Structure People Politics Symbol Reframing Presbytery.
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Transcript of Structure People Politics Symbol Reframing Presbytery.
Using Multiple Frames
• “It can be enormously liberating to realize there is always more than one way to respond to any problem or dilemma.
• “Frames serve multiple functions
• “Collectively, they make it possible to reframe, viewing the same thing from multiple perspectives. When the word seems hopelessly confusing and nothing is working, reframing is a powerful tool for gaining clarity, generating new options, and finding strategies that work.”
Consider Your Operative Frame(s)
• Each of us tends toward preferred frames
• Organizationally, the same or different frames may dominate or have dominating usage
• Can you see how the use of different frames impacts your presbytery as an organization?
1. Structural Frame• Work Allocation –
differentiation
• Coordination – integration
Reframing Presbytery
The Presbytery(Manual of
Administrative Operations
Introduction))
Council
Ministry Division
Administrative Division
Mission CoordinationCommittee
Church DevelopmentCommittee
Committee On Ministry
Budget Committee
StewardshipCommittee
Administrative Commission
Congregational Property
PersonnelCommittee
InvestmentCommittee
Bills and Overtures
Nominating Committee
Com on Preparation
forMinistry
Permanent Judicial
Commission
Session Records Review
Committee
Committee on Representatio
n
AssociatedMinistry Groups
Work Allocation – differentiation• Function of Committee, staff,
etc.
• Time –deadlines,
• Product – what is it?
• Process – flow of work
Structural Frame
Lateral Coordination• Meetings
• Task Forces
• Coordinating roles
• Matrix structures
• Networks
Structural FrameVertical Coordination• Authority
• Rules
• Planning
• Control
• Differentiation vs Integration
• Gap vs overlap
• Underuse vs overload
• Lack of clarity vs Lack of creativity
• Excessive autonomy vs Excessive interdependence
• Too loose vs too tight
• Goalless vs Goalbound
• Irresponsible vs unresponsive
Structural Frame-Polarities
Structural Frame Assumptions• Presbyteries exist to achieve established goals and
objectives
• Presbyteries increase efficiency and enhance performance through division of labor
• Appropriate forms of coordination and control ensure that diverse efforts of individuals and units mesh
• Presbyteries work best when rationality prevails over personal preferences and extraneous pressures
• Structures must be designed to fit church circumstances
• Problems and performance gaps arise from structural deficiencies and can be remedied through analysis and restructuring
Adapted from Bolman and Deal
2. Human Resources Frame • Build and Implement Personnel Philosophy
• Hire Right People
• Keep them
• Invest in them
• Empower them
• BE the boss when you need to be the boss!
• Manage staff and volunteers differently
Reframing Presbytery
• Manage volunteers• Invite the skill you need• Invite the new “view” to challenge
groupthink• Danger of the mass invitation• Insulating Presbytery system from the
troublesome “exported” elders• Accountability• Thanks, praise, commendation, recognition• The relational economy – a different bottom
line
Human Resources Frame
Sty
le o
f Le
ader
Sup
port
ive
Beh
avio
r
(Low)
(Hig
h)
Directive Behavior (High)
D4 D2D3 D1
High CompetenceHigh Commitment
Low to Some CompetenceLow Commitment
Low CompetenceHigh Commitment
High Supportive and
Low Directive
High DirectiveAnd
High Supportive
Low Supportive and
Low Directive
High Directiveand
Low Supportive
S4
S2S3
S1
Moderate to HighCompetenceVariable Commitment
Developed Developing
Directin
g
CoachingSu
ppor
ting
Del
egat
ing
Follo
wers
Human Resource Frame Assumptions
• Presbyteries exist to serve congregations of disciples/apostles serving the Mission of God (i.e. congregations do not serve the Presbytery)
• Presbyteries need ideas, energy, and talent; people need ministries congregations provide
• When the fit between those serving and presbytery system is poor, one or both suffer. When people are exploited or exploit the presbytery, both become victims
• A good fit benefits both. Those serving find meaning and satisfying ministry; presbyteries get the talent and energy they need to succeed in serving congregations
3. Political Frame“Interdependence, divergent interests, scarcity, and power relations inevitably spawn political activity.” p 194
Reframing Presbytery
• Presbyteries are coalitions of assorted individuals and interest groups.
