made to flourish by shelley g. trebesch - excerpt

8202019 Made to Flourish By Shelley G Trebesch - EXCERPT

httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 124

S H E L L E Y G T R E B E S C H

BEYOND QUICK FIXES TO A

TH R IV ING O RGAN IZA T ION

MADE TOFLOURISH





MADE TO

FLOURISHBEYOND QUICK FIXES TO A

THRIVING ORGANIZATION


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students and faculty active on campus at hundreds of universities colleges and schools of nursing in the United

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information about local and regional activities visit intervarsityorg

Scripture quotations unless otherwise noted are from the New Revised Standard Version of the Bible copyright

983089983097983096983097 by the Division of Christian Education of the National Council of the Churches of Christ in the USA Used by permission All rights reserved

While many stories in this book are true some names and identifying information may have been changed to

protect the privacy of individuals

Cover design Cindy Kiple

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ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (print)

ISBN 983097983095983096-983088-983096983091983088983096-983097983096983097983093-983092 (digital)

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Library of Congress Cataloging-in-Publication Data

Trebesch Shelley G 983089983097983094983091-

Made to flourish beyond quick fixes to a thriving organization Shelley G Trebesch

pages cm

Includes bibliographical references and index

ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (pbk alk paper)

983089 Church management 983090 Organizational effectiveness I Title

BV983094983093983090T983094983096983095 983090983088983089983093

983090983093983092--dc983090983091

983090983088983089983093983088983091983091983094983096983089

P 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093 983089983092 983089983091 983089983090 983089983089 983089983088 983097 983096 983095 983094 983093 983092 983091 983090 983089

Y 983091983092 983091983091 983091983090 983091983089 983091983088 983090983097 983090983096 983090983095 983090983094 983090983093 983090983092 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093




CONTENTS

983089 A Vision to Flourish 983097

983090 Languishing or Flourishing Predicting the

Ripple Eects o Change 983089983093

983091 he ECO Model at Work 983090983095

983092 Flourishing People 983091983091983093 DNA he Lie Force o Flourishing Organizations 983092983097

983094 Putting Your DNA to Work 983094983091

983095 he Discipline o FlourishingmdashOrganization

and Capacity Development 983095983095

983096 Making Organization Development Work or You 983096983097

983097 he Ecosystem o FlourishingmdashCulture 983097983095

983089983088 Making Culture Work or You 983089983088983097

983089983089 he Ecosystem o FlourishingmdashStructure 983089983089983093

983089983090 he Nuts and Bolts o Structure 983089983090983095

983089983091 he Future o FlourishingmdashInnovation and Entrepreneurs 983089983091983095

983089983092 Flourishing A Daily Reality 983089983093983089

983089983093 One Organizationrsquos Story 983089983094983091

983089983094 Flourishing Organizations 983089983094983097

Acknowledgments 983089983095983095

Appendix 983089 echnical Aspects o Flourishing 983089983095983097

Appendix 983090 Flourishing Developmental Assessment ool 983089983096983091

Notes 983089983097983091

Index 983090983088983089




- 1 -

A VISION TO FLOURISH

Focus on Unreached Peoples (FUP) began when eight university grad-

uates sensed Godrsquos call to pray or research and plant churches among

unreached peoples Te organization grew steadily eventually num-

bering our hundred people (along with support staff) serving in fifeen

creative-access nations

Tirty years into the work FUP experienced a 10486261048629 percent decrease inall areas o the organization (personnel finances new rontiers etc)

Te decline began when orty missionaries living in two neighboring

Arican countries were orced to evacuate due to civil war wo mission-

aries were killed in the conflict beore they were able to leave the country

Te thirty-eight missionaries were immediately redeployed although

some chose to leave the mission due to the trauma Other missionaries

were given assignments within the organizationmdashmostly in leadershipand administrationmdashand some were reassigned to saer countries with

strong Christian presences (mostly to offer support to already-existing

churches) Te civil war was rarely spoken o again everyone seemed to

orget and move on As the personnel and resources in the organization

continued to decline the leadership made decisions to consolidate and

assigned the ew new workers to contexts where there were already per-

sonnel Tey didnrsquot start work in any new countriesContributions continued to decrease along with the operating budget

