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ORGANIZATIONAL SPIRITUALITY

ORGANIZATIONAL SPIRITUALITY. The clash of personal and organization spiritual values. Personal and Organization Assessment. A story. Spiritual Assessment Questions. Identify your core personal value and mission. (your personal covenant)

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ORGANIZATIONAL SPIRITUALITY

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  1. ORGANIZATIONAL SPIRITUALITY The clash of personal and organization spiritual values

  2. Personal and Organization Assessment A story

  3. Spiritual Assessment Questions • Identify your core personal value and mission. (your personal covenant) • Identify the stated value and mission of the organization • Identify the functional value and mission of the organization

  4. Discussion • Where are the connects and disconnects between the areas • What is the impact on the organization, employee and patient experience • Share in groups

  5. Theory • Organizations and individuals have spiritual values (or covenants) from which most decisions are made • They are not often identified • They don’t always agree • They don’t always match the stated Mission and Values of the organization • The organization is limited when the impact of the clash is unidentified or underappreciated

  6. Unattended Clash • Leads to diminished trust in leaders • Positioning and third partying grows • Ideology and values are hardened and opportunities for creativity and collaboration are lost. • Focus is on differences rather than bridge building

  7. Survey • Those who experience the clash 90% had looked for work in the last year. • Gallup Survey Data • Disengaged employees cost • 10%-12% employees on average are disengaged • In a 32,000 person work force that would cost over 200,000,000. • When the disengaged become engaged • 37% drop in absenteeism • 49% drop in turnover • 48% in employee safety issues • 41% in Patient safety incidents • 60% in quality defects

  8. BREAK

  9. WHEN THE GOING GETS TOUGH Centralize Power & Defer to the CFO

  10. WHEN IT’S ABOUT MONEY • IT’S NEVER JUST ABOUT MONEY • IT’S ABOUT THE CLASH OF SPIRITUAL VALUES. • UNATTENDED OR UNRECOGNIZED IT BECOMES • THE ROOT OF ALL EVIL.

  11. Case Studies • CPMC • Shared Leadership CEO, Top down COO • Different covenants • Cleveland Clinic • Inverted Pyramid • Centralizing of power and decision making • ACPE, FCPE & Organization Change • Do Values match with the change • Have we identified and attended Sp Clash

  12. DEMONS & DEMANDS OF SPIRITUAL LEADERSHIP

  13. SPIRITUAL LEADERSHIP • “A good Leader is intensely aware of the interplay of inner shadow and light • Lest the act of leadership do more harm than good. Parker Palmer • Whenever a “family” is driven by anxiety, what will also always be present is a failure of nerve among its leaders. • Edwin Friedman • Ride the monsters down to the Unified field where our caring & life together resides • Annie Dillard

  14. The Demons • Insecurity about identity and worth • Belief that the universe is a battle ground hostile to human interests. • Functional Atheism • Fear of the natural chaos of life • The denial of death • Parker Palmer (Let Your Life Speak)

  15. THE DEMANDS • Invert the pyramid, share the power • Commit to collaboration & trust • Act like there is a greater power in control • Trust the process • Act like there is new life from the death of change

  16. Insecurity about identity and worth Belief that the universe is a battle ground hostile to human interests. Functional Atheism Fear of the natural chaos of life The denial of death Invert the pyramid, share the power Commit to collaboration & trust Act like there is a greater power in control Trust the process Act like there is new life from the death of change DEMONS DEMANDS

  17. The Process • Understand this is a Spiritual Values clash • Identify the spiritual values that influence decision making • Evaluate and Broaden organizational spiritual values • Evaluate and Broaden personal spiritual values • Change organization and leader communication patterns to align with agreed upon values • Make priorities for the organization more consistent with personal and organization values

  18. Conclusion • The demons are what keeps organizations from living into their missions. • It is our covenants that protect us from our demons and paradoxically keep us from living into our missions. • It is our unexamined covenants that create the Two Sins that lead to the failure of organizational change. • Dealing with our demons and freeing our covenants can restore our trust, collaboration and creativity and thus renew us and our organizations

  19. The Two Sins(That Create Organization Failure) • Centralizing Power • Giving responsibility for change to others

  20. IF I SEEK TO CHANGE THE WORLD • I MUST FIRST SEEK TO CHANGE MY SOUL

  21. The New Mission Statement 12 words, one sentence: “To advance and advocate for experience-based, professional, theological and spiritual care education.”

  22. The New Vision Statement 21 words; 1 sentence “To be the premier global provider of professional spiritual education by setting standards, certifying educators, accrediting centers and providing continuing education.”

  23. ACPE Values Spirituality Transformative Processes Transparency Advocacy Diversity

  24. What Do These Values Really Mean? Spirituality Maintaining clear identity as an organization with spiritual foundations Including spiritual values in all philosophy and work Transparency Collaborating and cooperating at all levels Clear accreditation and certification processes Fostering mutual accountability in all matters Members participating in decision-making

  25. What Do These Values Really Mean? Transformative Processes Striving for excellence in education Integrating personal and professional identity Upholding professional competence Maintaining highest ethical accountability Engaging in creative and generative dialogue Truth-telling Advocacy Strengthening professional collaboration Advocating for quality spiritual care Intentionally mentoring members to become leaders Diversity Commitment to social, religious and cultural inclusion Valuing scholarship from a variety of perspectives Embracing power sharing

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