I NDIA Leader… A G OD - GIVEN CAPACITY AND WITH A G OD - GIVEN RESPONSIBILITY TO INFLUENCE A SPECIFIC GROUP OF G OD.
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I NDIA Leader… A G OD - GIVEN CAPACITY AND WITH A G OD - GIVEN RESPONSIBILITY TO INFLUENCE A SPECIFIC GROUP OF G OD ’ S PEOPLE TOWARD G OD ’ S PURPOSES FOR THE GROUP. PERSON WITH A J. R OBERT C LINTON L EADERSHIP IS ….. A dynamic process over an extended period of time in various situations In which a leader utilizing leadership resources And by specific leadership behaviors L EADERSHIP IS ….. Influences the thoughts and activity of followers Toward accomplishment of person/task aims Mutually beneficent for leaders, followers, and the macro context of which they are a part T HE S TUDY OF L EADERSHIP Leadership Basal Elements WHAT Leadership Influence Leadership Values HOW WHY Leadership Basal Element The Leader The Follower The Situation Leader Life History Leader Follower Relationship Immediate Context Leader Traits Follower History Macro Context Follower Maturity L EADERSHIP I NFLUENCE Individual/Personal Means Corporate/Group Means Leader Behavior Organizational Cultural Consideration Structure Structure Initiation Structure Styles History Cultural Leadership Dynamics Dynamics Power/ Authority Cultural Power L EADERSHIP VALUES Philosophical Motivation Efficiency/ Effectiveness Values Ethics Theological Ultimate Purpose Cultural Values T HE M AKING OF A L EADER God develops a leader over a lifetime. That development is a function of the use of events and people to impress leadership lessons upon a leader. Processing is central to the theory. All leaders can point to critical incident in their lives where God taught them something very important. Their growth as leaders is in direct proportion to the willingness to respond to the processing that God is doing something in a person’s life. A S HORT H ISTORY OF L EADERSHIP T HEORIES ( FROM THE W EST ) T WO MAJOR INFLUENCES ON ALL CHANGES IN MODERN LEADERSHIP RESEARCH A. Scientific method of observation and documentation to obtain “truth”. B. Modern communication form and speed allowed information to be more readily transmitted. • Plato, Caesar Plutarch discussed leadership. • Chinese and Egyptian writings are filled with discussion of leaders. • Machiavelli’s The Prince is the scholarly highlight of the Renaissance. While the word leaders appeared in the English language about 1300, leadership only appeared as a term in the early 19th century with reference to De British Parliament. P HASE 1 – G REAT M EN (1841-1904) Prior to 1840 – Highly theoretical – study related to types of leadership in relation to current events. Great Men thesis forged on the question- are leaders born or made? Leadership studies are focused totally on the leader. P HASE II (1904-1948) Traits & Theory Behavioral sciences become prominent – scientific study dominates. Traits identify and differentiate leaders from followers. Traits identified therefore can be traits taught. The belief leaders can be trained takes root. B EHAVIORAL P HASE (1948-1967) Ralph Stogdill – Ohio State Leadership study The identification of universal traits of leadership questioned. The most significant contribution of this era is the investigation of interaction between the leader and the group i.e. focus on people relationship and task. Notable players: Ralph Stogdill Rensis Likert Blake & Mouton Douglas McGregor C ONTINGENCY ERA (1967 – 1980) Fred Fiedler dominates To the study of leader and followers is added particular traits of a context. The most significant emergence of this era is leadership style. Notable players: Edwin Hollander Victor Vroom & P. W. Yetton James Burns Hersey/Blanchard C OMPLEXITY (1980) A further development of elements of complexity. J. R. Clinton – The Making of a Leader Gary Yukl - Survey E MERGING U NDERSTANDING OF O RGANIZATIONAL R EALITY Relationships are the basic organizing units of life. Spiritual relationships (transcendent awareness) is crucial to organizational and leadership health. Chaos and change are not to be avoided but are pathways to transformation. (Margaret Wheatley) Participants & connection are essential to our interconnected world. Chaordic realities must be acknowledged. (Dee Hock) Chaos and order co-exist. L EADERSHIP D YNAMICS IN T WO - THIRDS W ORLD A PPLICATION OF D OUGLAS H ALL’ S T HE E ND OF C HRISTENDOM & THE F UTURE OF C HRISTIANITY Christendom – The assumption that Christianity as a religious form and prime influence is dominant in a culture/region. Christendom is on the decline in North America – A defeat or a welcome opportunity? What are the implications for places where vibrant Christianity has flourished? “I F TO BE IS TO BE LIKE — THEN TO BE IS TO BE LIKE THE OPPRESSOR ( THE DOMINANT INFLUENCE ).” PAULO F RIERE , P ED AGOGY O F THE O PPRESSE D Many influences have brought about this historiographic change: the decline of Christianity in the West; the decline of the West itself; the failure of the modern vision; the new consciousness of their own worth on the part of non-European peoples; a critical perception of the technological society on the part of many who have experienced its most advanced forms; the impact of religious and cultural pluralism, especially perhaps in North America; and (not least of all) the self-criticism of serious Christianity, its recognition of its own questionable triumphalism, of patriarchalism, of the equation of the Christian mission with Euro American imperialism, and so forth. D ISENGAGEMENT FROM THE DOMINANT INFLUENCES OF OUR CONTEXTS MUST BE INTENTIONAL . Not a new view of holiness – fundamentalistic separatism. A resistance to influence that domesticates the gospel A re-evaluation: Not Of /Yet In Moral Authenticity – A quest for moorings. Meaningful community – A quest for identity in relationship. Transcendence – A quest to reconnect to Kingdom awareness. Meaning – a quest to beat the addiction to progress & replace it with embracing the Presence. C ULTURE M ATTERS L EADERSHIP IS A FUNCTION OF A PARTICULAR CULTURE . TO UNDERSTAND HOW CULTURES ARE CONSTRUCTED CAN BE A PREDICTOR OF HOW LEADERSHIP TAKES SHAPE . Edward Hall – Beyond Culture – our understanding of time structures our culture and subsequent patterns of interaction Monochronictime – Time is a long ribbon on this highway cut into segments. All tasks & activities should be performed segmentally. Completion of tasks – start & finishing is important. Linear thinking is sequential – segmented & orderly Polychronictime – tasks & activities occur simultaneously not one at a time. Cognitive processes occur more in non- linear pictures & configurations. Linear segmentation of activity & tasks is not valued highly. L INGUISTIC A SSESSMENTS Benjamin Whorf – Language shapes our culture – categorizes our world. Basil Bernstein – Language is constrained by cultural context. Between language & speech is social structure. H ALL’ S C OGNITIVE A SSESSMENT H IGH C ONTEXT C ULTURE – INFORMATION ABOUT PROCEDURE IS MINIMAL – CULTURAL RULES ARE IMPLICIT. Indirect communication Relationship is valued over task Focus on groups People are not separate from task L OW C ONTEXT –I NFORMATION IS EXPLICIT. P ROCEDURES ARE EXPLAINED – RULES SPELLED OUT. People are separated from task – “This is business not personal” People attempt to avoid uncertainty Direct communication style – just the facts “straight from the horse’s mouth.” Focus on individuals H OFSTEDE ’ S C ULTURAL D IMENSIONS I NDIVIDUALISM - C OLLECTIVISM Individualists emphasize Concern for clarity Straight talk Meeting personal needs & goals – not group needs & goals More I than We message More independent Linear pattern of conversation Collectivists emphasize Indirect communication Saving face – not causing embarrassing situations Avoid negative evaluation from a listener Less goal direction More independent – group concerned Fewer linear patterns of communication M ASCULINE -F EMININE C ULTURES Masculine Cultures: Work is central to lives Work is central to strength Work is central to material success Work is central to assertiveness Work is central to competitiveness Feminine Cultures: Accept fluid gender roles Embrace traits of affection, compassion, nurturing interpersonal relationship. P OWER - D ISTANCE High power index accept inequality as a cultural norm Cultures are hierarchal and people accept Oppressive behavior – ritual to honor & respect rulers (Africa – Latin America) Low power index – not organized around hierarchal relationship (Western Europe) U NCERTAINTY AVOIDANCE Some cultures struggle with living with uncertainty – they need information & certainty – have direct styles of communication. (Greece, Japan, Peru, France, Chile, & Spain) Some cultures seem comfortable with diversity & ambiguity. (Singapore, Hong Kong, Ireland, Philippines, & U. S.) P ERSONAL C OMMUNICATION W ORLD V IEW PCWV – how much control a person believes characterizes his or her communication encounters. Individuals organize a communication construct around themselves & others that reflects beliefs about perceived control within communication contexts. P ERSONAL C OMMUNICATION W ORLD V IEW A NSWERS SD= Strongly disagree D= Disagree N= being right in between agreeing and disagreeing A= Agreement SA= Strongly agree P ERSONAL C OMMUNICATION W ORLDVIEW 1. No matter how much effort I make to communicate clearly, it really seems my level of happiness is not changed by what I say or do. 2. Both the bad things and the good things that happen to me are beyond my control. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 3. In my view of the world, the future is already set in motion, so my choices are limited; even if I communicate convincingly, or use helpful decision processes, it will not do much to change the way my future looks now. 4. Frequently, other people have more effect than I do on whether or not I attain my goals. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 5. Luck and circumstances play a major role in my life, regardless of my communication efforts for influencing my situation. 6. Many times I could be described as a victim of people or circumstances beyond my control. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 7. There is not much use in trying too hard to please people; if they like you, they like you, and if they don’t like you, you can’t do much to change the situation. 8. My destiny depends mostly on the plans of others, who alter many of my decisions. