"Therefore, if anyone is in Christ, the new creation has come: The old has gone, the new is here!" 2 Corinthians 5:17 (NIV)
This verse speaks to the transformative power of faith in Christ, emphasizing that one can experience profound change and renewal through belief in something bigger than one's personal reality by trusting God's larger realities we sometimes have trouble seeing. It encourages individuals to embrace the opportunity for change and growth that comes from being connected to beliefs rooted in Christ.
"The Emperor's New Clothes" is a fable in which an emperor walks naked before his subjects after his tailors play a trick. They convinced the emperor that they'd made sumptuously beautiful garments for him, fashioned from cloth so fine that only truly intelligent or noble people could see them. The emperor, fearful of appearing stupid or insufficiently noble, doesn't admit that he can't see the clothes. His subjects, also afraid, play along, pretending they can see the clothes.
The emperor and his people were blinded by their mental models. None of them believed that an emperor would appear naked in public, so they did not mention that he was wearing nothing!
Like the emperor in the fable, organizations may cling to mental models with no real roots in reality. It can be a significant stumbling block.
Consider what happened to the American auto industry. Factories in Detroit – the home of the American automobile – failed to change and adapt, even as Japanese automobile manufacturers were disrupting the market. Their failure to adjust had devastating results; their business slipped away.
Many would say this is what is happening in the church today.
We are blind to what many in our culture call "the irrelevancy of the church." We continue as if "how" we proclaim the Gospel is as meaningful today as it was yesterday, today, and forever.
However, when appropriately used, mental models can also aid innovation. For example, Shell, the oil company, became a market leader when it gave its managers the tools they needed to dissect their mental models. In the 1970s, a team of senior planners and strategists at Shell predicted significant disruptions in the oil industry. But their warnings were ignored when the planners tried to tell managers of the impending upheaval. They'd forecast scenarios so unimaginable that managers couldn't even comprehend them. Luckily for Shell, the planners offered managers extra training. This training enabled bosses to examine their beliefs and prepare for significant changes. It could have been disastrous for Shell had they not initiated them.
One example of a church that struggled to adapt to change and ultimately faced decline is the Crystal Cathedral in Garden Grove, California. It was built in the mid-20th century and gained popularity for its unique architectural design, featuring a prominent glass structure. Reverend Robert H. Schuller founded the church in 1955. It became known for its innovative approach to religious services, utilizing media and technology to reach a broad audience. Reverend Schuller's television program, "Hour of Power," reached millions of viewers worldwide and contributed to the church's growth and influence.
However, as time passed, the Crystal Cathedral faced challenges adapting to societal and cultural changes. The church held onto its traditional methods and struggled to adapt to the evolving needs and preferences of the younger generations. The leadership's resistance to change and the lack of engagement with contemporary issues led to a decline in attendance and financial difficulties. In 2010, the church filed for bankruptcy due to significant debt. Eventually, the Roman Catholic Diocese of Orange County purchased the property, and the Crystal Cathedral became the Christ Cathedral. The transition involved substantial changes in the church's physical structure and religious practices.
The story of the Crystal Cathedral serves as a cautionary tale, highlighting the importance of adaptability and openness to change in religious institutions. Failure to evolve with the times and meet the growing needs of the congregation led to a decline in relevance and, ultimately, the church's demise.
So, how can a church help employees reflect critically on mental models? Well, a "learning infrastructure" must be built. Developing such an infrastructure means creating a system that celebrates conscious analysis of mental models and makes this an integral part of your staff, lay leaders, and congregation's daily life. It rewards people and groups that recognize failure, learn lessons, and innovate solutions.
Pastors who create an open environment that promotes critical thinking are important. Staff and congregation should always be confident in challenging themselves and changing their minds. No one should be afraid to point out that the emperor isn't wearing any clothes.
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