1

Stuck? Surviving? Or Thriving?

NTPC 2015

Chinatown Syndrome

Complexity

Uncertainty

/ Ambiguity

2

(Systems Thinking)

Fragmentation

- David Bohm

For fragmentation is now widespread,

not only throughout society, but also in

each individual; and this is leading to a

kind of general confusion of the mind,

which creates an endless series of

problems and interferes with our clarity

of perception so seriously as to prevent

us from being able to solve most of

them. - David Bohm

WHY

Dynamic Complexity/

3

/

Delay

Perfect Storm

Todays problems come from yesterdays

solutions.

The harder you push, the harder the system

pushes back.

Behaviors grows better before it grows worse.

The easy way out usually leads back in.

The cure can be worse than the disease.

Faster is slower.

Cause and effect are not closely related in time and space.

Small changes can produce big resultsbut the areas of highest leverage are often the least obvious.

4

You can have your cake and eat it toobut not

at once.

Dividing an elephant in half does not produce

two small elephants.

Babysitting Mentality

There is no blame.

The bottom line of systems thinking

is Leverage.

/

The First Settlers Era

c.1848 - 1882

c.1850 - 1887

The Chinese Exclusion Era

1882 - (1943) 1964

1887 (1947) 1967

The New Immigration and Fusion Era

after 1964

after 1967

5

1960

1943 1964

105

1947 1967

1971

1978

1989

The Clash of Civilizations

Globalization

1989

1997

1997

2001 911

2003 SARS

2008, 2010

Fragile

6

1960 1970 1980 1990 2010

Chinatown

Churches

Bible Study Groups

(BSG) and Non-Chinatown Churches

Suburban Chinatown

Churches

/

Tensions

vs

7

1940 1960 1980 2010

BuilderBoomer

/ Boomer1

st PMer

Leadership

/

1st PMer

Boomer

1960 1970 1980 1990 2010

Nursery Baby-Sitting

CBAs & CBCs

1940 1960 1980 2000

Builders

Modernism

Postmodernism

Baby Boomers

Gen Xers First PMers

Millennials Nexters

?

8

/

18

25-45

1940 1960 1980 2010

Modernism

Postmodernism

20

Creative Middle Teen

CBAs and CBCs

Jimmy Longs

1st PMer

/

/

Migration Mobility

Community Building

Commitments

Overload Lifestyles

Availability

9

/

/

/

70

10

1940 1960 1980 2010

BuilderBoomer

/ Boomer1

st PMer

Leadership

/ 1

st PMer

Boomer

Organizational Life-Cycles

Ichak Adizes

Producer

Stay busy and focused

Rather work than go to meetings

No time for filing or planning

Rather work alone

Gets things done

Administrator

Like to organize; rules, systems and

procedures

Focus on how we do our work

Make sure we are doing things right

Entrepreneur

Thinkers and risk-takers

Create and develop ideas for the future

Energetic and enthusiastic

Always on the move and starting something

11

Integrator

Bring people together and help them feel

involved

Focus on who is helping and how well we

are working together

Organizational Definitions of four styles

1. Productivity Results

2. /

Administration Keep it together

well-run and well-

coordinated

Organizational Definitions of four styles

3. Entrepreneurial Zeal

adaptable; creative

& risk-taking

4.

Integration Consistency over time

for a

lifespan longer than any key leader

Stages in the Lifecycle

1. paEi Courtship

Ideas emerging

CREATING

: aborted ideas

2. Paei Infant

Task generated, risk

DOING

: infant mortality

3. PaEi Go-Go

Opportunity centered

EXPANSION

: / founders trap

4. pAEi Adolescent

Cool off growth rate

CONSOLIDATION

: divorce, spin

off new Paei

12

5. PAEi Prime Results orientation EFFICIENCY: maintaining Prime

6. PAeI Mature Period of decline LOSS OF ZEAL:entrepreneurship

7. pAeI Aristocratic

Finzi-Contini Syndrome

LIVING BACK

Assuming

past record will ensure future continuation

8. -A-I Early Bureaucracy

Desperation measures

IN-FIGHTING

Individual survival

9. -A-- Bureaucracy Survival mode only FUTILITY Nothing can be accomplished

10. ---- Death

/

70

/

3 8

1 8

//

13

vs.

Sustaining

leadership

selection and development

leadership transitions

Stability vs.

Change)

)

)

vs.

Handling Creative TensionLeadership Art

vs.