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 9. Getting a job or being promoted in a job depends on my being in the right place at the right time, not on my personal ability or personal communication skills. 10. Many times I could describe myself as having little influence over the things that seem to happen to me or over the people in my life right now. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 11. The future lies before most people like a long ribbon that cannot be altered or shaped very easily but mostly just followed. 12. With people who just don’t respond well to me, even if I try to pay more attention, listen better, and interact the best I can, my efforts don’t work; the relationship seems already set and I can’t seem to do much about it. 5 4 3 2 1 SD D N A SA P ERSONAL C OMMUNICATION W ORLDVIEW 13. I’ve found that when I make choices to help or influence people, my decisions really do not change them—usually it’s the circumstances and not what I say or do. 14. I wish I could take more control over the direction of my life, but people, groups, and circumstances regulate me too much. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 15. It is not always wise to plan too far ahead because many things turn out to be a matter of good or bad fortune anyhow. 16. The way I see it, I can try to communicate and interact, but I’m finding that changing my circumstances is not very likely. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 17. In reality, I tend to think and do things the way my family does things. 18. I often think that few of us have a control or predetermined purpose that we understand clearly. 5 4 SD D N 3 A 2 SA 1 P ERSONAL C OMMUNICATION W ORLDVIEW 19. My culture, friends, and circumstances usually direct and influence me more than anything else. 20. What is going to happen will happen, regardless of what I say or do. 5 4 SD D N 3 A 2 SA 1 S CORING SD= 5 A=2 D=4 SA=1 N=3 S CORING 20-59 = Low communication control; personal choices and communication management not as strong as relationship, luck , circumstances 60-79 = Moderate communication control; personal choices and communication management equally as strong as relationship, luck, circumstances 80-10 = high communication control; personal choices and communication management stronger than relationship, luck, circumstances Leadership emerges with DNA drawn from a culture’s intrinsic values. Economic development predictors can be a key indicator of what kind of leadership will emerge and be valued. T HE G RANDONA T YPOLOGY Religion Publican religion shows preference for the poor over the rich and promotes values resistant to economic development. The poor accept poverty as a fate largely caused by the rich. Pharasaic religion shows preference to the wealthy and successful. The wealthy celebrate their success as evidence of God’s blessing. Both rich & poor have strong incentive to improve their condition through accumulation & investment. T RUST IN THE I NDIVIDUAL The principal engine of economic development is the individual who is allowed to direct their own destiny. If individuals feel others are responsible for them, the effort of individuals will ebb. Submission eliminates innovation. Rebellion diverts energies from constructive behavior. Trust of individuals includes risk that choices make by individuals will be counter-productive where there are no individuals only peoples & masses development does not occur. T HE MORAL I MPERATIVE When laws & norms exist that are realizable people are not necessarily saints – but avoid criminal behavior. They act in reasonable ways seeking of personal well-being within reasonable laws & social responsibility. If there is a “Don Quixote” world of reality: a separated world of exalted high standards and a real world of immorality & generalized hypocrisy the result is the law of cleverest & strongest. T WO C ONCEPTS OF W EALTH Wealth that exists to be conquered & hoarded. Wealth that does not yet exist. Spanish & Portuguese colonies in Latin America was where wealth belonged to those in power. Wealth did not derive from one’s own work but the ability to earn & retain the favor of the kings. For example in colonial history of the American British colonies in North America were ultimately lands available to those who would work them – wealth not yet existing. T WO V IEWS OF C OMPETITION Where competition is valued it is viewed as a necessity, it is central to professional, political & intellectual life. Competition is viewed as a form of cooperation in which competitors benefit from being forced to do their best. Where competition is not valued it is condemned as aggression. Envy is legitimized and loyalty is demanded to established dogma. Only sports allows for competition. T WO N OTIONS ON J USTICE /E QUITY Where justice/equity is valued only for the present, people tend to consume rather than save. Where justice/equity is viewed as something that impacts the future as well, consumption is a smaller priority so as to save for future consumption. VALUE OF W ORK Work is to be avoided in progressresistant societies. To achieve is to be exempt from work so as to rule. Work is valued in progressive societies. Work’s reward is God’s blessing R OLE Innovation resistant societies ultimately implode. OF I NNOVATION i.e. The USSR and Marxist-Leninist totalitarianism. Acceptance of innovation fuels development. i.e. Luther and the Reformation R OLE OF E DUCATION Education is pro-development. Context is the creation of thinkers – independent innovators. Education in development resistant contexts produces conformers & followers T HE I MPORTANCE OF U NITY Pro-development prefers pursuing reliable and useful information. Development resistant contexts values grand cosmic visions i.e. Latin America – Don Quixote L ESSER V IRTUES Pro-Development societies value courtesy, punctuality, tidiness, tasks done well. Development resistant cultures value tradition’s emphasis on avoidance of shame and acknowledgment of inefficiency. T IME Pro-development cultures value the control & planning for the future. Development resistant cultures focus on the past and a future that is distant – in some apocalyptic scheme R ATIONALITY Pro-development contexts value the rationality of achievement. Progress resistant cultures are littered with unfinished monuments, roads, industries, and hotels. No need to worry about completing a task – tomorrow is a new day for a new dream. A UTHORITY In pro-development cultures power resides. The law , natural law or agreement upon foundations. Resistant societies usually affirm that the divine will of the “powers” is arbitrary, therefore instability and arbitrariness in leadership is accepted as fate. W ORLDVIEW /L IFEVIEW Pro-Development Society Life is something to make happen – active participant. Resistant cultures – life is something that happens to me. I must be resigned to it. T HE I MPACT OF S ALVATION In resistant cultures – salvation helps us survive this world with the hope of a better day one day. Pro-development countries transform this world in the way to be next. We are active/purposeful/ empowered to not just survive, but to influence. O PTIMISM Pro-development cultures create an atmosphere where a person is convinced that he/she can make a difference. In development resistant cultures – people need luck & fate that the gods will finally favor them. V ISIONS OF D EMOCRACY Resistant cultures have a tradition of absolutism i.e. the absolute power of the leaders accrues to the people – linked to favor with the leader (passivity – dependency) Development cultures believe that we can all participate in the strategy of empowerment. We can all have a meaningful share of participation independent – enterprises. God & Communications 74 Communication & Social Structure People communicate more with people of their own class (horizontal). Prestigeful communication descends from upper to lower classes. Effective communication is based on personal friendship. Change of belief or action must be addressed to persons and groups socially capable of making such decisions. 75 Response to the preaching of the Gospel may at times reflect a social situation even more than religious conviction. Opposition to the Gospel may be often more social than religious. Changes in social structure may alter the religious view of behavior. Effective communication follows patterns of local social structure. 76 ICC axioms Assumes perceived cultural difference Relates to context and relationship Style affects first impressions Involves uncertainty reduction Culture & communication are inseparable 77 Skill In ICC Look beyond the surface Develop a curiosity Look for ways the communication sources mold perceptions Discover ways relationship & content affect each other Broaden your views of culture to the notion of collectives Question your own mis/lack of information and 78 negative attitudes about a group 79 80 Culture A conceptual design, the definitions by which people order their lives, interpret their experiences and evaluate the behavior of others. The Lingenfelter-Mayers model of Basic Values – examining the underlying values/priorities which impact interpersonal relations. 81 Application of your personal profile: 1. A basis of judgment against a person who is “different”. 2. 2.A radar that signals inter-personal conflict. 3. 3.Insights that help us create an effective “Culture C”. 82 Point #Tensions About Culture Time oriented – schedule and punctuality are priorities. Event oriented – the details of the event are more important than its schedule. Cultures have predominant tendencies but individuals within cultures vary. Adaptation of the time and event priorities of the people we are with is crucial. 83 Tensions About Judgment Dichotomistic thinking – segmented thinking that exhibits great concern over particulars of problem and situation. Holistic thinking – whole is greater than the parts – the whole is most important. Thinking patterns impact all cultural priorities. Cultural differences can cause us to talk past each other and at very shallow levels. 