"On the contrary, those parts of the body that seem to be weaker are indispensable, and the parts that we think are less honorable we treat with special honor. And the parts that are unpresentable are treated with special modesty, while our presentable parts need no special treatment. But God has put the body together, giving greater honor to the parts that lacked it, so that there should be no division in the body, but that its parts should have equal concern for each other. If one part suffers, every part suffers with it; if one part is honored, every part rejoices with it."
I Corinthians 12:22-26
This passage emphasizes the importance of recognizing the value of every individual within the community, regardless of their perceived strength or weakness. It highlights the interconnectedness and interdependence among members, emphasizing the need for unity and mutual care. Leadership in this style is collaborative, synergistic, and cyclical rather than autocratic, stagnant, and linear.
Peter Senge witnessed a tragic accident that he’s never forgotten. A man was going down a river in a rowboat. The craft overturned, and the man struggled furiously against the current. He quickly developed hypothermia and died. And as soon as the man stopped struggling, the river swept his lifeless body onto the shore. He hadn’t realized that the only thing he needed to do to survive was to stop struggling. The current would have carried him to safety.
Currents are an invisible but powerful force that shapes a river’s flow. Similar underlying processes are at play in organizations. If we’re ignorant of these currents, we’ll never understand why we’re being jostled about or how to break free.
To weather these currents, organizations must develop the most vital learning discipline: systems thinking.
Put simply, systems thinking teaches you to analyze problems holistically. Imagine a company with three departments: manufacturing, marketing, and research. The head of each section is excellent at his job. He has a clear understanding of problems in his own department. But what if he doesn’t know how his work influences other sections? If that doesn’t change, the company, as a whole, will never solve deeper underlying problems.
Systems theory is also about learning to understand cause and effect, but most people have a very linear approach to thinking: A causes B causes C. Systems thinking teaches us that cause and effect are circular. Things influence each other in cyclical “feedback loops.”
When you master systems thinking, you look at how events develop over time and begin to notice recurring patterns. You see that the immediate effects of your actions can drastically differ from what happens over a longer term. Systems theory also analyzes geographic differences: a particular action can have one set of consequences locally and a completely different one globally.
For a learning organization, systems thinking is vital. It enables sophisticated analysis both within the organization and across broader industries. It also helps leaders understand what drives people’s behavior. And most importantly, it gives managers the tools they need to apply the author’s other disciplines holistically.
One example of a church that significantly improved when it began thinking about itself as a system is the First Community Church. Before this shift in thinking, the church operated more traditionally, with a hierarchical structure and decision-making process centered around the senior pastor. However, as the congregation grew and faced various challenges, the leadership realized the need for a more holistic and inclusive approach.
The church embarked on a process of self-reflection. It engaged in a series of discussions and workshops to understand the interconnectedness of its various components and how they affected the overall functioning of the community. They recognized that the church was not just a building or a pastor but a complex system of members, ministries, programs, and outreach efforts.
With this new understanding, the church implemented several changes. First, they formed a diverse leadership team comprising representatives from different age groups, backgrounds, and areas of expertise. This team collaborated to identify areas that needed improvement and created strategies to address them.
One significant change was implementing a feedback system where members could share their opinions, suggestions, and concerns. This allowed the church to gather valuable insights from its congregation and make informed decisions that considered the needs and aspirations of the community as a whole. Additionally, the church started focusing on building stronger relationships within and outside its walls. They developed programs that fostered community engagement, such as regular social events, support groups, and volunteer initiatives. The church created a sense of ownership and belonging by actively involving members in decision-making and encouraging participation.
Furthermore, the church began considering its resources as interconnected and interdependent. They allocated their budget more strategically, considering the impact on different ministries and ensuring a balanced distribution of resources. This approach helped the church optimize its efforts and maximize its impact on the congregation and the wider community.
Over time, these changes led to a revitalized and thriving church. Members felt more connected and engaged, leading to increased attendance and participation in various ministries and programs. The church became known in the community for its inclusive and welcoming atmosphere, attracting new members and fostering positive relationships with other organizations.
By shifting its mindset to view the church as a system, First Community Church was able to adapt and improve its functioning, ultimately creating a more vibrant and influential community of faith.
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