

Episode 13: Changing the Culture
Video
Description
This episode continues on the subject of organizational culture and why this is as critical factor in determining if mentoring relationships are fostered or hindered. The key principle is that it is virtually impossible to change culture of a group without changing the values and underlying assumptions. He points out that changing values is a transformational, heart issue, not just adjusting external activities. In Jesus’ analogy, the wineskin needs to be appropriate for the new wine or the new vision will be lost. In many circles, servant leadership and mentoring is like new wine. Just trying to fit this into existing inflexible organizational structure never works. Organizational culture or structure are more influential than even new ideas and vision. The episode is concluded by looking at specific characteristics of organizations that encourage mentoring types of relationships.
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Video Script
Episode 13 Intro: Changing Organizational Values
We are continuing our discussion from last time on the impact of organizational culture on mentoring relationships within our churches or organizations. Without understanding the dynamics of structure and its importance we will inevitably be controlled by something we do not even recognize or understand. Unlike King Saul, we should not create an atmosphere – a culture if you will – that makes it acceptable to throw spears at the next generation. But to change the culture of an organization, you can’t begin by changing the outward activities or just what is visible, without changing the values that are underlining those actions.
Changing Culture
The culture of a church is based upon the values, beliefs, and assumptions of the leaderships and the members. It is also based upon the combined experiences of the members as they deal with life together. As new members and leaders join the church, their new beliefs, values, and assumptions affect the development of the culture within the group. This then affects mentoring relationships. Without the right kind of ministry structures and corresponding culture, succeeding generations will not have the opportunity to receive the full benefit of mentoring relationships. We need to view all of our activities through the values of a servant-leadership model as well as the various factors which affect a mentoring culture in our organizations/churches.
Changing Values
These values and assumptions must first be understood if we are going to be able to make the changes necessary to foster mentoring relationships. To just force change, as I mentioned, rarely works, because it’s a heart issue, it’s a values issue. Again, this is why we spent all that time discussing the values of servant leadership and how this impacts mentoring. Without transformation at a values level , mentoring becomes just another program and not life-giving. To force widespread change overnight usually results in church splits, chaos in the organization and wounded people lying in the ditch along the road of yet another great idea by the leadership. This happens because leadership did not take the time to understand what the assumptions and values of the group were that caused the problems. Having not understood this, it is impossible for them to begin a healthy process that is needed to help move people in a new direction.
Let me illustrate it like with this simple diagram. Value and underlining Assumption are unseen which is why they can be frustrating, as they act upon us and we don’t know what is happening. So let’s say we belong to the “Rectangle” Group. The values and assumptions of everyone is Rectangles. We believe in Rectangles. This is reflected in our visible actions or culture. We have a culture of Rectangles based on our values. Now suppose we want or need to change from a group believing in Rectangles to a group who believes Triangles is the way of the future. What we typically do at this point is focus our energies on changing the outward actions of the group….the stuff above the line in the diagram. This usually leads to conflict and church splits. Why? Because at a deeper, even an unconscious level, people are still believing Rectangles are the way to go. They have been committed to Rectangles for years. Remember, culture eats new vision for lunch — unless we approach things differently.
How do we make a change from a Rectangle to a Triangle culture? To begin with, we need to focus on the values and assumptions of the group, not the outward culture. Once the values change, then changing the corresponding outward activities, or culture, is not that difficult. But this takes time and intentionality. If a group is based on hierarchal, power driven leadership, even if nice biblical terms are used, and we try to force these relationship, mentoring relationships like we have been talking about will almost be impossible. People don’t share those values, they see ministry as competitive, or a zero sum game, or a means to climb the ladder of success. The leadership values have to first change. Only then will mentoring be possible.
A Transformation Process
Trying to change the way we do things without changing values only causes frustration. This is why inserting mentoring in a rigid top down organizational structure never works. So changing the culture of a church requires unlearning certain values and assumptions and relearning new ones – it is a transformation process. Just an Christ does this work in the life of an individual through the sanctification process, so leaders are called upon to facilitate such transformational change in the churches and organizations which God has called them to serve.
For example, when a person joins the church or organization they hear what people say, they observe how people interrelate with one another, and they intuitively “feel” certain feelings. These are the visible aspects of the group and reflect how it views the mandate of the church. They are the most obvious aspects of the culture of the church. However, these observable actions are not the foundation of the culture, but merely what is visible above the surface, as we saw in the diagram. What is not so obvious are the values and assumption upon which these activities are based.
Through repetition, often over decades, the assumptions and values of the group become the norms and beliefs that guide the church. Assumptions are at an even deeper level. Underlying assumptions are values that have been so taken for granted that there is little variation within the group regarding these. The “way we do things around here” is based upon these unspoken assumptions. They are not open for debate; they have become the non-negotiables of the group.