84 Tensions Handling Crises Crisis orientation – look for potential problems and solve them before they occur. Experts identify crises to be avoided and how. Non-crisis orientation – cope with the crisis when and if crisis occurs. Experts are treated with skepticism. Solve problems based on the actual occurrence. Don’t assume your crisis is the other person’s crisis. The goal is not necessarily being right – communication is always the goal. 85 Tensions Over Goals Task orientation – satisfaction in reaching objectives and completing projects. Person orientation – satisfaction with personal interaction. Live in such a way that we respect, love and share our lives with those to whom we seek to minister. 86 Tensions About Self-Worth Status/prestige orientation are concerned with a person’s birth and social rank. Achievement status – achievement – success – that is attained and must be maintained for status to remain intact. 87 Tensions Regarding Vulnerability Some cultures view vulnerability as a weakness. Avoidance of failure or error at any cost. Some cultures demand that people expose their vulnerability and risk failure. Acknowledge vulnerability, as a value is not global. Communicate in keeping with patterns of acceptable process. 88 Leadership Functions Through Structural Means The Importance of Leadership Function They serve others anonymously Our structures and processes say as much about our theology as any doctrinal statement des How Christian leaders motivate believers towards God’s purposes is a theological statement Abundance Managers They return often to the right sources, such as principles and internal security They seek solitude and enjoy nature They sharpen the saw, that is, they regularly exercise the body and the mind Abundance Managers They serve others anonymously They maintain a long-term intimate relationship with another person They forgive themselves and others They are problem-solvers Chronic Problems in Organization No shared vision and values No strategic path Poor alignment Wrong style Poor skills Low trust No self-integrity Six Conditions of Empowerment 1. Character Integrity Maturity Abundance mentality 2. Skills Communication Planning/organization Synergistic problem-solving Chronic Problems in Organization 3. Win-win agreement Desired results Guidelines Resources Accountability Consequences Chronic Problems in Organization 4. Self-supervision Plan-do-control cycle 5. Helpful structures and systems 6. Accountability or self-evaluation Total Quality You cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships Covey’s 7 Habits of Highly Effective People Be Proactive Self-awareness Personal vision Responsibility Begin with the end in mind Leadership Mission Covey’s 7 Habits of Highly Effective People Put first things first Managing time and priorities around roles and goals Think Win-Win Seeking mutual benefit Seek first to understand before being understood Empathic communication Covey’s 7 Habits of Highly Effective People Synergize Creative cooperation Sharpen the saw Continuous improvement Key Leadership Tasks Planning Motivating Conflict management Coordinating Organizing Staffing Importance of Planning Lee states that… “…planning is a way of giving expression to the dreams and hopes, vision and commitment of the congregation.” Mission Progression of Planning “Why” Many times the planning process is more important than the plan Vision “Image” Goals “What” & “When” Action Plan “Activities” Lee’s Five Steps to Conflict Management Be assertive enough to express your views, frustrations, dissatisfactions and pains Acknowledge your own part in the problem Be willing to work at it Think reconciliation Remember that your primary commitment is to the cause of Christ Lee’s Principles of Coordination Accountability Interdependency Balance Communication Participation Organizing vs. Staffing Organizing The general process of structuring a community for its life and work Makes it possible for the church’s resources to go toward the accomplishments of its goals Organizing vs. Staffing Staffing involves the selecting, training, and developing of people who lead and serve the church Staffing serves to build and edify the church for its life and mission The church is enhanced or stymied, depending on how well these tasks are executed. Leader Response to Power and Authority Definition of Power Power is “the capacity of leaders (the power holders) to produce intended and foreseen effects on others (the power subjects).” Clinton Power is “the capacity to effect (or affect) organizational outcomes.” Mintzberg Power vs. Authority Power is the ability to do something or to prevent something from being done Authority is the right to do something and often goes with a position Three Important Leadership Motives The desire to affiliate The desire to achieve The desire for power Five Kinds of Power Exploitative Manipulative Competitive Nutrient Integrative Lee Importance of Trust and Obedience A leader must first learn to be a follower In Scripture, “followership” appears as servanthood A leader listens to everyone's opinions and debate regarding an issue and then stands to announce the group’s consensus decision about the issue A leader builds his leadership potential through trust and obedience Elliston Covey’s Three Types of Power Coercive power Utility power Legitimate power The root of most communication problems are perception or credibility problems Covey’s Three Categories of Influence Model by example—Others see Build caring relationships—Others feel Mentor by instruction—Others hear Summary How leaders handle power or influence is a most crucial element of ministry There is no greater temptation for Christian leaders than to abuse or misuse their potential for influence or power. Summary (cont.) An unwillingness to submit to the spiritual authority of Jesus Christ causes the leader to be a danger to the believers they are to serve Our understanding of the means and purposes for which we exist as Christian leaders must always center on the eternal purposes of our Lord Teaching: Considerations in Cross-cultural Settings Teachers and Power • Power –potential for influence • Power is reflected in two areas – Skill authority—special preparation – Role authority—a dominant role • Cultural differences added to power issues yields the potential for conflict Culture as Palace and Prison • Our culture serves us well when it is the only culture in focus • Our culture is a palace when nothing contests our lives and context Culture as Palace and Prison (cont.) • Our culture can become a prison when we are pushed into relationships/contexts outside the boundaries of our culture – We are blind to other ways of seeing and doing things – We are frustrated with those who break our rules • All of us run the risk of becoming prisoners of our culture when we can’t imagine relating to people with other than the rules of our culture. The 150 Percent Person • Emic vs. Etic • Us vs. Them • A balancing of equation – – – – – – Time Crisis Goals Self-Worth Vulnerability Cognitive Processes The Bottom-line of Making It Cross Culturally • Look beyond the surface • Develop a curiosity • Look for ways the communications sources mold perceptions • Discover ways relationship & content affect each other • Broaden your views of culture to the notion of collectives • Question your own mis/lack of information and negative attitudes about a group Learning Challenges Formal Schooling vs. Traditional Learning • Traditional Patterns – Observation and imitation – Learning by doing or trial and error – Verbal story vs. written story (group vs. individual) Formal Schooling vs. Traditional Learning • Formal Schooling Values – Abstract thinking – Rote learning – Mastery of linear information Stereotypes and a Double Bind • Stereotypes exist about how and where learning should take place – While traditional patterns may be more effective they may not be considered “school” • The double bind for westerners is that even if you are desirous of effective local learning methods these methods may not be considered worthy of school. The World of Questions • Westerners usually ask questions of confirmation, digression—abstraction Variables in the Use and Non-use of Questions • Age—some cultures are taught not to ask questions of older people. Only ask questions of peers or a lower status person • Disrespect—challenging the authority of a teacher • Taboos—cultural taboos, i.e. never ask a woman her age Variables in the Use and Non-use of Questions (cont.) • Threat—asking a question of a person can be construed as a threat • Personal—the definition of personal questions varies greatly • What vs. why questions Group vs. Individual Learning • We are trained to work as individuals • We must minister where group interaction is a central skill in our effectiveness Types of Intelligences • Linguistic—varied facets of language • Musical—pitch, rhythm • Logical mathematical—manipulation of an abstract world • Spatial—producing and manipulating forms • Bodily kinesthetic—exceptional centrality of physical body to perform difficult and complex tasks • Internal/personal—access to one’s own feelings • External/personal—the ability to relate to external events and persons in meaningful ways Learning Styles and the Intelligences Valued Traditional Learning Formal Schooling Relational Learning Style Analytical Learning Style •Visual Verbal •Global Dichotomous •Example Question •Narrative Proposition Learning Styles and the Intelligences Valued Traditional Learning Formal Schooling Valued Intelligences • External personal • Spatial • Bodily kinesthetic Valued intelligences Linguistic Logical/mathematical Musical Internal personal Suggestions for Effective Teaching Methods with Relational Sensitive Students • Provide a course outline • Give an oral preview of the entire course • Preview the material to be learned in each individual lesson • Specify the important points in a lesson • Provide frequent feedback and reinforcement Suggestions for Effective Teaching Methods with Relational Sensitive Students (cont.) • Give small units of work rather than large ones • Recognize that relational students are much more sensitive to praise or criticism from others • Let students work in groups • Provide structure and direction when assigning a project Suggestions for Effective Teaching Methods with Relational Sensitive Students (cont.) • • • • Provide a textbook or duplicated notes Use visual aids of all kinds Use external rather than internal motivators Use visual models and examples Suggestions for Effective Teaching Methods with Relational Sensitive Students (cont.) • Supplement lectures with handouts, pictures, etc. • Use material that is socially oriented (related to people or situations) • Use criterion-referenced grading First Steps to Effectiveness in Cross-cultural Teaching 1. Know your own culture of teaching and learning 2. Become a learner of teaching learning in host culture 3. What are the differences that are/will produce conflict? 