Reframing Presbytery

1. Reframing Presbytery Structure People Politics Symbol

2. Reframing Presbytery • Structural Frame • Human Resources Frame • Political Frame • Symbolic Frame

3. Using Multiple Frames • “It can be enormously liberating to realize there is always more than one way to respond to any problem or dilemma. • “Frames serve multiple functions • “Collectively, they make it possible to reframe, viewing the same thing from multiple perspectives. When the word seems hopelessly confusing and nothing is working, reframing is a powerful tool for gaining clarity, generating new options, and finding strategies that work.”

4. Consider Your Operative Frame(s) • Each of us tends toward preferred frames • Organizationally, the same or different frames may dominate or have dominating usage • Can you see how the use of different frames impacts your presbytery as an organization?

5. Reframing Presbytery • 1. Structural Frame • Work Allocation – differentiation • Coordination – integration

6. Bills and Overtures The Presbytery (Manual of Administrative Operations Introduction)) Committee on Representation Permanent Judicial Commission Com on Preparation for Ministry Session Records Review Committee Nominating Committee Council Investment Committee Mission Coordination Committee Administrative Division Ministry Division Personnel Committee Church Development Committee Associated Ministry Groups Stewardship Committee Committee On Ministry Budget Committee Administrative Commission Congregational Property

7. StructuralFrame • Work Allocation – differentiation • Function of Committee, staff, etc. • Time –deadlines, • Product – what is it? • Process – flow of work

8. Structural Frame • Lateral Coordination • Meetings • Task Forces • Coordinating roles • Matrix structures • Networks • Vertical Coordination • Authority • Rules • Planning • Control

9. Structural Frame-Polarities • Differentiation vs Integration • Gap vs overlap • Underuse vs overload • Lack of clarity vs Lack of creativity • Excessive autonomy vs Excessive interdependence • Too loose vs too tight • Goalless vsGoalbound • Irresponsible vs unresponsive

10. Structural Frame Assumptions • Presbyteries exist to achieve established goals and objectives • Presbyteries increase efficiency and enhance performance through division of labor • Appropriate forms of coordination and control ensure that diverse efforts of individuals and units mesh • Presbyteries work best when rationality prevails over personal preferences and extraneous pressures • Structures must be designed to fit church circumstances • Problems and performance gaps arise from structural deficiencies and can be remedied through analysis and restructuring • Adapted from Bolman and Deal

11. Reframing Presbytery • 2. Human Resources Frame • Build and Implement Personnel Philosophy • Hire Right People • Keep them • Invest in them • Empower them • BE the boss when you need to be the boss! • Manage staff and volunteers differently

13. Human Resources Frame • Manage volunteers • Invite the skill you need • Invite the new “view” to challenge groupthink • Danger of the mass invitation • Insulating Presbytery system from the troublesome “exported” elders • Accountability • Thanks, praise, commendation, recognition • The relational economy – a different bottom line

14. High Directive And High Supportive (High) High Supportive and Low Directive Supporting Coaching S3 S2 Style of Leader S4 S1 Supportive Behavior Directing Delegating Low Supportive and Low Directive High Directive and Low Supportive (Low) Directive Behavior (High) D4 D3 D2 D1 Moderate to High Competence Variable Commitment Low to Some Competence Low Commitment Followers High Competence High Commitment Low Competence High Commitment Developed Developing

15. Human Resource Frame Assumptions • Presbyteries exist to serve congregations of disciples/apostles serving the Mission of God (i.e. congregations do not serve the Presbytery) • Presbyteries need ideas, energy, and talent; people need ministries congregations provide • When the fit between those serving and presbytery system is poor, one or both suffer. When people are exploited or exploit the presbytery, both become victims • A good fit benefits both. Those serving find meaning and satisfying ministry; presbyteries get the talent and energy they need to succeed in serving congregations

16. Reframing Presbytery • 3. Political Frame • “Interdependence, divergent interests, scarcity, and power relations inevitably spawn political activity.” p 194

18. Political Frame • Presbyteries are coalitions of assorted individuals and interest groups. • Coalition members have enduring differences in values, beliefs, information, interests and perceptions of reality. • Most important decisions involve allocating scarce resources – who gets what. • Scarce resources and enduring differences put conflict at the center of day-to-day dynamics and make power the most important asset. • Goals and decisions emerge from bargaining and negotiation among competing stakeholders jockeying for their own interests.

