Resilience and efficiency

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ImageWhen I had a study I wished I worked in an office. Now I work in an office and I wish I had a study. (Interesting that I use the verb “work” only in relation to the “office”). I was shy about the “study” because I didn’t think it had the street cred of the offfice. Like many of my peers I referred to my study as the office. Now I find myself fighting for the place of the study in ministry which seems to have less time for it.

In a recent blog post, Sam Charles Norton has some wise words as he contrasts efficient and resilient systems. An efficient system “is one in which each resource is being utilised to the greatest possible extent.” We love efficiency and worship its icon of the (upwardly mobile) graph which is the prerequisite of any office wall. Norton suggests that the Church of England is hell-bent (my words) on a drive towards efficiency which is (mis)-guided by a spirituality “which is based upon a fear that all that seems to be going wrong will continue to go wrong.” According to Norton, we have forgotten what it means to believe in God. “The Church of England will only be saved by those who are not consumed with conviction about how to save it, and who sit lightly at the prospect of the Church of England not being saved – simply because they are utterly committed to the sovereignty of the living God, and they trust in his provision, rather than our own choices.”

A “resilient system” is what the Church of England has been as it “has emphasised the importance of the local and the different, the queer and the inefficient”. Resilient systems have resources within them which enable them to withstand shocks and trauma.  These “unexploited” resources aren’t built or stored in offices. That would be too inefficient. Many of our offices stand empty with their enterprise blown away by the latest economic shocks to the system. Offices are only open for business and efficiency. They are closed to resilience and their house is blown down with but one puff.

“Happy are those who delight in the law of the Lord, and on his law they meditate day and night. They are like trees planted by streams of water, which yield their fruit in its season, and their leaves do not wither. In all they do, they prosper.” (Psalm 1).

More results

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Continuing the theme of results, relegation and relationships  this quote was offered on a plate this afternoon:

“Target setting on its own is not enough.  Targets do little to enable progress; they merely signal the desire for it.  Unless you know how to improve they are impotent devices.  Concentrating on the process is where the real action is.  Thus putting energy into the ‘how’ is key.  Results will follow inexorably from this.  They do not lead or by themselves operate as some kind of backwards causation.”

Adrian Brown in Reassessing the Culture of Assessment (Grove Booklet)

Rachael Elizabeth’s poem on measurements is worth reading.

Results, relegation and relationships

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The football season is virtually over, relegation issues are settled and just a few teams have any further stake in the rest of the season as they fight for promotion through the play-offs. This wool gathering of a northern dean has some useful insights into the mind of the footballing world, particularly exploring the feelings of players who have failed to perform to expectation and feel the responsibility for relegation.

At the same time, our Year 6 children are sitting their tests and are expected to produce the results that, as they say, won’t let themselves down , their parents down, their teachers down, their schools down and everything else down. Are “results” an  obsession of our age? Is the fascination for measurement and standardisation something that has grown through the industrial revolution and our increasing capacity for measurement?

Results measure success and failure. Kenny Dalglish has discovered that not getting enough of them (wins) while managing Liverpool FC is fatal. Results are the stuff of competition, with the result that they set team against team and performer against performer. In battle there is only one winner and many losers, and, therefore, it is best to avoid that result by finding peace. Some are driven by results, but most of us, most of the time work without seeing results for our effort. How do we keep going?

Thanks to Meg Wheatley (Finding our Way: leadership for an Uncertain Time) I have these thoughts to challenge our results culture: the first is from Vaclav Havel, and the other is from a letter written by Thomas Merton to peace activist Jim Forest.

Hope is a dimension of the soul … an orientation of the spirit, an orientation of the heart. It transcends the world that is immediately experienced and is anchored somewhere beyond its horizons … It is not the conviction that something will turn out well, but the certainty that something makes sense regardless of how it turns out.

Do not depend on the hope of results … You may have to face the fact that your work will be apparently worthless and even achieve no result at all, if not perhaps results opposite to what you expect. As you get used to this idea, you start more and more to concentrate not on the results, but on the value, the rightness,the truth of the work itself … You gradually struggle less and less for an idea and more and more for specific people … In the end, it is the reality of personal relationship that saves everything.

Wheatley’s own comment is that hope and fear are inescapable partners. “Any time we hope for a certain outcome, and work hard to make it happen, then we also introduce fear – fear of failing, fear of loss.” She says that we can live beyond hope and fear, and that all we need is each other.

I couldn’t resist including the photo I found here. I have asked for permission to use it.