4. Grow to be a 150% person and never stop learning—being a creator of culture C Overview of Key Concepts Good to Great and the Social Sectors by Jim Collins The “Good to Great” Formula Four Key Stages 1. Cultivate disciplined people 2. Engage in disciplined thought 3. Take disciplined action 4. Make the leap to greatness endure over time Stage 1: Cultivate disciplined people • Select disciplined people who demonstrate personal humility and professional will – Get the right people “on the bus” – Do not allow people to stay “on the bus” if they do not have the right traits. Stage 2: Engage in disciplined thought • Face the brutal facts about your business • Have the faith to believe you will survive and thrive • Answer three pivotal questions: 1. What am I deeply passionate about? 2. What can I be the best in the world at? 3. What best drives my economic or resource engine? Stage 3: Take disciplined action • Doggedly stick to the hedgehog elements • Don’t give up—the flywheel will spin! Hedgehog Concept Passion Best At… Resource Engine 3 Aspects of Hedgehog Concepts • Passion —what your organization stands for and why it exists • Best at… —What your organization can uniquely contribute to the people it touches—better than any other organization on the planet • Resource engine —Understanding what best drives your resource engine – Time – Money – Brand Flywheel Effect • Power and success that builds slowly at first and then with increasing momentum over time. • Requires single-minded devotion to the “hedgehog concept.” Flywheel Effect in the Social Sectors Attract Believers Passion Build Brand Best At… RELENTLESS FOCUS ON HEDGEHOG CONCEPT Resource Engine Demonstrate Results Build Strength Flywheel Effect in the Social Sectors Power of the Flywheel • Success breeds support and commitment, which breeds even greater success, which breeds more support and commitment— round and around the flywheel goes. • People like to support winners! Stage 4: Build greatness to last • Longevity of great organizations is related to the successful transfer of power to exceptional leaders over time. • These leaders rely less on charismatic personalities and more on strategies to stimulate organizational progress. • Lasting organizations are based on consistent core values yet relentlessly assess themselves to adapt to an ever-changing world. 5 Key Differences Between Business and Nonprofit Sector • “Great” had to be calibrated without using business metrics. • Excellent leaders had to be cultivated within the diffuse power structures of nonprofits. • The right people had to be recruited and the wrong people let go within the particular constraints of the nonprofit world. • The “hedgehog concept” had to be rethought without a profit motive. • A new concept of the “flywheel” had to be developed by building the brand. Along the Road to Greatness • Measuring greatness • Getting things done • Getting the right people • Making the economic engine work • Turning the flywheel and building momentum Measuring Greatness Business Sector • Uses money as input (means) and output • Financial returns measure greatness • Asks, “How much did we make?” Nonprofit Sector • Uses money as input only • Financial returns not a measure of greatness • Asks three questions: • “How well do we deliver on the mission?” • “Do we make a distinct impact with our resources?” • What’s the qualitative evidence that we area success? Getting Things Done Business Sector Nonprofit Sector • Uses mostly executive leadership • Uses mostly legislative leadership • CEO employs concentrated power to make the right decisions. • CEO employs persuasion, political currency, and shared interests. Getting the Right People Business Sector Nonprofit Sector • Can pay for talented employees • Cannot pay high salaries; unpaid board • The right people share corporate vision and passion • Sometimes hard to get the wrong people “off the bus”; careful selection is essential. • The right people volunteer to add meaning to their lives and because of their belief in the mission. Making the economic engine work Business Sector • Single component to measure success: Profit Nonprofit Sector • Multiple components to measure success: • Human capital—Do we have enough time? • Financial capital—can we pay the bills and break even? • Brand capital—Are we known as the best in our field? Turning the flywheel & building momentum Business Sector • Success breeds success. • With discipline, the slow turning of the flywheel yields financial success over time. Nonprofit Sector • Success building on brand reputation. • Success comes when you deliver tangible results and people grow committed to your mission. Levels of Leaders LEVEL 5 LEVEL 4 Level 5 Executive Effective Leader LEVEL 3 Competent Manager LEVEL 2 Contributing Team Member LEVEL 1 Highly Capable Individual Level 5 Leader • The rare extraordinary executive who transforms a good company or organization into a great one through personal humility and professional will. Good to Great Diagnostic Tool http://www.goodtogreat.com/pdf/Dia gnostic%20Tool.pdf Good to Great Lecture Hall • Audio presentations by Jim Collins regarding concepts presented in Good to Great—with a special section devoted to Social Sectors • http://www.goodtogreat.com/hall/index.html LEADERSHIP ABOVE THE LINE By Dr. Sarah Sumner The People Model Yields three types of decision-making power: Explanatory power—to interpret organizational behavior Motivational power—to muster up people’s willingness to forfeit stubborn habits that have weakened their effectiveness in the past Creative Power —to imagine wise solutions for the future Above the Line Qualities = Assets Below the Line Qualities = Liabilities Three Basic Sets of Strengths Strategists Think primarily in terms of truth and reality Ask hard questions and face difficult problems head-on Humanitarians Tend to think in terms of goodness and humanity Feel unsettled when people are devalued or hurt Caring for people is an imperative Diplomats Tend to think in terms of beauty (perceptions) and public relations Feel bothered when peace and public order is violated Natural desire to unify factions and add a creative touch to the way things look Strategists (Light) Freedom Authentic Community Be Good Clarity, Accountability Integrity Straightforward Message Confrontational Discerning, Analytical Corrective Humanitarians (Temp) Compassion Comfortable Community Feel Good Develop, Support People Togetherness Wise Approach Forbearing Patient, Kind Loyal Diplomats (Color) Peace Impressive Community Look Good Sense of Harmony and Order Unity Wise Timing Nonconfrontational Finesse, Artful Demeanor Polished Refined Three Basic Sets of Weaknesses Strategist Self-righteous Criticism, harshness Humanitarians Self-serving People pleasing Diplomats Self-absorbed Image Management Strategist • Freedom Humanitarian • Authentic Community • Be Good • Clarity, Accountability • Integrity • Straightforward • Message • Confrontational • Discerning, Analytical Compassion Comfortable Community Feel Good Develop, Support People Togetherness Wise Approach Forbearing Patient, Kind Loyal • Corrective Self-righteous Criticism, Harshness Self-righteous judgment •Slander •Presumption •Impatience Diplomat Self-serving People pleasing Enablement •Gossip •Guilt trips •Martyr Complex Peace Impressive Community Look Good Sense of Harmony and Order Unity Wise Timing Nonconfrontational Finesse, Artful Demeanor Polished Refined Self-absorbed Image Management Spin (Spin Club) •Distorts, Redefines truth •Political Intimidation •Victim of Circumstances Three Types of Executive Leaders OPERATIONAL CULTURAL POLITICAL Strategists = Operational Leaders Prioritize by solving problems Like strategic plans Demand efficiency and effectiveness Set realistic goals Express vision with clarity and sound rationale Humanitarians = Cultural Leaders Develop Want company’s ethos everyone to feel they belong Create traditions Motivate by caring Memorialize significant events Lead the company by cultivating a deep sense of ownership and loyality in every individual who serves on the team Diplomats = Political Leaders Lead by collaboration Unite unlikely forces and pool scarce and limited resources by networking strategically with gatekeepers Focus more on who than on how Mobilize people to work for a common cause Elevate people’s vision by helping them forget petty squabbles Offer a sense of hope by painting a beautiful picture of the future Thinking Orientation Strategist—think in terms of “You” Focus: Corrective EX: What you need to do to correct issue. Humanitarians—think in terms of “he, she or they” Focus: People developers EX: How is he/she feeling? What they need to have done for them… Diplomats—think in terms of “I/We” Focus: public relations EX: What should I do to position myself? What we, as a company, should tell the public about ourselves. Three Aspects of a Company INFRASTRUCTURE SERVICE PUBLIC RELATIONS Major Priority Strategists Humanitarians INFRASTRUCTURE SERVICE Spirited Gentle Diplomats PUBLIC RELATIONS Calm Proper Balance “Every business is more likely to succeed if proper emphasis is placed on infrastructure, service, and PR. When that emphasis doesn’t happen in each of these three areas, the company runs into problems because the company becomes imbalanced.” Leadership Above the Line, p. 74. Power of the Mix “When clusters of people from the same category fall down into the basement, their ability to lead well is impoverished. That’s why my theory is this—that a first-rate leader and a first-rate team will always be a mix of all three.” Leadership Above the Line, p. 77 Strategist Humanitarian Diplomat BEHAVIOR Self-righteous Criticism, Harshness Self-righteous judgment •Slander •Presumption •Impatience Self-serving People pleasing Enablement •Gossip •Guilt trips •Martyr Complex Self-absorbed Image Management Spin (Spin Club) •Distorts, Redefines truth •Political Intimidation •Victim of Circumstances PROBLEM PRIDE FEAR DECEITFULNESS Solutions Chart Strategist Humanitarian Diplomat Be Bold. Be Gracious. Be Calm. Identify the Empathize with Put the Problem in problem. Expose the problem Fix the