Support staff were laid off Missionary budgets had not been increased

or ten years Te atmosphere in the organization was tense Most sensed




10486251048624 MADE TO FLOURISH

and promoted attitudes o scarcity comparison and begrudged sharing

noticing ldquowho got whatrdquo O course everyone elt they did not have

enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective

support development Five years into the decline the board hired a new

CEO who had a track record or generating income He did but by this

point morale was so low money could not resolve the situation

Here was a classic leadership challenge the law o unintended un-

expected consequences Obviously the well-intentioned organizational

leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were

employing a quick fix Tat their redeployment interventions would

have the overall long-term impact o a 10486261048629 percent decrease in all areas

o mission and potentially jeopardize the vision or which FUP exists

Tat the impact o the redeployment o the trusted partners o the A-

rican nationals would be betrayal and distrust Tat their financial

partners would become skeptical and invest elsewhere

Ofen leaders initiate change in their organizations or teams as a re-

action to an event a response to crisis New policies are written or new

structures implemented with minimal projection toward consequences

or uture outcomes Another common approach is or leaders to search

or breakthroughs and pursue the latest ads the strategies that seem to

work in the ldquochurch down the streetrdquo Many organizational changes

happen in response to the symptoms o eventsmdashwhat is easily observable

or seen As previously stated these are quick fixes I an organization is

to flourish it has to go beyond quick fixes It has to see more deeply and

listen more intently

Stop and Think

Consider your organization or team Try to

identify some ldquoquick fixesrdquo and notice their re-

percussions their ripple effects




A Vision to Flourish 10486251048625

MADE TO FLOURISH

What does it mean to flourish1 One definition is ldquoto live within an op-

timal range o human unctioning one that connotes goodness genera-

tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o

Genesis also offer a sense o what flourishing means

Ten God said ldquoLet the earth put orth vegetation plants yielding

seed and ruit trees o every kind on earth that bear ruit with the

seed in itrdquo And it was so And God said ldquoLet the waters bring

orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-

mankind in our image according to our likeness and let them have

dominion over the fish o the sea and over the birds o the air and

over the cattle and over all the wild animals o the earth and over

every creeping thing that creeps upon the earthrdquo God blessed

them and God said to them ldquoBe ruitul and multiply and fill the

earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves

upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)

Jesus also envisions flourishing in Lukersquos Gospel when he reerences

Isaiah 104863010486251048625-1048626

Te Spirit o the Lord is upon me

because he has anointed me

to bring good news to the poor

He has sent me to proclaim release to the captives

and recovery o sight to the blind

to let the oppressed go ree

to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)

Flourishing is also our ultimate hope as pictured in the book o Revelation

Ten I saw a new heaven and a new earth or the first heaven and

the first earth had passed away and the sea was no more

ldquoSee the home o God is among mortals

He will dwell with them





they will be his peoples

and God himsel will be with them

he will wipe every tear rom their eyesDeath will be no more

mourning and crying and pain will be no more

or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)

God created the world and all o us in it to flourish Jesus came to restore

flourishing to a broken world and to point us in that direction beore

God finally rights all wrongs and accomplishes ully what he initially set

out to do at creation

When we flourish we experience emotional psychological and social

well-being We are ull o liemdashpeaceul cheerul satisfied and pro-

ductive3 We accept ourselves as we are knowing our strengths and

weaknesses We engage challenges enjoy learning and embrace an

overall sense o purpose We expect our days to be useul and hopeul

Flourishing people have strong relationships and connectedness to com-

munity contributing as well as receiving Tey are curious about differ-

ences and suspend judgment or optimized learning Sound appealing

Sound like what God might intend lie to be

Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that

flourishing they learn and become cocreators with God4 In flourishing

environments we pursue meaning and purpose We innovate and adapt

to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission

agencies other nonprofits or businesses ultimately should flourish

In other words in a flourishing organization or team everything and

everyone is thriving5

What does that look like Organizations are communities o people

called together or a purpose Christian organizationsmdashchurches and

companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-

riencing the wildness adventure ruitulness and abundant lie o Godrsquos

kingdom while inviting others to do so as well





Flourishing organizations are thrilling in that they pursue meaningul

kingdom-o-God-oriented purposes Tey make a difference in society

and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners

with God or kingdom purposes is as individual as human beings them-

selves and it must live this uniqueness to demonstrate the ull breadth

o Godrsquos image Ultimately Christian organizations should be flourishing

and thriving because that reflects their Creatorrsquos image

Flourishing organizations are

bull vibrant reproducing kingdom-o-God communities

bull called together to live in Godrsquos reign and join Godrsquos mission to pro-