Tiki Taka

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One of the highlights of my week has been spending time with a group of clergy committed to developing more leaderful communities and congregations, but facing the problems of working with those who don’t see leadership as their responsibility. How do we bridge that gap?

Leadership models have focused on individuals and individualism. New models of leadership inspired by “new science” focus on process and what goes on between people (this has coincided with a renewed awareness of the interplay and community of the Trinity). Other facilitators, like Viv McWaters and Chris Corrigan talk about developing play. The result is that leadership develops as a community activity rather than a one man (often gender specific) band.

Tomorrow is Cup Final Day. Kenny Dalglish and Roberto di Matteo, managers of Liverpool and Chelsea respectively will be giving their team talks. The winning team will most likely be the team that plays better together, and that is less like a collection of interviews. As we play together, we grow together. As we play together, we take more risks together. Chris Corrigan picks up the theme of football teamwork when he refers to a style of play called Tiki Taka:

A style of play characterised by short passing and movement, working the ball through various channels, and maintaining possession.” With Tiki Taka the ball is continuously passed between team members in a way that the whole team operates as one intelligent field, rather than sum total of talented individuals.

Is that it? Do we need a rich passage of interplay to become a successful team? Is it the short passes, working the channels, the give and go which turns an unresponsive group of individuals into one intelligent field and a leaderful organisation.

If you liked this post, you may also like this recent post: https://davidherbert.me/2012/05/03/leadership-lessons/

Leadership lessons

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Photo by LHG Creative

For Dave Soleil, in this blogpost, leadership is a community action rather than a person. Soleil, like so many others, is critical of the traditional model of leadership which consists of a single heroic person that large groups of people follow.  Soleil describes this as the “find a parade and walk in front of it” model of leadership.

If leadership is identified with a particular person we are often left in a position of waiting on that leader (who we can also conveniently scapegoat). Soleil suggests that “if we see the visionary … as one of many pieces of a community-based leadership movement, we empower everyone in the community to contribute their gifts as a critical piece of the collective effort we call leadership.” Those gifts will include vision, co-ordination (of the collective effort), encouragement etc etc.

Leadership models forged in the heat of battle and industrial process have looked for control, but Meg Wheatley asks:

What if we stopped looking for control, and began, in earnest, to look for order? Order we will find in places we never thought to look before – all around us in nature’s living, dynamic systems. In fact, once we begin to look into nature with new eyes, the teachers are everywhere. (Leadership and the New Science, 1999, p25).

The flight of geese is one of nature’s stock supply teachers when it comes to leadership programmes. I have never heard the translation of Goosehonk, but my guess is that the question they are asking is not “who is the leader?” but “who is leading next?”.  Leadership is not something they leave to the next bird. There isn’t a goose who ducks the responsibility it shares with its whole community. Leadership is a community inter-action.

Merton on sanity

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We can no longer assume that because a man is “sane” he is therefore in his “right mind.” The whole concept of sanity in a society where spiritual values have lost their meaning is itself meaningless…

And so I ask myself: what is the meaning of a concept of sanity that excludes love, considers it irrelevant, and destroys our capacity to love other human beings, to respond to their needs and their sufferings, to recognize them also as persons, to apprehend their pain as one’s own? Evidently this is not necessary for “sanity” at all.

The worst error is to imagine that a Christian must try to be “sane” like everybody else, that we belong in our kind of society.

A Devout Meditation in Memory of Adolf Eichmann by Thomas Merton in Raids on the Unspeakable.

Goblin Market

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Goblin Market, Goblin Market.

Goblin Market is a remarkable poem by Christina Rossetti. I love this video version because of its pace, images and soundtrack. The words are here. Christina Rossetti was a volunteer worker for over ten years at a refuge for former prostitutes (St Mary Magdalene “house of charity” in Highgate, London), and this experience pulses through the poem.

Rossetti is also well known for writing the words of the Christmas carol, In the bleak Midwinter, (here sung by Alison Crowe). The carol ends with the question “what can I give him, poor as I am?” This is a profound and everyday question. What can we give when we think we have nothing to give? Gift shops have ideas with price tags for those not so poor. Their buyers may wonder what they can get away with. The receivers of such gifts may pass them on to others as something unwanted. What they wanted was something of themselves.  Something that comes from the heart: something that is wholehearted.

What can I give him, poor as I am? If I were a shepherd, I would bring a lamb; If I were a wise man, I would play my part; Yet what I can, I give him: give my heart.

For posing the question and for her wholehearted responses  – we give thanks today, a feast day for Christina Rossetti.

The image is Come Buy, a wood engraving by Laurence Housman (1892) scanned by George Landow.