problem. Speak up./Confront Be Ethical Be Real,. Offer evidence. Focus on the facts. Those involved. Help the Person/Team in Need Forbear the problem. Listen./ Be Patient Be Supportive. Be Kind./Do a favor. Focus on people’s feelings. Perspective. Wait./ Be Sensitive to the Timing. Finesse the Problem. Preface & Nuance Your Remarks Be creative. Be Generous. / Give a gift. Focus on the Setting & Mood. Three Fundamental Temptations THREATENING WEAK MANIPULATIVE Strategist Humanitarian Diplomat PERCEPTION Seems threatening Seems weak Seems manipulative IS THREATENING IS WEAK IS MANIPULATIVE Three Kinds of Power EXPLANATORY POWER MOTIVATIONAL POWER CREATIVE POWER Leading Above the Line “To lead above the line is to live above the line.” Below-the-line Leadership Typically infects the whole team Explains why good character is the key to good leadership Explanatory Power Self-Awareness Analyzing and understanding personal tendencies Understanding patterns of behavior Recognizing personal responses/reactions based on leaderships strengths and below-the-line deficits. Motivational Power Strategists Humanitarians Motivated by the • Motivated by the promise of discovering their blind spots promise of salvaging their blunders Diplomats • Motivated by the promise of covering their blemishes Problem PRIDE • COURAGE DECEITFULNESS Antidote Humility • Courage • Honesty Creative Power Offers practical solutions to common problems Use the Solutions Chart as a means of ordering and prioritizing plan of action. Remember…you can move between the three forms of leadership to create a holistic resolution to the current situation Above-the-line leaders learn how to lead in all three categories. The People Model is powerless unless you choose to put into practice. Final Insights Conflicts between people of different categories are not mere clashes of values. Rather, they are conflicts over values in which people take security. Key to leadership above the line: LOVE The Character of Pentecostal Leadership Are You A Theologian? Historical Frameworks Nicholas Wolterstorff Yale Divinity School Two roles of theology in the Christian community: Non-engaged—an ideological component of life of the religious community that asserts and elaborates convictions about God Engaged role—an activity for the wellfunctioning of the life of the religious community “What the world needs is engaged theology that uses the language the world speaks.” Theology in service of communities of faith Understands its context socially and historically Mines its own rich traditions Is both faithful and critical to the needs and convictions of its faith community. “Can the church tolerate the separation of the theoretical task from the concrete situation of its own existence? Will theologians be permitted to do their work in cool absentia while pastors sweat out their own existence in the steamy space of the Church in the world? When theological thinking is practiced in abstraction from the Church in ministry, it inevitably becomes as much unapplied and irrelevant as pure…. When the theological mind of the minister is educated primarily through experience, an ad hoc theology emerges which owes as much (or more) to methodological and pragmatic concerns as to dogma. The task to work out a theology for ministry begins properly with the task of identifying the nature of and place of ministry itself.” Ray Anderson (Theological Foundations for Ministry) “Not everyone who says to me, Lord, Lord, will enter the Kingdom of heaven, but only he who does the will of the Father who is in heaven. Many will say to me on that day, Lord, Lord did we not prophesy in your name and in your name drive out demons and perform many miracles? Then I will tell them Plainly, I never knew you. Away from me you evildoers!” Matthew 7:21-23 Success is rejected by the Lord as having no kingdom legitimacy. Human efforts don’t even get a pat on the back. We can actually think our usage of strange fire/might-power/sign ministry carries with it God’s seal of approval. Success is viewed as self-authenticating. Is such a task the responsibility of the pastoral leader? Matthew 7:21-23 as a case study for the absence of pastoral theologians What, Why and Who question must precede the How questions. The Theology is informed human reflection on the activity of God in concrete contexts. The leadership task of interpreting redemptive history is desperately needed. Joseph and the Moral Fabric of a Leader Genesis 39:6-9 Destiny and leadership connected to clear and fair representation of God. Samuel and the reminding of forgetful people about God’s faithfulness. The vacuum created by the phenomenon of post-modernity must be a leadership concern. I Samuel 7:12 David and leaders who understood the redemptive trajectory of God Psalm 78: 52-55 Psalm 70-72 Psalm 95:6-7 Prophets who hear from God, speak God’s words and stand between the eternal and human landscapes. Isaiah 6:1-11 Jeremiah 11:1-5 Daniel 10:7-14 Jesus’ alternative to the “Gentile” paradigms of leadership. Mark 10:35-45 The task of replicating something you’ve never seen. The Early Church Fathers Clement of Rome—We must preserve our Christian body in its entirety. Didaché—the manual of Christian morality and church discipline Tertullian—What indeed has Athens to do with Jerusalem? What concord between the Academy and the church? The Councils that sharpened understanding and the nature of Christ in response to heretical doctrine. St Columba and the Iona Community Centers of missionary initiative that served Christianity Scripture Community Discipline Prayer Evangelism Reason and Aquinas The imago dei Reason supports faith The liberation of the masses to trust in Christ as a response to contemporary attempts to categorize people as simple/ignorant versus learned/landed. Reformers Rigorous minds—Luther and Wittenberg Loosing the chains of oppressive religion—Zwingli in Zurich Community and church experiments– Calvin German Pietism Community is with warm hearts— compassionate action—missionary zeal to counteract inordinate stress on pure doctrine and formalism Nikolaus Zinzendorf and the Herrnhut community as a living experiment. The Moravians as a community of faith committed to intercessory prayer and missionary endeavor. Wesley—A Leader at the confluence of four rivers Biblical primary—Thorsen, p. 127 Hearts strangely warmed—Thorsen, p. 219 Men of reason—Thorsen, p 169 The religion of the primitive church— Thorsen, p. 151 Winds that Shaped Early Pentecostal Leaders To See a New Day Coming and the Shape of Ministry Leadership that Ensued Historical roots that shape North American Pentecostal roots and missionary efforts Wesleyan/Holiness root A focus on sanctification and the belief that God could intersect our lives with a Spirit empowerment to live a holy life. A supernatural intrusion in our lives to take charge. Keswick Root A focus on the second coming of Christ in revelation to an urgency for evangelism. This urgency required a higher life/deeper life. This “Baptism” thrust people into a life of commitment to world evangelism with accompanying signs and miracles. Millenarian Root The imminent return of Christ as the only solution to the world’s dilemma. The message is to radically reorder earthly priorities. A power reality that creates a people radically committed to the redemptive cause of Christ. Restoration/Primitivist Root What is needed is a radical return to the simplicity of the Book of Acts. A separate from the world dynamic exists. Antiorganization attitudes. This is the final chapter of harvest before the Lord returns. Multi-Cultural Root Participating in a new community that rejects culture’s assumptions about human relationships. Azusa St. is where the “color-line was washed away in the Blood.” The winds converge into an initial rationale 1. Baptism of the Spirit as an empowerment for service (Acts 1:8) 2. A keen hope in the soon return of Christ (1 Thess. 4:16) 3. Christ’s command to evangelize the world (Mt. 28:19-20) “Over and over messages were given in the Spirit that the time would not be long and what was done must be done quickly.” J. Roswell Flower “The Pentecostal commission is to witness, witness, WITNESS!” J. Roswell Commitment to the “greatest evangelism the world has ever seen.” Flower General Council – Fall 1914 – “Over and over messages were given in the Spirit that the time would not be long and what was done must be done quickly.” J. Roswell Flower “The Pentecostal commission is to witness, witness, WITNESS!” J. Roswell Flower Commitment to the “greatest evangelism the world has ever seen.” General Council—Fall 1914 Revealing words of pioneers “When we go forth to preach the Full Gospel, are we going to expect an experience like that of denomination and missionaries or shall we look for signs to follow?” Alice Luce “Organization will kill the work, because no religious awakening has ever been able to retain its spiritual life and power after man has organized it and gotten it under control.” William Durham The Nature of Practical Theology The world of the academy has created “handwerkslehre” which is little more than a trade school for church workers AND theology that is connected to biblical and systematic theology with no attention to the context. Practical theology has a hermeneutical nature—interpretive It takes seriously the contemporary reality—empirical data It takes authoritatively Scriptural principles—the Bible Practical theology—critical reflection on the actions of the church in the light of the Gospel and Christian tradition and critical dialogue with secular sources of knowledge with a view to making the ministry of the Church most faithful to the continuing ministry of Jesus Christ in the world. (Ray Anderson) “The reflective process by which the church pursues its efforts to articulate the theological grounds of practical living in a variety of areas of life. (Don Browning) The Historic Case of Gustavo Gutierrez and a Theology of Liberation Context Lima, Peru Poverty-stricken barrios Question Does God care about the poor? Assumptions God has a plan for all people Accept that plan Some people will exploit their part of the plan for personal gain Some people will just have to be patient and wait for their part of the plan to materialize. Result God is not limited to abstract conjectures God only makes sense if He cares about the poor. The Pastoral Cycle Experience Response Situational Analysis of Theology