claim and live in his kingdom and to by Godrsquos enabling grace

bull pursue their unique God-given purpose and

bull produce Godrsquos vision o the uture

bull while creating an environment where individuals thrive

Flourishing organizations are un satisying sae environments in which

individuals are restored and embrace transormation into the image o

Christ Tey live the authentic Jesus liemdashattractive joyul contagious

QUICK FIXES

All too ofen however thatrsquos not how leaders think about organizations

especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common

Tey rapidly employed reactionary solutions to correct a situation Quick

fixes by definition lack research and analysis and thereore a deep

awareness o the complexity inherent in every organization department

or team Ronald Heifitz and Marty Linsky call these technical changes or

solutions because they are based on know-how that already exists6

Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems

surace again

Quick fixes are ofen addish We see a strategy working in another





organization so we are tempted to try it out in our own contextmdasheven

though our situation may be very different As a result the outcome is

ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation

no solitary lucky break no miracle momentrdquo would lead an organi-

zation to greatness7 Tereore the hard work o comprehensive re-

search and discernment is necessary beore leaders intervene with or-

ganizational change

Another issue can make it difficult or organizations to flourish Afer

over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders

with little i any leadership training Rather they are called to captain

their organizations or teams because o their character and rontline ex-

perience in other contexts Full o good intentions and a lot o energy

such leaders still find their troubles outweighing their successes Te

complexities o the venture can be overwhelming

Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who

lead organizations who want to accomplish kingdom-o-God purposes

Made to Flourish encourages ldquoadaptive leadership the practice o

mobilizing people to tackle tough challenges and thriverdquo8

Te structure o Made to Flourish is straightorward and can be read

as a whole or in parts based on the challenges you ace Chapter two

introduces a model (the Ecology o Organizations ECO) or flourishing

organizations while subsequent chapters explore the components o

this model in-depth Beyond chapter two each chapter includes three

elements (1048625) live case studies that illustrate common quick fixes

(1048626) presentations o an aspect o organizational dynamics that promotes

flourishing and (1048627) effective best practices and exercises related to the

dynamic being explored

It is my prayer that Made to Flourish will help you and your teams

listen and think deeply about your organization beyond the quick fixes

and thus call orth lie It is my hope that as a result your organization

will flourish




- 2 -

LANGUISHING ORFLOURISHING

Predicting the Ripple Effects of Change

Campus by the Sea a camping acility run by InterVarsity Christian

Fellowship on Catalina Island off the coast o Southern Caliornia had a

problem1 Rattlesnakes had been on the island or time out o mind In

the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the

snake population under control Te plan worked great Fewer snakes

But then the wild pigs started to roam all over invading campgrounds

and other areas So some enterprising olk used a dog Cinder to keep

the pigs at bay Te plan worked great Fewer pigs

But Cinder lef lots o little presents lying around making things very

unpleasant or guests at the campground So some workers were given

the task o cleaning up afer the dog Te plan worked great Fewer little

presents rom Cinder or people to step in

But then the pigs got the better o Cinder Within weeks o Cinderrsquos

retirement the pigs were back

All o this took place over the course o decades with each group o

leaders not ully aware o what previous groups had done beore to solve

the problems Many lessons could be learned rom this tale Irsquom sure not

the least o which is that a judicious knowledge o the history o your

enterprise can come in handy It also illustrates the law o unintended





consequences We ail to oresee what might result rom certain deci-

sions we make

Organizational leaders especially rom the West tend to view events

as linear cause and effect (see figure 10486261048625)2 Educational systems have

taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces

another cause which produces another effect and so on Like the problem

at Campus by the Sea with the snakes that produced a problem with pigs

that produced a problem with a dog events are never purely linearmdashan

effect becomes a cause and then an effect in more o a circular ashion

In systems thinking this is called a cause-effect loop (see figure 10486261048626)

When we receive inormation about an experience that indicates a

need or change we take actions which produce particular results But

reality is not linear as figure 10486261048627 portrays New inormation based on the

results leads to actions which lead to urther results Itrsquos more like a circle

than a straight line more like a never-ending spiral More like figure 10486261048628