19. Warrior Roles • Relentless • Passionate and Pragmatic • Bend the rules • Grudge keepers • Persistence • Courage • Often Polarizing • Stubborn • Constricted field of view • Principled • “Very poor hater” • Aspirational • Conviction • Commitment to overarching purpose • Combat in perspective • Self-Sacrifice • Big Picture perspective • Toxic • Narcissistic • Corrupt • Callous • “evil” • Unprincipled • Lack self-awareness • Unresponsive to feedback • Break the rules

20. Political Frame • High Context Cultures • Relationally oriented • “Rules” direct you to the person who decides • Usually hierarchical in authority practice • Low Context Cultures • Task/ Results oriented • “Rules” are rules everyone follows • Usually more egalitarian in authority practice

21. Political Frame • Low versus High Context Cultures - “mores” around political activity differ • Church is a high context pocket within a low context North American environment • Unlike most high context culture, church leadership is egalitarian not hierarchical • Low Context – no holds bared, anything goes • LBJ in contrast to Jimmy Carter • High Context – fraught with secret taboos • Double standard: leaders and followers • “Not”-the-bishop leadership?

22. Political Frame • Distinguishing more and less emotional systems and subsystems • Corresponds with more or less measureable results • Creative management of anxiety in system • How stretch a system (ie “lead”) in a minefield of taboos? • Executive as “Alice” , Presbytery as the “Queen of Hearts”

23. Political Frame

24. Warrior Roles Personal Work Therapy, Coaching Spiritual refreshment Dysfunctional Propensities Familiar Misery Magnified/ Projected Ego, Anger, Vengeance

33. Political Frame Then….. Camps High CDC Mission COM Staff Power Council Planning Personnel PW BPU Exec Low Interests Pro Change Opposed to Change

34. Political Frame Now….. Council High COM Mission CDC Exec Power Personnel PW BPU Staff Camps Low Interests Pro Change Opposed to Change

35. Political Frame Assumptions • Presbyteries are coalitions of diverse individuals and interest groups • There are enduring differences among coalition members in values, beliefs, information, interests, and perceptions of reality • Most important decisions involve allocating scarce resources-who gets what • Scarce resources and enduring differences make conflict central to church dynamics and underline power as the most important asset • Goals and decisions emerge from bargaining, negotiation, and jockeying for position among competing stakeholders

36. Your Political Frame High Power Low Interests Pro Change Opposed to Change

37. Reframing Presbytery • 4. Symbolic Frame • Metaphor • Myth • Stories with Power • Secrets, Taboos • Meaning

39. Symbolic Frame • Our “product” is symbolic, thus we are a community of “wizards” • Wizards are wise • Importance of Symbolic/ Sacramental Events • Link between word and deed • Passionate • Transformational, not just transactional • Connect familiar past with new possibility

40. Symbolic Frame • Wannabe • Underestimating influence of the environment on organizational values and practices • Discounting the significance of symbols/ cultural values in change • Discounting importance of heroes and heroines • Getting caught up in your own image and neglecting purpose/goals/vision • Overpromising and raising unrealistic expectations • Surrounds self with like-minded loyalists

41. Symbolic Frame • Harmful • Both Villain and Victim • Flourish in isolation and ethical vacuums • Never alone in their plots, always co-conspirators • Narrow field of view • Alternative reality with seeds of their own destruction

42. Symbolic Frame • Authentic • Seeks, embraces and dispenses Wisdom through questions asked, metaphors employed, stories told, (parables!). (not specific advice) • Embrace foibles and folly (“God is in the interruptions” Carl Jung) • Intimately connected with own soul • Reveals sacramental, poetic in everyday duty • Available to each of us with personal spiritual work

43. Symbolic Frame

44. Symbolic Frame • Congregation Leader • Mythic role of the Pastor • The meta story teller • The priest • Every Sunday opportunity to shape the Symbolic • Clarity of Role • Presbytery Leader • Administrator (not so symbolic) • Overseer (not so symbolic) • Boundary Maintainer (not so symbolic) • Sentinel (more symbolic) • NOT the Bishop (Not the leader? Not the symbolic presence? Not the voice of oversight?) • Role ambiguity • How do we cast the Vision? • How can a Presbytery Leader work symbolically? What is the space for such in your system

50. AEPS meeting