Situational Analysis Theological Analysis “Christian affections are objective, relational and dispositional. To say that Christian affections are objective means that affections take an object. In this case the object is also the subject: God is the source and object of Christian affections. The God who proves righteous, commands righteousness. The God who is love and has ‘so loved’ evokes love. The God who has acted powerfully to deliver, gives power and strength. What God has said and done, is saying and doing, will say and do is the source and telos of the affections. God’s righteousness, love and power are the source of correlative affections in the believers. The narratives describing these attributes of God evoke, limit and direct the affections of the believer. God as righteous, loving and powerful is also the telos of Christian existence and thus of the affections. To believe God is to receive the kingdom of righteousness, peace and joy in the Holy Spirit and to await its coming consummation.” (Steve Land as quoted in Practical Theology: Charismatic and Empirical Perspective by Mark J. Cartledge) Interpretive paradigms God the Father Holy Experimental probes Spirit action Inner core Christopraxis Outer envelope reflection Holy Spirit God the Son Theology for Ministry The task of working out a theology for ministry begins properly with the task of identifying the nature and place of ministry itself taking the Bible authoritatively and the context seriously. Nature of Ministry Ministry precedes and produces theology, not the reverse. All ministry is God’s ministry Every act of revelation is a ministry of reconciliation Nature of Ministry (cont.) The act of God is the hermeneutical horizon for the being of God. The Incarnation signals that every ministry activity has theological objectivity in and of itself. Nature of Ministry (cont.) The act of God is the hermeneutical horizon for the being of God. The Incarnation signals that every ministry activity has theological objectivity in and of itself Assumptions in Theological Reflection Making sense of this mess? How? God’s Word is authoritative The context must be taken seriously It reveals God’s character and His mission It is legitimate because it is the place that God revealed Himself most clearly in Jesus Christ That revelation has eternal intent-reconciliation Assumptions in Theological Reflection (cont.) Ministry must be an act of God to be legitimate All ministry is God's ministry It cannot be taken on a life/purpose of its own The mission of God comes most clear in Jesus Christ and its continuation is guaranteed by Pentecost Assumptions in Theological Reflection (cont.) The ongoing ministry of Jesus Christ exemplifies God’s purposes That ministry (it’s purpose, power/pattern/character) is the standard we are co-missioned to participate in What has God done? What is God doing? DISCERN VISION II Cor. 5:17-20 Capacity to acknowledge the significance of Christ in the world To make sense of life John 5:17; Acts 1:8; 2:4 What is my purpose? The process of affirming the Christ of Scriptures at work in our local contexts Agent of Transformation What is the source of my power? Theology for Ministry Takes Scriptures authoritatively Views the context seriously Affirms that God is at work in ministry contexts Acknowledges that orthodox doctrinal conceptualizations do not guarantee ministry effectiveness or orthodoxy That ministry has theological objectivity in and of itself Theology for Ministry (cont.) John 1:12 Revealer of God and His mission Jesus legitimates the context with His presence It is worthwhile; it counts. Theological Reflection Theological Reflection, Spirituality and Church Leadership Theological Reflection What is God up to? Reconciling world Gives church reason for being Discernment Integration Credibility Spirituality Church Leadership Process the identity and fulfill God-given vision Sum of human experiences in gifted relationship with living God Wholistic people Being real before the Lord Theology is action-hear and see the Word of God. Process the identity and fulfill Godgiven vision Theology is action-hear and see the Word of God. Prophet/Priest/O.L Reflection Cycle Descriptive Statement Evaluation Action Steps Affective Expression MINISTRY REFLECTION CYCLE Informed Understanding Discernment Priestly Role Prophetic Role MINISTRY EVENT Organizational Role Three Questions Discernment Integration How is the Christ of Scripture present as the Christ in this ministry event? Are you proclaiming and practicing the Word in order to touch human need and be touched with compassion for the human need? Credibility Will your action make Christ worthy of belief and evident in the ministry event? Steps in the Discernment Process 1. List all of your options in this ministry event 2. Pray for indifference to all options but the will of God 3. How has the over-arching purpose/goal in the event changed? 4. Write down how your understanding of God’s ministry and the mission of the church relate to the ministry event. 5. Write down how ministry roles—priest, prophet, organizational leader—relate to the ministry event. Discernment A 21st Century Necessity for Pentecostal Leaders Can the church tolerate the separation of the theoretical task from the concrete situation of its own existence? Will theologians be permitted to do their work in cool absentia while pastors sweat out their own existence in the steamy space of the Church in the world? When theological thinking is practiced in abstraction from the Church in ministry, it inevitably becomes as much unapplied and irrelevant as pure. When the theological mind of the minister is educated primarily through experience, an ad hoc theology emerges which owes as much (or more) to methodological and pragmatic concerns as to dogma. The task to work out a theology for ministry begins properly with the task of identifying the nature of and place of ministry itself. Ray Anderson (Theological Foundations for Ministry) The Achilles Heel of Pentecostals Pragmatism Leviticus 10:1 – “Strange fire” “Aaron’s sons Nadab & Abihu took their censers, put fire in them and added incense; and they offered unauthorized fire before the Lord, contrary to His command.” A divine task attempted with reliance on human design alone. “Not by might, nor by power, but by my Spirit,” says the Lord Almighty.” Zech. 4:6 Might – human resources Power – human resoluteness Spirit – divine initiative and power for God’s eternal purposes The temptation to offer our resources to the service of God believing that they are an adequate substitute for God’s eternal resource. “Not everyone who says to me, Lord, Lord, will enter the Kingdom of heaven, but only he who does the will of the Father who is in heaven. Many will say to me on that day, Lord, Lord did we not prophesy in your name and in your name drive out demons and perform many miracles? Then I will tell them Plainly, I never knew you. Away from me you evildoers!” Matthew 7:21-23 Success is rejected by the Lord as having no kingdom legitimacy. Human efforts don’t even get a pat on the back. We can actually think our usage of strange fire/might-power/sign ministry carries with it God’s seal of approval. Success is viewed as self-authenticating. So What? How do we counteract bifurcation? How do we resist pragmatism? How do we challenge our culture’s immunity to the Gospel? Biblical Clues God is at work! (John 5:17) God continues to empower His redemptive mission (Acts 1:6-8) Pentecost is the guarantee that the Jesus of the Gospels is the Jesus who continues His ministry empowered by the Holy Spirit. (Acts 2:22-24) Our ministry is the continuing ministry of Christ working through us by the presence and power of the Spirit of Christ. (II Cor.5:20) Discernment of Ministry Ministry action as “poiesis”. An action that produces a result. The end product of the action completes the act regardless of what the future of the product may be i.e. a ministry action can be viewed as effective simply because it added more people or people were supportive (fiscally) or people were “blessed,” or it most effectively facilitated a program’s success. Ministry action as praxis-telos (discernment of ultimate purpose) A ministry action that includes the ultimate purpose of that action as part of the action. No ministry action, program or ministry structure is incidental. It either reveals the redemptive purpose of Jesus or it has no contribution to make to God’s eternal concerns (Mt. 7:21-23). Discernment as an act of Church Leadership is the minimal expectation for our 21st century church leader (Acts 2:11-21) Discernment – spiritual maturity to know the difference between works of human effort and the continuing ministry of Jesus empowered by the Spirit. Discernment assumes the present tense of Jesus redemptive ministry. Discernment assumes that Christ’s Kingdom rule extends over all human structures and efforts. Discernment strives to “see” the presence of Jesus in all ministry actions & structures. (Not as an act of piety, but as a biblical necessity). Discerning true ministry requires A connectedness to the life of Jesus (John 15) An affirmation that holiness and ethics are never mutually exclusive (II Cor. 5:20) A willingness to exegete ministry contexts with the same rigor we exegete biblical texts (Mt. 7:21-23) A commitment to evaluating ministry methodology by whether or not it facilitates Jesus continuing redemptive ministry. The Character (Fabric) of Pentecostal Leaders I. Eschatological People • Living in the reality that we are eschatological people—we have a destiny that is played in space and real time. The Holy Spirit’s work fully actualized at Pentecost ushers in an era where: “The Spirit is the experienced, empowered entrance of God’s own personal presence in and among us, who enables us to live as a radically eschatological people in the present world while we await the consummation. The fruit and gifts of the spirit permeate the ethical life and charismatic dynamic of the community’s life to that end.” Gordon Fee—Paul, the Spirit and the People of God II. Holy Spirit Validation • Affirming that the empowerment of the Holy Spirit is valid only as it is connected to the mission for which it was intended. • Acts 1:6-8 III. Reason and Spirituality are not mutually exclusive • Affirm the rigor of reason and the dynamic of spirituality are not mutually exclusive. • The Spirit that leads us into all