When we analyze in a systems mindset reality encompasses the past

present and uture

As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent

Figure 983090983089 Direct cause and effect

Cause Effect

Figure 983090983090 A cause-effect loop

Cause Effect Cause Effect




Languishing or Flourishing 10486251048631

is below Likewise when we analyze an event we must discern the unseen

interrelationships and connections keeping in mind the past and present

and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-

zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o

prevent quick fixes they must understand the inner connections and

inner relationships present in the organizationmdashthe cause-effect loops

Te model I present in this book or understanding these loops and

the 10486331048624 percent below the surace is called the Ecology o Organizations

(ECO) It shows inner relationships and connectedness so that leaders

can trace influence and predict repercussions Tatrsquos how we move away

rom quick fixes I use the word ecology to convey that the cause-effect

nature o organizations is by definition organic and not mechanical

Organizations are not machines You donrsquot pull a lever at one end and

get a gizmo at the other Organizations are active dynamic organisms

that need nurture and care that are affected by both their DNA and by

their environment Organizations entail many complex interactive

Figure 983090983091 A straight-line model

Information Actions Results

Figure 983090983092 A circular model

InformationAction

Result





processes that are ofen not easily quantifiable

Yet even in growing and changing organisms like plants and animals

there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-

effect loops is a process we can repeat enabling us to observe interpret

and intervene which is the essential process o adaptive leadership3

Regarding FUP (Focus on Unreached Peoples) that we met in chapter

one or example what impact did the change in organizational structure

(redeployment) have on its vision and mission Did the structural change

promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect

the morale or experience o members in the organization Or o the

Aricans who remained in their home countries during the turmoil Did

it enable them to flourish and participate meaningully in the mission

As a good garden needs the right balance o ingredients (water soil sun-

light ertilizer weed control and more) so a flourishing organization

requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback

VISION AND MISSION

In the rest o this chapter I will build the ECO model piece by piece until

we have the whole We will then look at each o the pieces in more detail

in subsequent chapters

Letrsquos start then with the first piece the vision and mission loop (figure

10486261048629) Tis lies in the center at the heart o the organization Mission and

vision impact everything that happens in the organization At the same

time what happens in the organization also impacts the mission and

vision It is not just one way For example structural changes without

reerence to the mission and vision o an organization may impact them

negatively and over time cause the mission andor vision to drif Te

organization may not accomplish the outcomes or which it exists In

chapter five I will say much more about vision and mission helping dis-

tinguish these two terms that are sometimes equated with one another

But I donrsquot want to slow us down with that at the moment Letrsquos move on





to the next piece o the ECO model

INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what

I call the internal paradigms loop because it represents controlling

mindsets that inevitably influence decision making and actions (see

figure 10486261048630) Tese are the unseen (internal) actors that influence external

actions Faith assumptions are biblical and theological truths that provide

oundation or the organization and influence organizational decision

making and actions Examples might include the ollowing

middot God transorms lives

middot Individuals contribute to the whole by using their gifs

middot All peoplenations must have the opportunity to hear the gospel

Figure 983090983093 The vision and mission loop

Vision amp

Mission

Figure 983090983094 The internal paradigms loop

Vision amp

Mission

FaithAssumptions

Values





Values are standards or principles that cause us to make decisions or

act the way we do Tey describe what matters most the kind o people

we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections

our behaviors influence our values

In terms o the movement in the cause-effect loop aith assumptions

tend to create produce strengthen and influence values Likewise values

have similar effects on aith assumptions Tis sometimes hidden cause-

effect loop affects people or example more visibly through policies and

procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop

THE ORGANIZATION ACTION LOOP

While vision and mission as well as aith assumptions and values can

sometimes be hard to detect members o an organization are ofen very

aware o what goes on in the organization action loop (figure 10486261048631) Organ-

izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an

organization to unction efficiently and accomplish its purpose Policies

and procedures might include the ollowing

Figure 983090983095 The organization action loop

Vision amp

Mission

FaithAssumptions

OrganizationalDynamics

ExperiencesValues





middot Assessmentsmdashevaluation eedback and plans or development re-

garding peoplersquos work

middot Human resources policies

middot Budget and planning processes

middot Delivery o ministry or services

Tese dynamics then influence the other part o the loop the experi-

ences o people Tese are the events and practices that influence and

shape people within organizations For example suppose an organi-

zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to

do the mission and accomplish the vision yearly developmental re-

views and planning and ongoing training that urther develops and

refines members in their selected career paths Presumably then

members experience growth and development which urther

strengthens the organizational dynamics related to people devel-

opment In chapter seven we will consider the organization actionloop in more detail

