made to flourish by shelley g. trebesch - excerpt
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S H E L L E Y G T R E B E S C H
BEYOND QUICK FIXES TO A
TH R IV ING O RGAN IZA T ION
MADE TOFLOURISH
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 324
MADE TO
FLOURISHBEYOND QUICK FIXES TO A
THRIVING ORGANIZATION
S H E L L E Y G T R E B E S C H
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InterVarsity Press
PO Box 983089983092983088983088 Downers Grove IL 983094983088983093983089983093-983089983092983090983094
ivpresscom
emailivpresscom
copy983090983088983089983093 by Shelley G Trebesch
All rights reserved No part of this book may be reproduced in any form without written permission from
InterVarsity Press
InterVarsity Pressreg is the book-publishing division of InterVarsity Christian FellowshipUSAreg a movement of
students and faculty active on campus at hundreds of universities colleges and schools of nursing in the United
States of America and a member movement of the International Fellowship of Evangelical Students For
information about local and regional activities visit intervarsityorg
Scripture quotations unless otherwise noted are from the New Revised Standard Version of the Bible copyright
983089983097983096983097 by the Division of Christian Education of the National Council of the Churches of Christ in the USA Used by permission All rights reserved
While many stories in this book are true some names and identifying information may have been changed to
protect the privacy of individuals
Cover design Cindy Kiple
Interior design Beth McGill
Images copy AlexRathsiStockphoto
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (print)
ISBN 983097983095983096-983088-983096983091983088983096-983097983096983097983093-983092 (digital)
Printed in the United States of America As a member of the Green Press Initiative InterVarsity Press is committed to protectingthe environment and to the responsible use of natural resources To learn more visit
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Library of Congress Cataloging-in-Publication Data
Trebesch Shelley G 983089983097983094983091-
Made to flourish beyond quick fixes to a thriving organization Shelley G Trebesch
pages cm
Includes bibliographical references and index
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (pbk alk paper)
983089 Church management 983090 Organizational effectiveness I Title
BV983094983093983090T983094983096983095 983090983088983089983093
983090983093983092--dc983090983091
983090983088983089983093983088983091983091983094983096983089
P 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093 983089983092 983089983091 983089983090 983089983089 983089983088 983097 983096 983095 983094 983093 983092 983091 983090 983089
Y 983091983092 983091983091 983091983090 983091983089 983091983088 983090983097 983090983096 983090983095 983090983094 983090983093 983090983092 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093
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CONTENTS
983089 A Vision to Flourish 983097
983090 Languishing or Flourishing Predicting the
Ripple Eects o Change 983089983093
983091 he ECO Model at Work 983090983095
983092 Flourishing People 983091983091983093 DNA he Lie Force o Flourishing Organizations 983092983097
983094 Putting Your DNA to Work 983094983091
983095 he Discipline o FlourishingmdashOrganization
and Capacity Development 983095983095
983096 Making Organization Development Work or You 983096983097
983097 he Ecosystem o FlourishingmdashCulture 983097983095
983089983088 Making Culture Work or You 983089983088983097
983089983089 he Ecosystem o FlourishingmdashStructure 983089983089983093
983089983090 he Nuts and Bolts o Structure 983089983090983095
983089983091 he Future o FlourishingmdashInnovation and Entrepreneurs 983089983091983095
983089983092 Flourishing A Daily Reality 983089983093983089
983089983093 One Organizationrsquos Story 983089983094983091
983089983094 Flourishing Organizations 983089983094983097
Acknowledgments 983089983095983095
Appendix 983089 echnical Aspects o Flourishing 983089983095983097
Appendix 983090 Flourishing Developmental Assessment ool 983089983096983091
Notes 983089983097983091
Index 983090983088983089
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- 1 -
A VISION TO FLOURISH
Focus on Unreached Peoples (FUP) began when eight university grad-
uates sensed Godrsquos call to pray or research and plant churches among
unreached peoples Te organization grew steadily eventually num-
bering our hundred people (along with support staff) serving in fifeen
creative-access nations
Tirty years into the work FUP experienced a 10486261048629 percent decrease inall areas o the organization (personnel finances new rontiers etc)
Te decline began when orty missionaries living in two neighboring
Arican countries were orced to evacuate due to civil war wo mission-
aries were killed in the conflict beore they were able to leave the country
Te thirty-eight missionaries were immediately redeployed although
some chose to leave the mission due to the trauma Other missionaries
were given assignments within the organizationmdashmostly in leadershipand administrationmdashand some were reassigned to saer countries with