truth is the same Spirit that empowers Jesus in His redemptive mission. – John 16:7-15 – John 20:19-22 IV. Epistemology Rooted in Jesus Christ • Affirm that epistemological pathways are all rooted in Jesus Christ. • Affective and cognitive dimensions of human experience need not compete with other, but are created to enrich a human being for maturity. V. Validity of mission and ministry • Contemporary mission and ministry is only valid as they replicate the mission and ministry of Jesus Christ is: • Purpose • Character • Source of empowerment • Hebrews 1 VI. Role of Created Order • Christ’s Kingdom rules over all created order and thus created order deserves to be taken seriously. • Because God sent His Son to redeem all creation, His Church must seek to represent Him fairly in all facets of created order. • Ephesians 1:18-21 Wesley—A Proto-Pentecostal Case Study • Wesley was a practical theologian with a balanced equation for leadership World of Wesley • A growing empire • A revolution in the “colonies” • Royalty as God’s servant • The Church of England and England as a nation-state joined at the hip The Shaping of Wesley • Epworth • Oxford—Lincoln College • Holy Club (with brother Charles and George • • • • Whitfield) Georgia Missions Moravians Heart Strangely warmed at Aldersgate Street The “vile thing” The Wesleyan Influence • The Church as a community of God’s grace • The Church’s unity is the koinonia of the Spirit • Pursuit of maturing Christian lives sustained by grace is crucial The Wesleyan Method • Outside accepted boundaries, but connected to the center. • The Church is a system of discipline in community: – Class Meetings—once a week to inquire how our souls prosper (house churches, seekers welcome) – Bands/Small Groups—to confess your faults one to another and pray for one another that ye may be healed (had received assurance of sins forgiven) – Select Society —those making progression inward—outward holiness Three Rules of a Select Society • Let nothing spoken in this society be spoken again. • Submit to the appointed minister. • Bring an offering for the “common stock.” Traveling Preachers • Taught to manage difficulties in societies • Face mobs • Brave any weather • Subsist without means • Rise at 4 a.m. and preach at 5 a.m. • Die without fear Daily Rules • • • • • • • Preach Study Travel Meet with bands—classes—societies Exercise daily Eat sparingly Preach nowhere that could not be followed up with organized “structures” with adequate leadership The Primacy of Scripture • “I allow no other rule, whether of faith or practice, than the Holy Scriptures.” • Scripture was the only all-sufficient source commonly available to people for investigating the nature of God and life. • “O give me that book! At any price give me the book of God!” • The personal character of humility and reliance on grace gave Wesley the freedom to see a dynamic interaction between sources to illuminate and enrich biblical truths. This never succumbed to a thoroughly pragmatic approach that reduces truth to relativity. • Wesley affirms Reformation treatise of sola fide and sola scriptura. • However, he interprets sola as “primarily” rather than “exclusively”. • “Tis not enough to have Bibles, but we must use them, yea, use them daily. Our souls must have constant meals of that manna, which if well-digested, will afford them true nourishment.” Rule of Interpretation by John Wesley • • • • Literal sense is emphasized Importance of context Comparing Scripture with Scripture Christian experience has confirmatory and correctional value • Reason is the handmaiden of faith • Practicality—for the plain unlettered people The Authority of Tradition • Wesley’s concern for historical continuity in an age of distrust in Christian tradition. Old Religion Religion—the Bible Religion of the Primitive Church Religion of the Church of England Methodism • Old Religion – John 3:16—heart religion • Religion—the Bible – The only sufficient authority for religious life • Religion of the primitive church – It would be easy to produce a cloud of witnesses testifying the same thing, were not this appoint which no one will contest who has the least acquaintance with Christian antiquity • Religion of the Church of England • Methodism • “If any doubt still remains, I consult those who are experienced in the things of God and then the writings whereby being dead they yet speak. And what I thus learn, that I teach.” • Tradition as authority second only to Scripture. To the extent that the Holy Spirit continued to direct decisions in the early church, Wesley believed tradition was an essential extension of the witness of the Scripture. The Authority of Reason • Desired a religion founded on reason and in every way agreeable to it. Passion and prejudice rule the world…it is our part with religion and reason joined to counteract them all we can. • The image of God persisted in the human race after Adam’s fall, effaced but not obliterated. • Human reasoning was a part of humanity’s original constitution. • Although the heart was prone to evil, the mind was free to reason and respond to God by faith. • An era where the Enlightenment is in full sway. – Natural theology present in the Church of England – Navigates philosophical influences from Aristotle’s rational (scientific) sensory perspective to Plat’s intuition. – This explains his both-and posture integrating the empirical with the experiential and mysticism. • His “both-and” perspective draws criticism from all sides. • Wesley concludes that: – “No man is a partaker of Christ until he can clearly testify the life I now live…I live by faith in the Son of God—revealed in my heart.” Acknowledge Tension • Let reason do all that reason can. Employ it as far as it will go. But, at the same time, acknowledge it is utterly incapable of giving faith, or hope or love and consequently of producing real virtue or substantive happiness. Expect these from a higher source, even from the spirits of all flesh. The Authority of Experience • Considered by many as Wesley's greatest contribution to the development of Christian theology. • “I’m not afraid that the people called Methodists should ever cease to exist…I am afraid lest they should only exist as a dead sect having the form of religion without the power.” “It is necessary that you have the hearing ear and the seeing eye, that you have a new class of senses opened to your soul not depending on organs of flesh and blood to be ‘evidence of things not seen’ as your bodily senses are of visible things, to be avenues to the invisible world, to discern spiritual objects and to furnish you with ideas of what the outward ‘eye has not seen, neither the ear heard.’” • Wesley was deeply concerned about “enthusiasm.” • While he acknowledged excesses, Wesley still believed in the supernatural, immediate gift of God, which “He commonly gives in the use of such means as he hath ordained.” Outward Experiences • Empirical experiences with creation were a source of evidence for religious experience. Inward Experiences • Knowledge derived from a personal experiential encounter with God is objective in the sense if establishing contact with a real, albeit hidden reality. • Wesley believe that the reality of God and of God’s salvation is hidden from our natural senses though not from spiritual senses. • Spiritual senses were created by God and reactivated by His grace that gives potential for discovering religious insights that were previously inconceivable. • The personal conversion experience as well as assurance of salvation are two places people experience a direct awareness of God. • “The testimony of the spirit is an inward impression on the soul whereby the Spirit of God directly witnesses to my Spirit.” • “Now there is properly the testimony of our own spirit even the testimony of our own conscience that God has given us to be holy of heart and holy in outward conversation.” A Heart Strangely Warmed • In the evening I went very unwillingly to a society in Aldersgate Street, where one was reading Luther’s preface to the Epistle to the Romans. About a quarter before nine, while he was describing the change which God works in the heart through faith in Christ, I felt my heart strangely warmed. I felt I did trust in Christ, Christ alone for salvation: And an assurance was given me, that he had taken away my sins, even mine, and saved me from the law of sin and death.” The Wesleyan Quadrilateral by Donald A. D. Thorsen, p. 129 • Experience is the appropriation of authority and confirms the truthfulness of Scripture, tradition and reason. Contemporary Applications of Wesley’s Understanding of Experience • Pentecostals experience the sacred in the midst of the profane, divine guidance for both personal and institutional concerns, standing in contrast to rational and beaureacratic methods, a reticulate organization that refuses to immortalize tradition and the past. In addition, it refuses to routinize the charismata. Margaret Poloma in The AG at the Crossroads • Pentecostals insist that it is not enough for truths—even biblical truths, to be precipitated in the mind and viewed philosophically. There must be a submission to the truth in faith and reverential adoration in worship. This is worship of truth that is not merely imprisoned in the mind, but is personified transcendentally over the mind in the glorious person of Christ. This is an experience—certified theology where an experience of Christ as subject and not just object constitute genuine experience. William McDonald in Perspectives on the New Pentecostalism S OME T HOUGHTS ON P ENTECOST P ENTECOST A S A C OMPASS Pentecost orients us biblically to the inner logic of God’s revelation of Himself in the world through Jesus Christ and experientially to the eschatological vision of redemption of the world. Pentecost is the pivotal point from which we can look back to the incarnation of God in Jesus of Nazareth and look forward into our contemporary life and witness to Jesus Christ in our world. Pentecost is more than a historical and instrumental link between a theology of the incarnation and a theology of the church. Pentecost is more than the birth of the church, it is the indwelling power of the Spirit of Christ as the source of the church’s life and ministry.” Ray Anderson, The Soul of Ministry, p.111 Pentecost – The mission of God seen most clearly in Jesus continues uninterrupted to this very day. Acts 1:6-8 – Mission is