• Coalition members have enduring differences in values, beliefs, information, interests and perceptions of reality.
• Most important decisions involve allocating scarce resources – who gets what.
• Scarce resources and enduring differences put conflict at the center of day-to-day dynamics and make power the most important asset.
• Goals and decisions emerge from bargaining and negotiation among competing stakeholders jockeying for their own interests.
Political Frame
Toxic• Narcissistic
• Corrupt
• Callous
• “evil”
• Unprincipled
• Lack self-awareness
• Unresponsive to feedback
• Break the rules
Warrior RolesRelentless• Passionate and
Pragmatic• Bend the rules• Grudge
keepers• Persistence• Courage• Often Polarizing• Stubborn• Constricted
field of view
Principled• “Very poor
hater”• Aspirational• Conviction• Commitment to
overarching purpose
• Combat in perspective
• Self-Sacrifice• Big Picture
perspective
• High Context Cultures• Relationally oriented• “Rules” direct you to the person who
decides• Usually hierarchical in authority practice
• Low Context Cultures
• Task/ Results oriented
• “Rules” are rules everyone follows
• Usually more egalitarian in authority practice
Political Frame
• Low versus High Context Cultures - “mores” around political activity differ
• Church is a high context pocket within a low context North American environment
• Unlike most high context culture, church leadership is egalitarian not hierarchical
• Low Context – no holds bared, anything goes• LBJ in contrast to Jimmy Carter
• High Context – fraught with secret taboos• Double standard: leaders and followers• “Not”-the-bishop leadership?
Political Frame
• Distinguishing more and less emotional systems and subsystems
• Corresponds with more or less measureable results
• Creative management of anxiety in system
• How stretch a system (ie “lead”) in a minefield of taboos?
• Executive as “Alice” , Presbytery as the “Queen of Hearts”
Political Frame
WarriorQualities
Elements
Heart PassionCouragePersistence
Mind Knowing What You WantMapping the Terrain and developing a game planResponding adroitly to threats and opportunitiesAligning Passion to PurposeChoosing Your Battles
Skill Knowing the psyche/soulMaking friends and enlisting alliesRallying the troopsEnlisting friends and buying off enemies
Weapons PositionOrganizationAlliesResources
Political Frame
Position Toxic Relentless Principled
CEO Al Dunlap Bill Gates Warren Buffett
Military Hermann Goering
Ulysses S Grant George MarshallRobert E Lee
National Leaders
Richard NixonAdolph HitlerIdi Amin
George W BushLyndon Johnson
Abraham LincolnBarack ObamaNelson Mandela
Coaches Bobby Knight Mike Krzyzewski
John Wooden
Warrior Roles
Personal WorkTherapy, CoachingSpiritual refreshment
Dysfunctional PropensitiesFamiliar Misery Magnified/ ProjectedEgo, Anger, Vengeance
Political FrameP
ow
er
High
Low
Pro Change Opposed to Change
Council
PW
CDC
Planning
Camps
Staff
Mission
Interests
BPU
COM
Personnel
Then…..
Exec
Political FrameP
ow
er
High
Low
Pro Change Opposed to Change
Council
PW
CDC
Camps
Staff
Mission
Interests
BPU
COM
Personnel
Now…..
