. The result was increased efficiency, more creative solutions, and decreased frustration and overwhelm for me.

Articulate Goals

I began with informal goal setting, taking time to think about what I really wanted to accomplish and making sure it was manageable. More than specific content, I wanted to develop a habit of documentation, because that would serve me in the long term. My goal was to continue daily work and special projects, but look for opportunities to create and collect documentation with a focus on simple, multipurpose, and transferable documents or formats. The following are a few things to consider:

• A perfectly detailed plan isn’t required to enact some useful knowledge management practices. It is often easier to scale up than it is to scale it down.
• Start with a commitment to increasing documentation efforts alongside daily work, and try not to get bogged down with specific expectations of what documentation has to look like.
• Focus on manageable actions that complement your daily work.

Implement File Storage and Organization

Building a practice of documentation requires a system for file storage and organization. EOU uses Google Workspace, so I stuck with that for organizing and creating documentation. The document tabs feature in Google Docs works well for creating longer documents such as workflow procedures or manuals. Using formatted headings and document structure makes the documents more accessible and easier to navigate. Version history, collaboration options, and the ability to export in other formats are also important. Select a platform that is readily available and familiar so you don’t have to spend time learning another system. Modern ILSs require constant learning, so the goal is to reduce cognitive load with smaller support systems, leaving more room for ILS knowledge.

Having a file storage and organization system is only beneficial if it’s used consistently. After deciding on file storage and organization, set a few basic rules for yourself that you always follow. Make them short and simple. I had the following three rules:

• Create a Google Drive folder for each responsibility area and then subfolders for each project (e.g., ERM, Acquisitions, Serials Dead Run Review).
• Store all important project artifacts (planning documents, spreadsheets, procedures, etc.) in the folder.
• Use descriptive document titles and file names, and include dates when relevant (e.g., Ground Floor Shifting Project Summer 2024).

Set Up a Task Management System

The next critical piece is a low-barrier task management system. I chose to do this on paper because I find it easier to brainstorm with pen and paper, and I am more likely to write a note on paper than to stop and open a document or a productivity app. Start by making a single exhaustive list of every task, project, idea, and issue you can think of. Then analyze the list for categories or themes. Once you establish a set of categories, reorganize everything into themed lists.

I have lists for all of the functional areas of my job, including e-resource management or acquisitions, along with specific project lists such as Alma Electronic Collections Audit. Items on the list can be big or small but need to be specific, so that when you return to the list, you know exactly what to do. For example, instead of “Purchase order types in Alma,” use “Read Alma documentation on purchase order types and decide on standard types. Look at POL-123 and POL-125 as an example of the current problem.”

The goal here is not to create excessively organized lists with deadlines, but to make space to collect related tasks and ideas. Grouping items together under high-level themes offers context and helps uncover connections. I keep my lists in a disc-bound planner notebook so they are always easy to find, and I can rearrange or rewrite them as I complete tasks or learn more. I use these lists to set daily or weekly priorities and identify ILS projects. They have saved me time and extra work because the collated tasks help me identify connected and foundational Alma workflows and components, allowing me to better sequence tasks and projects that build on each other. This system helps me maintain momentum and reduce frustration when I am pulled away by other responsibilities, because I can come back to a project and have detailed specific actions to take.

Build a Practice of Knowledge Management

After establishing a few supportive organizational systems, I focused on daily work and special projects with one important difference: I was always on the lookout for low-effort documentation opportunities. This is more challenging than it sounds because it requires thinking more expansively about documentation and shifting the idea of documentation as an extra or burdensome task to a complementary integration and service to yourself. It gets easier with practice, but I struggled initially because I am perfectionistic and seek the comfort of best practices and standards. The key is to let go of specific expectations and predetermined formats and let ideas arise from the process of doing projects and problem-solving ILS issues. There isn’t a formula for doing this; it has to be specific to your needs and situation, but the following practices and guidelines helped me be successful.

Be Kind to Your Future Self

We tend to overestimate how much we will remember. Don’t spend time debating if you will remember—just write it down. Your future self will be busy and balancing multiple responsibilities, so do things that will save you time later. When you have to stop a task, leave notes on documents or spreadsheets. Include specific details or what action to take next. The more context you give yourself, the easier it will be to pick up where you left off.

Avoid Perfectionism

In my experience, the field of librarianship tends toward perfectionism. There are endless best practices, frameworks, and professional standards. This isn’t a bad thing, but it can reinforce the idea that there is one proper way to do something and increase analysis paralysis. You don’t need a comprehensive and perfectly detailed plan to enact useful knowledge management practices. Prioritize something over nothing, and create documentation as you solve a problem. Simple text in a Google or Word document can be transferred to a wiki, website, or other format later on with minimal effort. Focus on developing simple pieces, and construct the whole later.

Prioritize Multipurpose and Convertible Documents

Documentation can take many forms beyond notes and manuals. When starting a document or a spreadsheet for a project, consider how to design it for its original purpose and as a record of what was accomplished or decided. For instance, in spreadsheets used for data-cleanup projects, I use checkboxes to track which records have been updated. Add columns with in-cell drop-downs menus for original and updated field values. These can be used to sort data and complete the project and to document and track the decision or action taken.

A single document can start out as a list of tasks or issues to solve and end as complete instructions for a workflow. I start most documents with a basic outline, fill out what I know, then add in tasks, ideas, and questions. As I find answers, I replace the question or task with the information. This guides inquiry and builds a complete piece of documentation by the end. Several workflow documents can be combined into a complete manual over time. All of these actions serve dual purposes, which adds efficiency and increases knowledge and information you can later leverage.

Final Thoughts

Overall, this approach has proven successful in managing the specific challenges that come along with modern ILSs. More importantly, it has helped me support my well-being and focus on what I can control. There are no simple answers for navigating constantly shifting and constrained environments. I have often struggled with burnout and the pressure to remain relevant through endless innovation. While we should continue advocating for structural change, it’s essential to re-evaluate how we approach and perceive our work so that we can accomplish ambitious goals without accepting burnout as the cost.

Practicing knowledge management created space for more creativity and inquiry, which alleviated pressure to constantly complete tasks or risk getting further behind. I’m not sure if this led to accomplishing a greater number of projects, but it did result in initiatives that were more impactful and responsive to my library’s needs. Moving away from quick fixes toward structural ILS changes has improved my daily work and reduced feelings of overwhelm. Building this approach has also helped some of my colleagues and inspired more shifts in perspectives and documentation efforts. This is important, because our library continues to face challenges. While we don’t have complete solutions, we do have more pieces and knowledge to work with, giving us more options and agility moving forward.