Growing Org vs. Aging Org

Personal success taking risk

avoiding risk

Expectations exceed results

Results exceed expectations

Resources poor

Resources rich

function over form

form over function

From what and why to do

To how to do and who did it

People are kept for their contributions to the

organization in spite of their personalities

People are kept for their personalities in spite

of their contributions to the organization

14

Everything is permitted, unless expressly

forbidden

Everything is forbidden, unless expressly

permitted

problems opportunities

opportunities problems

Political power is with the marketing and sales

departments (Frontline Ministries)

Political power is with the accounting, finance

and legal department (Home Office)

Line calls the shots (Frontline Ministers)

Corporate staff calls the shots (Boards and

Pastoral Office)

Responsibilities is not

matched with authority

Authority is not matched

with responsibilities

Management controls the organization

The organization controls management

Management drives the momentum

/

Management is driven by the inertia

Change in leadership can lead to change in the

organizations behavior

Change in the system is necessary to cause a

change in the organizations behavior

Consultants are needed

Insultants are needed

From sales orientation (people ministry

orientation)

/

To profit preoccupation (church ministry/

program orientation)

From value added goals

To political gamesmanship

15

S

B

A

/

Leadership

/

Strive from good to great, and build to last.

16

C

Culture

Character

Competency

Chemistry

:

/

Shared assumptions, beliefs, and normal

behaviours of a group.

Organizational Culture

It is the collective programming of the mind

which distinguishes the member of one

organization from another. Geert Hofstede

pattern

/

Edgar Schein

17

/

taken for granted

nonnegotiable Schein

culture

network

Terrence Deal and Allen Kennedy

Charles Handy

Organizational culturethe way people relate

to each other and their commitments

hinder

incompatible

/

/

18

Socialization

cultural fits

/culturally incompatible

/

Organizational culture is possibly the

most critical factor determining an

organizations capacity, effectiveness,

and longevity.

Tamara Woodbury L2L 40

Culture Trumps Vision.

Culturenot vision or strategyis

the most powerful factor in any

organization.Cracking Your Church's Culture Code

embedded mechanisms

/

excommunication

Procedures

faades

myths parables

statements

Org Culture Metrics

Inspiration Culture

Acceptable Culture

Stagnant Culture

Discouraging Culture

Toxic Culture

Cracking Your Churchs Culture Code

19

Toxic (scores of 3.74 and below): Teams

scoring in this range exhibit low trust, hurt

feelings, fear, high friction, unresolved

conflict, and the like. People who work in this

kind of staff culture are saying to themselves,

Its rsum time! Alarm bells should be

sounding.

Best Christian Workplaces Institute

Critical Moment (scores of 3.75 to 3.99) is the

space between Toxic and Healthy. Its a

critical moment because teams are moving

in one direction or the other. There is

movement, but the outlook is uncertain and

unclear.

Healthy (scores of 4.00 to 4.24): For teams

scoring in the Healthy range, things look

good, but not great. Trust levels are building.

People are comfortable, but not enthusiastic.

There is nothing worthy of panic, but nothing

to brag about either.

Flourishing (scores of 4.25 and above): This is

where the magic happens. This is where the

power lies. Teams scoring in this range are

running on all cylinders, the flywheel is

spinning, and everything is moving up and to

the right.

. . .

. . . .

20

/

. . .

21

Founder/Builder Effect

The most powerful features of an

organizational culture are

Trust and Respect.

7 Key Factor of Culture Formation

1. Control

2. Understanding

3. Leadership

4. Trust

5. Unafraid

6. Responsive

7. Execution

Most Common Hazards in

Culture Unrealistic demands

Blaming others

Feeling threatened by others success

Power struggles

Dishonesty

Creating an atmosphere of fear

Using people instead of valuing them

Unclear vision, strategy, goals, and values

A lack of authenticity

22

vs.

Tamara Woodbury L2L 40

walk the talk

talk the talk

read

conform

authenticity

Facing Entry

norms

context

survival

networksmeasured adaptation

/

L2L 42 p.44

L2L 41 pp 51-52

Knowledgeable executives are plentiful;

effective executives are much rare. Drucker

23

The conundrum of leadership is this: people

want improvement, but they resist change.

To bring them along, we have to recognize

their losses, celebrate the past, grieve with

them, and lead them gently into the future. If

we dont take these compassionate steps, we

effectively communicate that we dont care

about their feelings or their history.

Cracking Your Churchs Culture Code

ineffective and unethical.

Barbara Kellerman L2L-35

Incompetent

sustain effective action

Rigid

stiff and unyielding

Intemperate

aided

and abetted

Callous

24

Corrupt

Insular

minimize or disregard

Evil

commit

atrocities

web

Leaders cannot do harm without

followers who enable them.