strong Christian presences (mostly to offer support to already-existing
churches) Te civil war was rarely spoken o again everyone seemed to
orget and move on As the personnel and resources in the organization
continued to decline the leadership made decisions to consolidate and
assigned the ew new workers to contexts where there were already per-
sonnel Tey didnrsquot start work in any new countriesContributions continued to decrease along with the operating budget
Support staff were laid off Missionary budgets had not been increased
or ten years Te atmosphere in the organization was tense Most sensed
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10486251048624 MADE TO FLOURISH
and promoted attitudes o scarcity comparison and begrudged sharing
noticing ldquowho got whatrdquo O course everyone elt they did not have
enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective
support development Five years into the decline the board hired a new
CEO who had a track record or generating income He did but by this
point morale was so low money could not resolve the situation
Here was a classic leadership challenge the law o unintended un-
expected consequences Obviously the well-intentioned organizational
leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were
employing a quick fix Tat their redeployment interventions would
have the overall long-term impact o a 10486261048629 percent decrease in all areas
o mission and potentially jeopardize the vision or which FUP exists
Tat the impact o the redeployment o the trusted partners o the A-
rican nationals would be betrayal and distrust Tat their financial
partners would become skeptical and invest elsewhere
Ofen leaders initiate change in their organizations or teams as a re-
action to an event a response to crisis New policies are written or new
structures implemented with minimal projection toward consequences
or uture outcomes Another common approach is or leaders to search
or breakthroughs and pursue the latest ads the strategies that seem to
work in the ldquochurch down the streetrdquo Many organizational changes
happen in response to the symptoms o eventsmdashwhat is easily observable
or seen As previously stated these are quick fixes I an organization is
to flourish it has to go beyond quick fixes It has to see more deeply and
listen more intently
Stop and Think
Consider your organization or team Try to
identify some ldquoquick fixesrdquo and notice their re-
percussions their ripple effects
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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MADE TO
FLOURISHBEYOND QUICK FIXES TO A
THRIVING ORGANIZATION
S H E L L E Y G T R E B E S C H
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InterVarsity Press
PO Box 983089983092983088983088 Downers Grove IL 983094983088983093983089983093-983089983092983090983094
ivpresscom
emailivpresscom
copy983090983088983089983093 by Shelley G Trebesch
All rights reserved No part of this book may be reproduced in any form without written permission from
InterVarsity Press
InterVarsity Pressreg is the book-publishing division of InterVarsity Christian FellowshipUSAreg a movement of
students and faculty active on campus at hundreds of universities colleges and schools of nursing in the United
States of America and a member movement of the International Fellowship of Evangelical Students For
information about local and regional activities visit intervarsityorg
Scripture quotations unless otherwise noted are from the New Revised Standard Version of the Bible copyright
983089983097983096983097 by the Division of Christian Education of the National Council of the Churches of Christ in the USA Used by permission All rights reserved
While many stories in this book are true some names and identifying information may have been changed to
protect the privacy of individuals
Cover design Cindy Kiple
Interior design Beth McGill
Images copy AlexRathsiStockphoto
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (print)
ISBN 983097983095983096-983088-983096983091983088983096-983097983096983097983093-983092 (digital)
Printed in the United States of America As a member of the Green Press Initiative InterVarsity Press is committed to protectingthe environment and to the responsible use of natural resources To learn more visit
greenpressinitiativeorg
Library of Congress Cataloging-in-Publication Data
Trebesch Shelley G 983089983097983094983091-
Made to flourish beyond quick fixes to a thriving organization Shelley G Trebesch
pages cm
Includes bibliographical references and index
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (pbk alk paper)
983089 Church management 983090 Organizational effectiveness I Title
BV983094983093983090T983094983096983095 983090983088983089983093
983090983093983092--dc983090983091
983090983088983089983093983088983091983091983094983096983089
P 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093 983089983092 983089983091 983089983090 983089983089 983089983088 983097 983096 983095 983094 983093 983092 983091 983090 983089
Y 983091983092 983091983091 983091983090 983091983089 983091983088 983090983097 983090983096 983090983095 983090983094 983090983093 983090983092 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093
