A Connected Congrega6on is
A connected congrega9on is one that deeply understands the meaning of community, and works explicitly to build a strong, meaningful and engaged Jewish community. Connected congrega9ons priori9ze rela9onships and shared values, and align all aspects of ins9tu9onal management in service of the community. Those within connected congrega9ons feel a sense of shared ownership and responsibility for each other and the collec9ve, and are empowered to contribute their ideas, energy and resources.
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Leading a Connected Congrega9on Takes:
! A Systems orienta9on ! “Teaming” – Leading as a team, in partnership ! Clarity on the type of Change you are leading ! Leading through an Adap9ve Challenge
! Leading as doing – Holding the space of the congrega9on, mobilizing, movement, ac9on and reflec9on
! Connec9ng while leading
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Our Synagogues Made up of Systems
Society
Environment
Synagogue
Groups-‐Fac6ons CommiCee Teams
Individual
© 2014 Debra Brosan, MA OD, ACC, gestaltworks, llc 4
Developmental Change
Occurs when a synagogue makes an improvement to the current way of doing things. Examples are improvements of board and commiWee structures or small changes in using technology to support mee9ngs. It’s in the synagogues DNA and leaders are con9nually addressing developmental change in some way to stay current and relevant.
© 2014 Debra Brosan, MA OD, ACC, gestaltworks, llc 7
Transi6onal Change
Before
Transi9
on
A\er
This change replaces exis9ng ways of doing things, which are completely new to the synagogue. The period between the dismantling the old way and the implementa9on of the new way is called the Transi6onal Phase.
© 2014 Debra Brosan, MA OD, ACC, gestaltworks, llc 8
Transforma6onal Change
Before A\er
This is a complete change, it is congrega9on wide, impacts everyone and creates something totally different. An example would be selling the building and crea9ng an online presence. Transforma9onal change occurs a\er the Transi6onal Phase and may invoke Developmental. However, when synagogues are faced with the emergence of radically different expecta9ons from members, resource alloca9on, genera9onal changes, unexpected compe99on, Developmental and Transi6onal Change may not offer the solu9ons needed to sustain.
© 2014 Debra Brosan, MA OD, ACC, gestaltworks, llc 9
The Condi6ons for Adap6ve Leadership
• Leadership happens within a sea of change, complexity, and uncertainly
• Changes are o\en Transi9onal/Transforma9onal
• Congregants are open and you can mobilize commitment and ac9on while working through change
• You understand risk levels and have tolerance to the triggers you will inevitably spark
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What is Adap6ve Leadership?
• Adap9ve Leadership is a framework for leading complex change -‐-‐ in response to a complex challenge
• The frame provides tools to help navigate the complexi9es of organiza9onal and communal life
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Two Types Challenges Technical Problem:
! Clear cut and can be fixed easily ! You can apply current know-‐how ! Developmental Change
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The Classic Error Adap9ve Challenge:
! Complex issues, a dilemma, no set procedures or policies, nothing in the past like it, no one person is an expert
! Transi9onal and Transforma9onal Change
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• Determine if the challenge is Technical or Adap/ve
• Go out into the synagogue and collect data -‐ Find out where people are at
• Listen to the Song Beneath the Words – What’s the “why” behind the “why”?
• Figure out where authority lives and the poli9cs of the situa9on
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Get On The Balcony
Be On The Dance Floor
• Address change by understanding people’s priori9es, beliefs, habits, and loyal9es. What will the change inspire or trigger?
• Dancing requires connec9on and dialogue
• Interven9ons: low-‐risk experiments for posi9ve gains or failures
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Power and Authority
• Leadership is a func9on of the group • Leaders are not telling the system what to do, rather asking ques9ons so that the system can figure out what to do
• Leaders influence the behavior of others through connec9on, rela9onship and dialogue
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Poli6cs are REAL
• Some people control resources ($, power) and because of that define goals and shape the direc9on of the synagogue
• Leaders o\en must nego9ate (sell, get buy-‐in, empower) to inspire the desired change and vision
• Managing poli9cs, no maWer how distasteful that may seem, is essen9al to leading adap9ve change
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Making a Leap from Idea to Ac6on • Dialogue • Collect Data • Transparency • Communica9on – clarity, persuasion • Vision for the change, that is clear and easy to explain (WHY)
• Facilita9ng Skills (HOW), fostering par9cipa9on, elements of Community Organizing
• Awareness of “Tolerance for Risk” – in self, others and organiza9onally
• Skills in leading an ins9tu9on and leading a community • Interven9ons for Change – Experiments
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