Is it safe to say, "In this church, people are becoming more like Christ?"
WJ de Kock
Education Consultant to Partner in Ministry
Professor of Practical Theology at Palmer Theological Seminary
This is part one of our seven part series “Building a Culture of Collective Confidence”.
Is it safe to say, "In this church, people are becoming more like Christ?" A healthy church thrives on the collective belief that its members are growing towards Christ-likeness. At Partners in Ministry, we're all about cultivating this confidence until it's as integral as the potluck dinners after Sunday service.
A Delicious Breakfast
Churches often obsess over strategy and tactics, but remember: "Culture eats strategy for breakfast." Whether Peter Drucker or your next-door neighbour said this first, the wisdom holds. This maxim underscores how a toxic culture can sabotage even the most brilliant plans. In these blog posts, we'll unravel the mysteries of organisational culture, exploring models that decode how it shapes an organisation.
Back in the day, early Christians radiated confidence in Jesus and their mission to spread the good news. Those early communities were famed for their solidarity and mutual support. Despite persecution and exclusion from society, their united sense of purpose and unwavering faith bound them together. This culture of confidence manifested in their care for one another, sharing their belongings, tending to the sick and needy, and extending hospitality even to strangers.
Their steadfastness in the face of adversity further proves this confidence. Many early Christians endured persecution, torture, and even death for their beliefs. Yet, they stood firm, empowered by their faith, a testament to their resolve and strength.
The early Christian communities exemplify the power of community and shared purpose. They were deeply committed to their mission, driven by the Holy Spirit to do God's work. This empowerment and sense of mission were foundational to their collective confidence.
In our modern context, we strive to foster community and shared purpose in our churches. We want our members to feel assured that our church can achieve its mission. A culture of shared confidence should echo through statements like, "Join our community, and you'll grow in faith and resemble Christ more each day."
Defining Culture
Let's start with a basic definition of culture. Edgar Schein describes it as everything an organisation learns in its history dealing with external challenges and internal organisation. This dynamic definition shows how culture evolves as an organisation faces and overcomes challenges.
Martin Jenkins adds another layer, identifying three cultural dimensions:
• Visible or Tangible Elements - These are the things you can see, like shared spaces or teamwork awards.
• Espoused Values or Adopted Values - Just beneath the surface, these values reflect what people say is important, seen in posters or leader statements.
• Underlying Beliefs and Assumptions - These are deep-seated, unconscious assumptions that guide behaviour. If "doing the right thing" is ingrained, it becomes second nature.
The Eight Factors Shaping Culture
Martin Jenkins also outlines eight factors that shape culture. Each plays a crucial role in shaping how an organization operates and how its members grow.
• Vision and Strategy - These are the foundation of any organisation's culture, guiding its aspirations and providing direction. Vision defines the long-term goals, while strategy maps out how to achieve them. A clear vision and strategy give purpose and align efforts towards common goals. This alignment is crucial for building a cohesive and motivated organisational culture.
I believe values come before vision and strategy. Shared values are the bedrock of a healthy church culture, guiding decisions and actions. Without strong values, even the best vision and strategy struggle to connect deeply with the community.
• Leadership - Crucial for shaping and sustaining culture. Leaders set the tone by embodying values and behaviours they want to see in their teams. Effective leaders build trust, encourage open communication, and foster innovation. They recognise and reward desired behaviours, address issues promptly, and create an environment where members feel valued and empowered.
• People - These are the lifeblood of any organisation, shaping its culture through attitudes, beliefs, and behaviours. Hiring people aligned with values and investing in their growth is essential. Engaged and dynamic teams reflect an organisation's commitment to its people.
• Organisational Structure - Defines how tasks are organised and supervised. Clarity in roles and responsibilities aids decision-making and communication. Flexibility is key to adaptability, preventing rigidity that stifles innovation.
• Ways of Working Together - Norms, practices, and processes define collaboration and interaction. Foster a culture of respect, openness, and inclusivity to strengthen teamwork.
• Communication - Vital for information flow and connection. Transparent, consistent communication builds trust and alignment with goals.
• Physical Environment - Office layout and amenities impact well-being and productivity. Design spaces that foster creativity and comfort.
• Reward and Recognition Systems - Reinforce desired behaviours and outcomes, motivating individuals and reinforcing values.
Each element is interconnected, and neglecting one can disrupt organisational harmony. Understanding how we express ourselves.
Organisational Culture Types
The Competing Values Framework (CVF), developed by Kim Cameron and Robert Quinn, offers a profound model for understanding and categorising organisational culture. It revolves around two critical dimensions: flexibility versus stability and internal versus external focus. These dimensions create a matrix that identifies four distinct culture types, each possessing unique characteristics, strengths, and challenges.
1. Clan Culture: Imagine a workplace where collaboration flows like a family reunion, with leaders as your wise aunts and uncles. Here, bonding over shared goals and open chats reign supreme. While this close-knit vibe boosts loyalty and teamwork, watch out for the occasional resistance to change—after all, every family has its quirks.
2. Hierarchy Culture: Picture a place where procedures are as structured as a Swiss watch, and leaders are the conductors keeping everything on track. This setup ensures smooth sailing and reliable outcomes. Yet, beware the bureaucratic labyrinth that could stifle new ideas faster than a Monday morning meeting.
3. Adhocracy Culture: Welcome to the innovation playground, where creativity dances with risk-taking, and leaders are the visionary ringmasters. This circus of ideas thrives on flexibility and bold moves, perfect for chasing the next big thing. Just mind the occasional chaos—it's the price of pushing boundaries.
4. Market Culture: Enter the arena where goals are king, and leaders are the gladiators driving their teams to victory. Here, it's all about hitting targets and outperforming the competition. But amidst the thrill of the chase, beware of burnout—after all, even champions need a breather.
Balancing these cultures is like blending a gourmet dish—you need just the right mix to satisfy every palate and keep the kitchen humming. After all, in the quest to nurture a thriving church culture, a pinch of clan collaboration and a dash of adhocracy innovation might be just what the divine chef ordered.
5. Next time
Understanding and nurturing organisational culture is like tending to a garden—there's no quick fix, just a continuous journey of cultivating, pruning, and watching it flourish. As Christian leaders, we must ponder: How do we cultivate a culture where folks grow into mature followers of Christ? To steer ahead, we need to grasp the pivotal role leaders play in shaping this thriving church culture. After all, a green thumb and a guiding hand can make all the difference in this spiritual ecosystem
Take the first step today:
• Register for the full course: "Creating a Culture of Collective Confidence"
• Contact Partners in Ministry to learn more about our coaching, leadership development, and consulting services.
For more information and to get started, visit our website or reach out to us directly. Let’s create a culture of collective confidence that transforms lives and glorifies God
Sources:Kim Cameron and Robert Quinn's Competing Values Framework, https://www.quinnassociation.com/en/culture_typologyMartin Jenkins, https://www.martinjenkins.co.nz/contact/blog/design-thinking-silver-bullet-or-white-whale/Schein, E. H., & Schein, P. A. (2019). The corporate culture survival guide (3rd ed.). John Wiley & Sons.