Essential Cultural Characteristics
If a culture has developed that hinders mentoring relationships, then as leaders we need to work on first changing the values and assumptions. Leaders who are not even aware of the culture of their church can be frustrated by the “way things are done around here,” without understanding what is behind these actions. They are then controlled by what may seem to be abstract forces which they cannot define. As you’ve probably noticed, this is what I have been trying to do in this series. It’s not effective long term to just try mentoring without having certain change of values.
Well the obvious next question is what are the characteristics of an organization that encourages mentoring type of relationships? While the details and mechanics of a mentoring relationship are important for it to be successful, we also have to deal with the underlying values, both in our own lives as well as the organizations in which we are embedded. Certain characteristics are essential in order to encourage mentoring types of relationships within a church or organization. There must be open and frequent communication and interaction between leaders at different ministry stages must permeate the organization. This fosters cohesive teamwork, rather than a competitive culture.
Low trust and minimal communication make mentoring types of relationships in the organization virtually impossible. When there is a culture of closed or superficial communication and lack of trust for leadership, mentoring relationships will struggle. If there are distinct levels of superior/subordinate relationships which allow for minimal communication, there will likely not be the level of trust necessary for open and authentic relationships.
How the transition of leadership occurs is also an indicator of the type of relationships that are valued in the church or organization. If those currently in power attempt to retain their position as long as possible, they will thwart any attempt by the next generation to become involved. This leads younger leaders to have to prove themselves and expend great amounts of time and energy in order to push past these obstacles. Many just give up in the process.
King Saul’s Palace: Accepted Practices
Unfortunately, many of our churches and Christian organization share more of the values of King Saul’s court than we would like to admit. But as leaders we can make a positive impact on the culture of our churches and ministries. This begins with our own values being transformed to line up with Jesus’ teaching of Kingdom leadership. Then we can be change agents in our organizations through teaching and modelling kingdom values.
This includes being aware of what we focus on and what we pay attention to, as well as what we measure and what behavior we reward publically and privately. What do we reinforce and give exposure from the platform or in our leadership meetings? How does what we do in a crisis reflect our values? How we allocate resources, both financial and human, speaks volumes as to our values. Is investing in others and releasing them into ministry financed and championed throughout the church or organization? What we model as leaders makes a huge impact on our organizations. The only way people will know our values and what kingdom leadership looks like is through our actions.
Eating with the Masses
I used to travel to Russia several times a year to teach young leaders at a seminary in Moscow. On one occasion, I had just finished teaching on servant leadership and how the relationships in the Body of Christ are to be different than what we observe in the culture around us. Well, we then had a break for lunch and went to the cafeteria. I was ushered into a separate, special room, just for the professors and our international team. It was on an elevated area of the room behind glass French doors. From there we could see the students and they could see us. Well if you know anything about me, you’ll know how uncomfortable I felt, particularly since I had just finished teaching that relationships in the body are to be different than the world, not hierarchical.
Well I only lasted one meal. The next day I mentioned to the school leadership that I recognized the honor they had bestowed on us, but would be okay for our team to sit with the students? Again, they were not necessarily hierarchal, it was just a culture that had developed for whatever reason. But in my opinion it was sending the wrong message – a disconnect between my words and my actions. With their blessing – I did not want to offend our hosts — our team began to sit with the students. Did it change the world. Probably not, but how are others going to see what Kingdom leadership looks like except through our actions. Considering everything we do through Jesus’ grid of servant leadership. The next day I even got our international team into the kitchen to wash the student’s dishes.
The only way we can communicate what kingdom leadership looks like is to show it in practical ways. Serving means getting your hands dirty. Whenever I am in Africa they like to frequently throw my doctor title around, carry my bags and basically make me feel like a chief. I understand that being respectful is part of their culture, but it can go too far. When does respect cross the line so that others no longer see us as the type of leaders we see Jesus being in Philippians 2. Words are not enough, actions are needed and there is often pushback as these often are counter cultural. Not much different than Jesus experienced with his disciples. I may not be able to change the whole world, but I can change my world. So while I am still able, I carry my own bag and do whatever I can to metaphorically “step off the platform,” so to speak, so that my sinful nature doesn’t get used to it and I don’t feel entitled and expect it.
Back to the cafeteria in Moscow. On a subsequent trip I noticed that the special room was empty and the leadership was interspersed with the students. In a simple way the leadership was breaking down the natural barriers and power differential. It did not negatively impact their teaching authority, but hopefully made them more accessible and credible on the topic of servant leadership. As we translate our values into our actions we can change the culture of our organizations.
But what happens if you are in a church or organization that has a culture of throwing spears and is not conducive to mentoring relationships? What do you do if you are in a situation that you cannot find a mentor? These are real world challenges we have to face. There was once a young man in this very situation — dodging spears in a king’s court. Next time we are going to look at what he did and what we can learn from him. I sure hope you’ll be able to join me next time.
Some Leadership Matters to Consider
But before then, I’d like to leave you a few leadership matters to consider:
What are some of the assumptions and values of the organization/church you lead or are a part of?
What are some of the accepted practices that are actually working against members developing mentoring relationships?
What practical actions can you take in your group that will communicate you value mentoring relationships?