In the 15th Century Marsilio Ficino put it this way, "CONVIVIUM is the demonstration of love and splendor, the food of good will, the seasoning of friendship, the leavening of grace and the solace of life." He was the head of the Florentine Academy, which in its day was clearly not simply an institute of learning, but a living community of friends. That is what I hope for this simple space.
In three churches these past six years I did exactly what you are asking--getting stuck systems unstuck. Some of the points of change: 1: be a non-anxious presence myself and value time away--non-negotiable. And be present to people's stories and emotional realities. 2: challenge the blame game--"whose fault is it" and in exchange insert the system analysis that says all "mistakes" are learning opportunities for how we do things. Assumption is that everybody is doing their best and want to improve. 3. invite people into new relationship patterns. 4: move to self-initiated evaluation processes that involve clarity of standards to which I/we hold ourselves accountable, fashion questions for feedback that will yield applicable change in my understanding/behavior, decide who and how to seek the feedback, get the feedback, reflect on the meaning and usefulness in my leadership growth. 5: apply intense supervisory presence that focuses on behaviors, self awareness, issues of "delivering" though leadership. I apply a three point compass to decision making: build the organization, strengthen leaders, extend covenant relationships. In supervision I expect those I supervise to apply these compass points. 6: use outside resources to give language for identity and mission. 7: be clear in articulating who we are and what we're about.
The three churches had significant dysfunctions. University UMC was in such bad shape and had no future in its soul. All three had significant cannibalistic dynamics common to stuck organizations in an unstuck world. Mortality is a big issue and my preaching was an important part of addressing faith / fear issues.
Of course Art Gafke Consulting will be happy to develop these general points in much more detail if it would be helpful for you.
In three churches these past six years I did exactly what you are asking--getting stuck systems unstuck. Some of the points of change:
1: be a non-anxious presence myself and value time away--non-negotiable. And be present to people's stories and emotional realities.
2: challenge the blame game--"whose fault is it" and in exchange insert the system analysis that says all "mistakes" are learning opportunities for how we do things. Assumption is that everybody is doing their best and want to improve.
3. invite people into new relationship patterns.
4: move to self-initiated evaluation processes that involve clarity of standards to which I/we hold ourselves accountable, fashion questions for feedback that will yield applicable change in my understanding/behavior, decide who and how to seek the feedback, get the feedback, reflect on the meaning and usefulness in my leadership growth.
5: apply intense supervisory presence that focuses on behaviors, self awareness, issues of "delivering" though leadership. I apply a three point compass to decision making: build the organization, strengthen leaders, extend covenant relationships. In supervision I expect those I supervise to apply these compass points.
6: use outside resources to give language for identity and mission.
7: be clear in articulating who we are and what we're about.
The three churches had significant dysfunctions. University UMC was in such bad shape and had no future in its soul. All three had significant cannibalistic dynamics common to stuck organizations in an unstuck world. Mortality is a big issue and my preaching was an important part of addressing faith / fear issues.
Of course Art Gafke Consulting will be happy to develop these general points in much more detail if it would be helpful for you.
Grace, peace and joy,
Art