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Reframing Presbytery. Structure People Politics Symbol. Reframing Presbytery. Structural Frame Human Resources Frame Political Frame Symbolic Frame. Using Multiple Frames.

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reframing presbytery
Reframing Presbytery

Structure

People

Politics

Symbol

reframing presbytery1
Reframing Presbytery
  • Structural Frame
  • Human Resources Frame
  • Political Frame
  • Symbolic Frame
using multiple frames
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
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?
reframing presbytery2
Reframing Presbytery
  • 1. Structural Frame
  • Work Allocation – differentiation
  • Coordination – integration
slide6

Bills and Overtures

The Presbytery

(Manual of Administrative Operations Introduction))

Committee on Representation

Permanent Judicial Commission

Com on Preparation for

Ministry

Session Records Review

Committee

Nominating

Committee

Council

Investment

Committee

Mission Coordination

Committee

Administrative Division

Ministry Division

Personnel

Committee

Church Development

Committee

Associated

Ministry Groups

Stewardship

Committee

Committee On

Ministry

Budget

Committee

Administrative Commission

Congregational Property

structural frame
StructuralFrame
  • Work Allocation – differentiation
  • Function of Committee, staff, etc.
  • Time –deadlines,
  • Product – what is it?
  • Process – flow of work
structural frame1
Structural Frame
  • Lateral Coordination
  • Meetings
  • Task Forces
  • Coordinating roles
  • Matrix structures
  • Networks
  • Vertical Coordination
  • Authority
  • Rules
  • Planning
  • Control
structural frame polarities
Structural Frame-Polarities
  • 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 vsGoalbound
  • Irresponsible vs unresponsive
structural frame assumptions
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
reframing presbytery3
Reframing Presbytery
  • 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
human resources frame
Human Resources Frame
  • 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
slide14

High Directive

And

High Supportive

(High)

High Supportive

and

Low Directive

Supporting

Coaching

S3

S2

Style of Leader

S4

S1

Supportive Behavior

Directing

Delegating

Low Supportive

and

Low Directive

High Directive

and

Low Supportive

(Low)

Directive Behavior

(High)

D4

D3

D2

D1

Moderate to High

Competence

Variable Commitment

Low to Some

Competence

Low Commitment

Followers

High Competence

High Commitment

Low Competence

High Commitment

Developed

Developing

human resource frame assumptions
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
reframing presbytery4
Reframing Presbytery
  • 3. Political Frame
  • “Interdependence, divergent interests, scarcity, and power relations inevitably spawn political activity.” p 194
political frame
Political Frame
  • 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.
warrior roles
Warrior Roles
  • Relentless
  • 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
  • Toxic
  • Narcissistic
  • Corrupt
  • Callous
  • “evil”
  • Unprincipled
  • Lack self-awareness
  • Unresponsive to feedback
  • Break the rules
political frame1
Political Frame
  • 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 frame2
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 frame3
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”
warrior roles1
Warrior Roles

Personal Work

Therapy, Coaching

Spiritual refreshment

Dysfunctional Propensities

Familiar Misery Magnified/ Projected

Ego, Anger, Vengeance

political frame5
Political Frame

Then…..

Camps

High

CDC

Mission

COM

Staff

Power

Council

Planning

Personnel

PW

BPU

Exec

Low

Interests

Pro Change

Opposed to Change

political frame6
Political Frame

Now…..

Council

High

COM

Mission

CDC

Exec

Power

Personnel

PW

BPU

Staff

Camps

Low

Interests

Pro Change

Opposed to Change

political frame assumptions
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
your political frame
Your Political Frame

High

Power

Low

Interests

Pro Change

Opposed to Change

reframing presbytery5
Reframing Presbytery
  • 4. Symbolic Frame
  • Metaphor
  • Myth
  • Stories with Power
  • Secrets, Taboos
  • Meaning
symbolic frame
Symbolic Frame
  • 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 frame1
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 frame2
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 frame3
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 frame5
Symbolic Frame
  • Congregation Leader
  • Mythic role of the Pastor
  • The meta story teller
  • The priest
  • Every Sunday opportunity to shape the Symbolic
  • Clarity of Role
  • Presbytery Leader
  • Administrator (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
symbolic frame assumptions
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
re framing organizational change
(Re)Framing Organizational Change
  • Bolman and Deal (2003), Table 18.1. 372.
reframing presbytery6
Reframing Presbytery
  • Structural Frame
  • Human Resources Frame
  • Political Frame
  • Symbolic Frame
resources
Resources
  • 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.
your political frame1
Your Political Frame

High

Power

Low

Interests

Pro Change

Opposed to Change