Ultimately internal paradigms and organizational actions are not in-

animate objects and neither is an organization It is a living system In-

ternal paradigms are embedded in people Organizational actions are

designed and carried out by peoplemdashindividuals and leaders Tereore

the Ecology o Organizations ully connects around peoplemdashwhich is

the cause-effect loop highlighted next

THE PEOPLE LOOP

We began by saying that vision and mission are at the center o the organ-

ization In purposeul flourishing organizations leaders and individuals

connect with and live the vision and mission (see figure 10486261048632) Vision and

mission are not just nice statements printed on posters Tey are the

reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-

ganization However consider the cause-effect aspect o the loop I

leaders and individuals do not live the vision and mission i they do not





replicate the vision and mission in new generations over time the vision

and mission will change and so will inevitably the organization Tis

ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose

J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in

which a man or woman with God-given capacity influences a specific

group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are

influenced by the organizationrsquos vision mission aith assumptions and

values As a result they create experiences and organizational dynamics

Tese in turn influence individuals and strengthen or establish aith as-

sumptions values vision and mission Leaders are key in organizations

since their actions (flowing rom aith assumptions and values) create

organizational culture structures procedures policies and so orth

Tey are ofen the initiators o experiences that cause individuals in the

organization to grow and develop

Individuals have an effect on the loop too In healthy organizations

change is initiated by the grassroots as well as by the leaders When

people are influenced by the organizationrsquos vision mission aith as-

Figure 983090983096 The people loop

Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values





sumptions and values they then create organizational dynamics and

experiences that influence leaders Tat in turn strengthens or estab-

lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both

influence the whole organization

Ofen those in difficult situations who are not in leadership eel

powerless to affect their situation or bring change to the whole

However in a living organism every part influences the whole As

Paul said in 1048625 Corinthians 10486251048626

he body does not consist o one member but o many I the

oot would say ldquoBecause I am not a hand I do not belong to the

bodyrdquo that would not make it any less a part o the body And i

the ear would say ldquoBecause I am not an eye I do not belong to

the bodyrdquo that would not make it any less a part o the body I

the whole body were an eye where would the hearing be I the

whole body were hearing where would the sense o smell be

But as it is God arranged the members in the body each one o

them as he chose I all were a single member where would the

body be As it is there are many members yet one body he

eye cannot say to the hand ldquoI have no need o yourdquo nor again

the head to the eet ldquoI have no need o yourdquo On the contrary

the members o the body that seem to be weaker are indis-

pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable

members are treated with greater respect whereas our more re-

spectable members do not need this But God has so arranged

the body giving the greater honor to the inerior member that

there may be no dissension within the body but the members

may have the same care or one another I one member suers

all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)