Exec
Political Frame Assumptions• Presbyteries are coalitions of diverse individuals
and interest groups
• There are enduring differences among coalition members in values, beliefs, information, interests, and perceptions of reality
• Most important decisions involve allocating scarce resources-who gets what
• Scarce resources and enduring differences make conflict central to church dynamics and underline power as the most important asset
• Goals and decisions emerge from bargaining, negotiation, and jockeying for position among competing stakeholders
4. Symbolic Frame• Metaphor
• Myth
• Stories with Power
• Secrets, Taboos
• Meaning
Reframing Presbytery
Our “product” is symbolic, thus we are a community of “wizards”
• Wizards are wise
• Importance of Symbolic/ Sacramental Events
• Link between word and deed
• Passionate
• Transformational, not just transactional
• Connect familiar past with new possibility
Symbolic Frame
Wannabe• Underestimating influence of the environment
on organizational values and practices
• Discounting the significance of symbols/ cultural values in change
• Discounting importance of heroes and heroines
• Getting caught up in your own image and neglecting purpose/goals/vision
• Overpromising and raising unrealistic expectations
• Surrounds self with like-minded loyalists
Symbolic Frame
Harmful• Both Villain and Victim
• Flourish in isolation and ethical vacuums
• Never alone in their plots, always co-conspirators
• Narrow field of view
• Alternative reality with seeds of their own destruction
Symbolic Frame
Authentic• Seeks, embraces and dispenses Wisdom
through questions asked, metaphors employed, stories told, (parables!). (not specific advice)
• Embrace foibles and folly (“God is in the interruptions” Carl Jung)
• Intimately connected with own soul
• Reveals sacramental, poetic in everyday duty
• Available to each of us with personal spiritual work
Symbolic Frame
Symbolic FramePosition Harmful Wannabe Authentic
CEO Frank LorenzoBernie Ebbers
Ken Lay Liz ClaybourneMary Kay
Military Hermann Goering Westmoreland Swarzkopf
National Warren HardingSlobodan MilosevicJoseph Stalin
Woodrow WilsonGeorge W Bush
Ronald ReaganBarack ObamaNelson Mandela
Coaches Dave Bliss Tomjanovich Phil Jackson
Religious Jim JonesDavid Koresh
Most fired pastors
Desmond TutuMLK, Jr.Many vital pastors
Presbytery LeaderAdministrator (not so symbolic)
Overseer (not so symbolic)
Boundary Maintainer (not so symbolic)
Sentinel (more symbolic)
NOT the Bishop (Not the leader? Not the symbolic presence? Not the voice of oversight?)
Role ambiguity
How do we cast the Vision?
How can a Presbytery Leader work symbolically? What is the space for such in your system
Congregation LeaderMythic role of the Pastor
The meta story teller
The priest
Every Sunday opportunity to shape the Symbolic
Clarity of Role
Symbolic Frame
Symbolic Frame Assumptions• What is most important is not what happens but
what it means
• Activity and meaning are loosely coupled; events have multiple meanings because people interpret experience differently
• In the face of widespread uncertainty and ambiguity, people create symbols to resolve confusion, increase predictability, find direction, and anchor hope and faith
• Many events and processes are more important for what is expressed than what is produced
• Culture is the glue that holds an organization together and unites people around shared values and beliefs
Bolman and Deal (2003), Table 18.1. 372.
(Re)Framing Organizational Change
Frame Barriers to Change Essential Strategies
Structural Loss of clarity and stabilityconfusion, chaos
Communicating, realigning, and renegotiating formal patterns and policies
Human Resource
Anxiety, uncertainty; people feel incompetent and needy
Training to develop new skills; participation and improvement; psychological support
Political Disempowerment; conflict between winners and losers
Create arenas where issues can be renegotiated and new coalitions formed
Symbolic Loss of meaning and purpose; clinging to the past
Create transition rituals; mourn the past; celebrate the future
• Lee G. Bolman, Terrance E. Deal, Reframing Organizations, 4th ed., Jossey-Bass, 2008.
• Lee G. Bolman, Terrance E. Deal, The Wizard and the Warrior; Leading with Passion and Power. Jossey-Bass, 2006.
Resources