Practising Chaordic Leadership Towards Growth · Leadership is Difficult! To lead effectively and...
Transcript of Practising Chaordic Leadership Towards Growth · Leadership is Difficult! To lead effectively and...
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Practising Chaordic Leadership Towards Growth
Omar Djoeandy
Australia
Why are you here? What do you hope to gain from this workshop?
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Leadership
is
Difficult!
To lead effectively and
grow our organisation
we need both order and
chaos
Also for personal, family,
ministry/organisation
PRAY
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Definition Term coined by Dee Hock
(founder/former CEO VISA) refers to a system of organization that blends characteristics of chaos and order.
I don’t understand or agree with all that
Hock and others have said.
CHAORDIC (CHAOS AND ORDER)
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Concept helpful towards maximising a healthy tension with neither chaotic or
ordered practice dominating our organisation.
Sustainable growth demands co-
existence of both chaos and order
CHAORDIC (CHAOS AND ORDER)
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CORE Order
Maintenance
Procedure
Manual
MARGINS Messy Chaos
Chaordic Leadership - Chaos and Order
New Initiatives
Trial and Error
Research and
Development
Growth
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CORE Order
Maintenance
Procedure
Manual
MARGINS Messy Chaos
Chaordic Leadership - Chaos and Order
New Initiatives
Trial and Error
Research and
Development
Growth
List where you are
feeling chaotic?
Identify where you are growing in
dependence on God?
Identify where you are
experiencing growth
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We love order and crave to be in control.
However, God is continually doing new
things. Rapid change, global disturbances
and complexities challenge status quo.
To grow what God has entrusted to us,
personally and as an organization or church,
we need to:
• be adaptable
• facilitate an enabling environment for
creativity and growth
• experience the unpredictability of new
initiatives.
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Chinese – Indonesian – Australian
Follower of Jesus since young
16 years – convinced Jesus only way, truth and life willing to be a missionary
Medicine at UNSW, in Sydney (79 to 84)
MDiv. at NEGST (Nairobi Evangelical Graduate School of Theology) ’86-90
Introduction
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93-97 - Medical Doctor – General Practice
98-’03 - Associate Pastor at Nairobi Chapel in Kenya (church grew from 800 to over 2000 people)
March ’04 - National Director SIM (Serving in Mission) Australia
Introduction
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Overview • Biblical Stewardship = growth. • True to foundational values, mission AND grow How do we: • practice chaordic leadership • maximise a healthy tension with neither chaotic or ordered practice dominating. • Identify our bias or organisational culture • Facilitate an enabling environment for creativity and new initiatives for growth
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Reflection/Theory - Action Upward Spiral
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“Remember” – Deuteronomy
Forget the former things; do not dwell on the past.
See, I am doing a new thing! Now it springs up; do you not perceive it? I am making a way in the wilderness and streams in the wasteland.
2. Biblical examples of Chaordic Isaiah 43: 18, 19 NIV
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2. Biblical examples of chaordic – Paul –
To those not having the law I became like one not having the law (though I am not free from God’s law but am under Christ’s law), so as to win those not having the law. To the weak I became weak, to win the weak. I have become all things to all people so that by all possible means I might save some.
1 Corinthians 9:21-23 NIV
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2. Biblical examples of chaordic – Paul –
But everything should be done in a fitting and orderly way.
1 Corinthians 14:40 NIV
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The way of the righteous is like the first gleam of dawn, which shines ever brighter
until the full light of day.
Patriarchs, Joseph, Moses, Joshua, Judges, David, Prophets, Daniel, Esther, Disciples – all faced chaos
2. Biblical examples of chaordic
Proverbs 4:18 NLT
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Jonathan said to his young armor-bearer, "Come, let's go over to the outpost of those uncircumcised fellows. Perhaps the LORD will act in our behalf.
1. Samuel 14:6
Jonathan in battle
Nothing can hinder the LORD from saving, whether by many or by few."