Te ECO model (figure 10486261048633) reveals connections and demonstrates

that even a small change or lie-producing action inuses the whole or-





ganizationmdasheven when people eel they have no power or cannot readily

observe their influence

CONTEXT

Admittedly introducing the ECO model in a book has two-dimensional

limitations But imagine the picture as three-dimensional interlocking

interinfluencing loops much like a gyroscope All the loops connect to

and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-

ganizationmdashwith its people (leaders and individuals) mission vision

aith assumptions values organizational dynamics (structure policies

and procedures) and the rest

O course the organization exists in a context thereore not only do the

parts (the inner cause-effect loops) influence the whole the context influ-

ences the organization and the organization influences the context (yes

another cause-effect loop) Influences o course can either be positive

negative or neutral Economic downturns natural disasters and gov-

ernment regulations all beyond an organizationrsquos control nonetheless

Figure 983090983097 The Ecology of Organizations (ECO) model

Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals

ExperiencesExperiences

Leaders

Values





impact the organization and require the organizationrsquos response As we saw

in chapter one a civil war in two neighboring Arican countries dramati-

cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment

Tat organizations exist in a particular context is a given a act Te

level o connection between the environment and the organization

however depends on the organization and particularly on its DNA

(mission vision aith assumptions and valuesmdashto be addressed in

chapter five) and thereore practices Growing reproducingmdashthat is

flourishingmdashorganizations deeply connect with their contexts so as to

bear witness to the kingdom o God in a way that matters Tey flex

innovate and adapt in order to remain responsive and influential in

Figure 983090983089983088 The influence of environment on an organization

Vision amp

Mission

FaithAssumptions OrganizationalDynamics

Individuals

ExperiencesLeaders

Values





their contexts even when there are changes in technology cultural

values and international politics In act flourishing organizations

thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises

When leaders are aware o the total range o dynamics at work in an

organization they can get below the surace and deal with problems and

crises in a way that avoids the quick fixesmdashand all their unintended

consequences Perhaps you have a repeating dilemma in your organi-

zationmdasha problem that persists regardless o the interventions that have

been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner

dynamics which may suggest more ruitul interventions

Tis chapter has had a lot to absorb in a short span but I wanted to

give an overview o where we were going beore we looked in depth at

each o the parts Beore we do that however letrsquos take a look at how the

ECO model applies in the case study wersquove been consideringmdashFocus on

Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter

Stop and Think

Take a minute to note down problems in your

organization that persist regardless of applied

interventions Regarding the problem which

cause-effect loop seems to be most in play

Notice this looprsquos connectedness to the other

loops in the ECO model How are they affected








MADE TO







InterVarsity Press


ivpresscom

emailivpresscom



InterVarsity Press












ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (print)

ISBN 983097983095983096-983088-983096983091983088983096-983097983096983097983093-983092 (digital)






pages cm




BV983094983093983090T983094983096983095 983090983088983089983093

983090983093983092--dc983090983091

983090983088983089983093983088983091983091983094983096983089

P 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093 983089983092 983089983091 983089983090 983089983089 983089983088 983097 983096 983095 983094 983093 983092 983091 983090 983089

Y 983091983092 983091983091 983091983090 983091983089 983091983088 983090983097 983090983096 983090983095 983090983094 983090983093 983090983092 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093




CONTENTS





















Notes 983089983097983091

Index 983090983088983089




- 1 -



















































Stop and Think








MADE TO FLOURISH

















Isaiah 104863010486251048625-1048626




































































QUICK FIXES









surace again












ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think












InterVarsity Press


ivpresscom

emailivpresscom



InterVarsity Press












ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (print)

ISBN 983097983095983096-983088-983096983091983088983096-983097983096983097983093-983092 (digital)






pages cm




BV983094983093983090T983094983096983095 983090983088983089983093

983090983093983092--dc983090983091

983090983088983089983093983088983091983091983094983096983089

P 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093 983089983092 983089983091 983089983090 983089983089 983089983088 983097 983096 983095 983094 983093 983092 983091 983090 983089

Y 983091983092 983091983091 983091983090 983091983089 983091983088 983090983097 983090983096 983090983095 983090983094 983090983093 983090983092 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093




CONTENTS





















Notes 983089983097983091

Index 983090983088983089




- 1 -



















































Stop and Think








MADE TO FLOURISH

















Isaiah 104863010486251048625-1048626




































































QUICK FIXES









surace again












ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think












CONTENTS





















Notes 983089983097983091

Index 983090983088983089




- 1 -



















































Stop and Think








MADE TO FLOURISH

















Isaiah 104863010486251048625-1048626




































































QUICK FIXES









surace again












ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think












- 1 -



















































Stop and Think








MADE TO FLOURISH

















Isaiah 104863010486251048625-1048626




































































QUICK FIXES









surace again












ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think






































Stop and Think








MADE TO FLOURISH

















Isaiah 104863010486251048625-1048626




































































QUICK FIXES









surace again












ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think













MADE TO FLOURISH

















Isaiah 104863010486251048625-1048626




































































QUICK FIXES









surace again












ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think
































































QUICK FIXES









surace again












ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think



















ganizational change
























will flourish




- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think












- 2 -



























sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think














sions we make















present and uture



Cause Effect


























InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think
































InformationAction

Result




















VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think




























VISION AND MISSION































Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think

























Vision amp

Mission


Vision amp

Mission

FaithAssumptions

Values






















Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think






























Vision amp

Mission

FaithAssumptions


ExperiencesValues


























THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think


































THE PEOPLE LOOP






























Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think































Vision amp

Mission

FaithAssumptions


Individuals

ExperiencesLeaders

Values









































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think

















































CONTEXT















Vision amp

Mission

Vision amp

Mission

FaithAssumptions



Individuals


Leaders

Values

















Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think

























Vision amp

Mission


Individuals

ExperiencesLeaders

Values




















Stop and Think




























Stop and Think










made to flourish by shelley g. trebesch - excerpt

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