redemptive – global – empowered by the Holy Spirit. Jesus ministry happens in real time & space. God’s purposes are therefore realized in the ministries we offer in His name and the organizations we create to facilitate those ministries. Structures and programs are theological statements. The pragmatic demands of day to day ministry often tend to overwhelm our vision (the capacity to see what God has done in Jesus Christ II Cor. 5:17-20) and dull our discernment (the capacity to see the congruence between the Christ of Scripture and the Christ as work in current ministry John 5:17) A Pentecostal theology for ministry affirms the context and activity of ministry is not merely the place for the application of abstract principles or professional skills. Ministry is the habitat of Jesus’ continuing ministry that requires a spirituality nurturing both vision and discernment as necessary for ministry effectiveness. T HE B APTISM OF THE S PIRIT AND R ECOVERING A M UTED V OICE “The Baptism of the Spirit in Pentecostalism is rightfully seen as empowerment for service impacting the believer deeply by giving him/her a tremendous boldness, a heightened sense of personal holiness and a new sense of self worth and personal power. Yet, the narrow individualistic focus and purpose implies the dissipation. . .of so much energy and spiritual power that can and should be “tapped” for the broader missional objective of the church. The challenge which remains for Pentecostals is to catch the vision of the broader prophetic and vocation role of the Baptism of the Spirit.” Eldin Villafane “ P ENTECOSTALISM ABERRATION . IS NOT AN . . “What began as a despised and ridiculed sect is quickly becoming both the preferred religion of the urban poor and the powerful bearer of a radically alternative vision of what the human world might one day become.” Harvey Cox Will the past be a true indicator of our future? This is no time for triumphalism. It is a time for humility and the recapturing of our central core. A N ATTEMPT AT FINDING THE CORE OF P ENTECOSTALISM Every human being struggles to find a sense of destiny and significance. Pentecostalism represents a spiritual restoration of significance and purpose to masses of people. R ESTORATION OF BASIC ( PRIMAL ) SPEECH In a world that can make people think as if their “voice” does not matter or where contrived rhetoric has emptied language of any meaning. Pentecostals participate in a language of the heart that is understood in heaven, and no particular tragedy can restrain. (Rom.12:1-2) R ESTORATION OF BASIC ( PRIMAL ) PIETY Our relationship with God cannot be contained in left-brained activity alone, but is to be encountered face to face. We believe and expect God to act in immanent and concrete ways. (Mark 16:15-18) R ESTORATION OF A BASIC ( PRIMAL ) HOPE An affirmation that the world we see is not all there is and can be. An orientation toward the future that persists despite the failure of certain events to occur. A sense of destiny that affirms in concrete action that we are connected in history to the God who is the Alpha & Omega. (Mt. 24:14 and II Thess. 4:13-18) TO M AKE A L ONG S TORY S HORT Our words – “deepest attempts at communication” are heard by Someone who understands. Our address is known by God. Our destiny is linked to the CreatorRedeemer God T HE BOTTOM LINE IS STILL The Baptism of the Spirit connected to empowerment for world evangelization. A sense of destiny as part of the effort that plants signposts of God’s redemptive purposes. Obedience to Christ’s command to make disciples of all nations U NDERSTANDING P ENTECOSTALISM AS WE S TART THE 21 ST C ENTURY 5% non-western Christians in 1900 to 66% + non-western in 2000. The demise of colonialism The rise of nationalism The Cold War thaws Emergence of global economy Continuing gap between haves and have nots Religious militancy T WO SECULAR VISIONS OF CURRENT AFFAIRS Globalization – Thomas Friedman, The Lexus and the Olive Tree (1999) Reflecting the tension between globalization and ancient forces of culture, geography, tradition and community “The driving force behind globalization is free market capitalization.” C IVILIZATIONAL APPROACH The Clash of Civilizations – Samuel Huntington,(1996) Culture and cultural identities are shaping the patterns of cohesion, disintegration and conflicts in post Cold-War world. Colonial Era – Through WW II (nation states) Cold War Era – Post WW II through 1989 (nation states) The World of Civilizations – 1990 to present (nation states present are shaping ever) T HE C URRENT C IVILIZATIONS Western – North America; Western Europe – Australia, New Zealand Latin America African –Sub-Saharan Islamic – Sub-Saharan Africa plus Middle East Sinic Hindu Orthodox Buddhist Japanese Minding God’s Business by Ray S. Anderson What in the World is God doing? • The gospel is that God has entered into history in order to accomplish the restoration and reconciliation of his created world, including human society, to the end that God is glorified and lost humanity become a “people of God.” • This gospel, which has been completed in the person and work of Jesus Christ, is taken up by those commissioned to be his apostles by the resurrected Christ, as the power of God for salvation (Rom. 1:16). • Through the ministry of these apostles, in the power of the Holy Spirit received at Pentecost, the church is born as the agent of the gospel and as a sign of the kingdom of God in the world. • God’s kingdom is his sovereign rule over and within the world, which was manifest in Israel and present in the fullness of power in Jesus Christ (Matt. 12:28). • Jesus proclaimed the “gospel of the kingdom” through his own ministry of teaching and healing (Matt 4:23). • Christian organizations exist to carry out the continuing apostolic task of the “gospel of the kingdom” as part of the church of Jesus Christ. What is my Purpose? GOSPEL CHURCH MISSION • This “gospel” is the substance of the work of God in Christ by which he died for sinners and was raised up by the power of God for our salvation (1 Cor. 15:3). • The church is an agent of the work of the gospel, not the final form of the gospel itself as an organization or an institution. Nor is mission capable of sustaining itself as an activity or organization except as it is grounded in the life of the church through the power and authority of the gospel. • The church, then, comes into being as the power of the gospel is born as the mission of the Holy Spirit (Pentecost). The apostolic character of the church is its role in the process of gospel taking formation through mission. What is My Source? GOSPEL CHURCH MISSION • “Theological reflection” is the task of the church as it carries out the mission of Christ in the world; that is, the church is to ground that mission in the authority of the gospel. • The mission of God in the world, broadly defined, is his finished work of redemption through Jesus Christ, which is proclaimed as the gospel. • Through Christ’s gift of his Spirit, this work, which has been completed, continues to accomplish its purpose through the transformation of sinful persons into a new community of social and spiritual health: the church, the body of Christ. • The work of mission cannot make an “end run,” as it were, and bypass the church as the body of Christ. Nor should one suppose that the apostolic mandate itself could take the form of a mission without being accountable to the body of Christ in the process of the formation of the gospel. • A Christian organization in this sense can be said to be a gathering of Christian persons in common cause, who have a distinctively Christian identity and mission. • The function of directing such an organization is what we mean by “management.” What makes Christian organizations distinctive is the content of the common cause. We designated this as the unique nature of a Christian organization as being mission-specific. • Development of Christian organizations, therefore, is essentially the development of a community of Christian people whose organizational goal is mission-intensive. Organization in the Christian organization is the servant of the mission, which is the creative power behind the organization. • What happens when the leadership function of management comes under the mandate of the mission of God as set forth in the world through incarnation? • Management now becomes the servant of God’s purpose and plan, and no longer is in the relentless grip of the utilitarian and selfpreservationist drive of organizations under the determinism of the Fall. Under the Lordship of Christ, a new form of leadership emerges called servant leadership. • Its goal is not serving the organization’s own ethics and purposes, but leading the organization to fulfill God’s purpose as a servant of God. Management, Megatrends, and Methods • Methods do not have the power in and of themselves to fulfill the kingdom of God or to move from an immediate objective to an ultimate objective. • Methods are neutral, not inherently good or evil. • Certain management principles or methods are inherently Christian would be a dubious approach. Role of the Holy Spirit in Managing Christian Organizations 1. Understand the Holy Spirit is the Spirit of the Lord Jesus, directing, empowering, and equipping Christians to accomplish his will. 2. The Holy Spirit is not a substitute for planning, nor is he the “missing piece” in a puzzle by which God’s secret plan is made known. 3. Plans are the human means for achieving goals, that embody the promise of God and complete the will of God. 4. The spiritual aspect of managing Christian organizations is not itself the use of a spiritual method or means as against any other method. Rather, the spiritual dimension of managing is represented by bringing all of the methods and means used into the service of the spiritual goal—that of achieving the will of the Lord and glorifying him in the process. 5. One important role of the Holy Spirit in the managing of Christian organizations, then, is to invest the reality and freedom of Christ as a living presence and power in the dynamic process of leading an organization to set goals, establish priorities, create action plans, and work with all contingencies that occur. 6. The Holy Spirit gives to an organization a creative response to contingencies, so that the “unforeseen” can be enfolded into the planning process without undercutting the validity of the plan.