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CORE OF ORDER MARGINS OF CHAOS
Constitution, Core Values, Policies,
Financial Systems,
Outworkings, new initiatives, research and
development
Status Quo, maintenance
Potential growth
3. General Characteristics
Always only a small step from Chaos
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CORE Order
Maintenance
Procedure
Manual
Margins Messy Chaos
Sri Lanka PNG
Zimbabwe
WA Water Corp.
entrepreneurial leaders
Chaordic – Chaos and Order
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CORE OF ORDER MARGINS OF CHAOS
Time Orientation history, traditions
Exciting future, tomorrow
Characteristic Feelings - “IN CONTROL”, predictable, manageable, boredom for some
Out of control, turmoil, EXCITING, anxiety for some
3. General Characteristics
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CORE OF ORDER MARGINS OF CHAOS
Common Personality/ DiSC profile Conscientious Perfectionists precision Late adopters of change
Creative Visionary ambiguity Early adopters of change
3. General Characteristics
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Distracted
Discouraged
Disoriented
Drained
Overloaded – personal or organisational
No energy or room for new initiatives
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CORE OF ORDER MARGINS OF CHAOS
Organisational Culture and Focus
Centralised, hierarchical, top down orders
Appropriate decentralisation, bottom up initiatives
Historical power No monopoly on the future
3. General Characteristics
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Whirlpool of maintenance
Default usually towards status quo, tradition, historical power
Who are the most powerful/influential people in my
organisatiion?
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CORE OF ORDER MARGINS OF CHAOS
Few failures but few innovation
Values and practice trailblazing
Mistakes are punished Learn and grow from mistakes
Worst case scenario Dreams.
3. General Characteristics
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CORE OF ORDER MARGINS OF CHAOS
Common Responses to New Possibilities
How do we avoid risks? What are the risks and are they worth taking?
3. General Characteristics
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CORE OF ORDER MARGINS OF CHAOS
No, … because No precedent
Yes, providing … Small steps we need to take …
Predictable or guaranteed outcomes?
Believing this is from God we will act as if God will provide
3. General Characteristics Common Responses to New Possibilities
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www.givenworks.com
How could organisations intentionally move from a culture of maintenance to GROWING?
Not spontaneous, accidental or natural - Discuss
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CORE OF ORDER MARGINS OF CHAOS
West - emphasis on theory, projected outcomes, predictability, control, best practice, risk aversion Low tolerance for ambiguity
Many African, Asian, S American cultures used to chaos, unpredictability, spontaneity, contextualisation High tolerance for ambiguity ADAPTIBILITY
General Cultural Bias
3. General Characteristics
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A gentle reminder from history
In modern missions, the most rapid church growth took place during times of great
ambiguity and almost no planning.
(often in the presence of persecution).
For example, Ethiopia, Nigeria, Korea, China, and
not because of “Church Growth” strategies. Venezuela 146
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Started in 1893 by three courageous young men
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Nigeria ECWA 6,000 churches 6 Million believers 3,000 missionaries
NOW
1800 missionaries in 80 countries
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Dr Joshua Bogunjoko (& his wife Dr Joanna) SIM International Director from June 2013
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Operation World
“Operation World” - Current Reality Percent Unevangelized Per Country
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The Huge Need Can Be Overwhelming
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Healthy Tension
A. Acknowledging:
• God is creative and
committed to our growth
• Often grow in faith when we
are not in control
• Default of maintenance
• Generational and age bias
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Healthy Tension B. Analysing yourself, leadership team, Board?
Preference Personality of Director and other key
leaders? Whose voice loudest? Can both sides speak the other side’s
perspective? TEAM/COMMUNITY
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Healthy Tension C. Organisational culture
• Orientation - past or future?
• Accountability to grow?
• New initiatives?
• Enough “failures”?
• 50: 30: 20 Principle –
Order 50% Mid-zone 30% Chaos 20%
(build margins, buffer, room for new initiatives,
God’s spontaneous combustions)
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• Growth in self-awareness?
• Insights into your organisational culture?
• What actions will you take to maximise the tension between order and chaos
Highlights