Trying to find the Spirit filled approach to OD!

Have blogged about this matter in the past Church as Business but reading two particularly helpful books/papers recently has brought it to the forefront of my thinking again. For those who are wondering OD is not a disorder but simply means 'Organisational Development.'

WEC UK are embarking on a long process of review of everything we do and we trust that at then end of the process we will be in a better shape to respond to the challenges we face today. So, how do we go about it? What leadership will be required? That is crucial question.

In an excellent paper 'Space for Grace' The author states that "Many change processes in Christian organisations are fraught with frustration and disunity. Why should this be?
Part of the reason at least, is that some Christian OD work is functionally agnostic, if not
atheistic. Our strategy or team-building exercises, for example, are sometimes no different
from a secular process. We treat them as simply technical processes. By keeping our faith
separate from our OD work, we practice OD as if God was not interested or involved in
human change. We try to change our church organisations in our own strength alone and
end up exhausted and disillusioned.

That is the challenge ... to be intentional in our praying, in our seeking, and in our giving time for the Lord to speak to the whole fellowship. Also, in an attitude of humility and dependence, being open for the Lord not to speak if He should choose not to - and, if He chooses not to, to resist the temptation to fill in the space and move forward in our own strength.

Secular tools are useful and have a place, but they are only that - tools - they are not the solution. Advances in ministry direction are often counter-intuitive and the Spirit leads as He wills - we must seek His leading and follow. Simple really!

Where does vision come from? Is it from the anointed leader, or the body the Leader is called to serve? Can we trust the Spirit to speak through each of His children to bring about a much broader and multi-faceted vision of what He wants us to do? Does giving time to take a fellowship through this process (and it takes time) lead to greater levels of commitment, inclusion and sense of unity? Are these values to be aimed at over and above efficiency savings and rationalisation?

Seth Godin's book 'Poke the Box' also give some helpful insights into this when he states; 'Traditional corporations, particularly large-scale service and manufacturing businesses, are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency ... the alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect, and surprise.'

Leadership in this context is much more messy and challenging, but as Godin writes 'Action is easy once you have a plan. Formulating a plan, however, is a rare and valuable skill. During the early days, though, no one is sure of exactly what needs to be done. It’s not a job; it’s a passion, a mission, and an experiment. The staff is mixed up, confused, and cross-pollinating like mad, trying to survive. When an initiative starts to work, the company hires in that direction. They keep floundering and initiating until they get big enough to relax. And then they stop."

It seems to me that he is writing a beautiful description of the early Church in Acts, but is this what we see in our Churches, Missions and Ministries today? ... 'Organised Holy chaos' caused by liberated, Spirit-filled, passionate believers - released by leaders to succeed (or fail)?

I never want to be in a place where I think I am big enough to relax ... the world is changing too rapidly, and the unfinished task is still too huge for us to relax ...

I close with some questions taken from 'Space for Grace' for all Leaders to reflect on;

• How do I cope with the paradox of being both utterly dependent on God for change, while at the same time being responsible for making it happen?
• In what ways could I depend more on God’s power to spark change?
• Is my treatment of staff really ‘full of grace and truth’?
• In what practical ways can I better love the people I work with?
• How can I create more and safer spaces for people to reflect, listen, pray and discuss openly about the organisation?
• What defensiveness and desire for control do I need to let go of?
• How might I create more time to listen to God about my organisation? What is he saying and what is his vision for the organisation?
• How fervently am I praying for God to bring change?
• To what extent am I inspiring people in this organisation?
• How am I ensuring we live up to our values?
• To what extent am I following Jesus’ example of being a servant leader?
• Are there any aspects of my leadership that I need to appropriately turn away from?
• How much is my self-identity caught up in what I do?
• How much do I really accept that I may be a big part of the organisation’s problems?
• How willing am I to go through the painful process of change?
• What difference does my faith make to my leadership?
• How can I differentiate my personal desires from God’s will and vision?
• What am I doing to keep learning more about leadership, management and organisational change?