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CONTENTS
983089 A Vision to Flourish 983097
983090 Languishing or Flourishing Predicting the
Ripple Eects o Change 983089983093
983091 he ECO Model at Work 983090983095
983092 Flourishing People 983091983091983093 DNA he Lie Force o Flourishing Organizations 983092983097
983094 Putting Your DNA to Work 983094983091
983095 he Discipline o FlourishingmdashOrganization
and Capacity Development 983095983095
983096 Making Organization Development Work or You 983096983097
983097 he Ecosystem o FlourishingmdashCulture 983097983095
983089983088 Making Culture Work or You 983089983088983097
983089983089 he Ecosystem o FlourishingmdashStructure 983089983089983093
983089983090 he Nuts and Bolts o Structure 983089983090983095
983089983091 he Future o FlourishingmdashInnovation and Entrepreneurs 983089983091983095
983089983092 Flourishing A Daily Reality 983089983093983089
983089983093 One Organizationrsquos Story 983089983094983091
983089983094 Flourishing Organizations 983089983094983097
Acknowledgments 983089983095983095
Appendix 983089 echnical Aspects o Flourishing 983089983095983097
Appendix 983090 Flourishing Developmental Assessment ool 983089983096983091
Notes 983089983097983091
Index 983090983088983089
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- 1 -
A VISION TO FLOURISH
Focus on Unreached Peoples (FUP) began when eight university grad-
uates sensed Godrsquos call to pray or research and plant churches among
unreached peoples Te organization grew steadily eventually num-
bering our hundred people (along with support staff) serving in fifeen
creative-access nations
Tirty years into the work FUP experienced a 10486261048629 percent decrease inall areas o the organization (personnel finances new rontiers etc)
Te decline began when orty missionaries living in two neighboring
Arican countries were orced to evacuate due to civil war wo mission-
aries were killed in the conflict beore they were able to leave the country
Te thirty-eight missionaries were immediately redeployed although
some chose to leave the mission due to the trauma Other missionaries
were given assignments within the organizationmdashmostly in leadershipand administrationmdashand some were reassigned to saer countries with
strong Christian presences (mostly to offer support to already-existing
churches) Te civil war was rarely spoken o again everyone seemed to
orget and move on As the personnel and resources in the organization
continued to decline the leadership made decisions to consolidate and
assigned the ew new workers to contexts where there were already per-
sonnel Tey didnrsquot start work in any new countriesContributions continued to decrease along with the operating budget
Support staff were laid off Missionary budgets had not been increased
or ten years Te atmosphere in the organization was tense Most sensed
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10486251048624 MADE TO FLOURISH
and promoted attitudes o scarcity comparison and begrudged sharing
noticing ldquowho got whatrdquo O course everyone elt they did not have
enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective
support development Five years into the decline the board hired a new
CEO who had a track record or generating income He did but by this
point morale was so low money could not resolve the situation
Here was a classic leadership challenge the law o unintended un-
expected consequences Obviously the well-intentioned organizational
leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were
employing a quick fix Tat their redeployment interventions would
have the overall long-term impact o a 10486261048629 percent decrease in all areas
o mission and potentially jeopardize the vision or which FUP exists
Tat the impact o the redeployment o the trusted partners o the A-
rican nationals would be betrayal and distrust Tat their financial
partners would become skeptical and invest elsewhere
Ofen leaders initiate change in their organizations or teams as a re-
action to an event a response to crisis New policies are written or new
structures implemented with minimal projection toward consequences
or uture outcomes Another common approach is or leaders to search
or breakthroughs and pursue the latest ads the strategies that seem to
work in the ldquochurch down the streetrdquo Many organizational changes
happen in response to the symptoms o eventsmdashwhat is easily observable
or seen As previously stated these are quick fixes I an organization is
to flourish it has to go beyond quick fixes It has to see more deeply and
listen more intently
Stop and Think
Consider your organization or team Try to
identify some ldquoquick fixesrdquo and notice their re-
percussions their ripple effects
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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MADE TO
FLOURISHBEYOND QUICK FIXES TO A
THRIVING ORGANIZATION
S H E L L E Y G T R E B E S C H
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InterVarsity Press
PO Box 983089983092983088983088 Downers Grove IL 983094983088983093983089983093-983089983092983090983094
ivpresscom
emailivpresscom
copy983090983088983089983093 by Shelley G Trebesch
All rights reserved No part of this book may be reproduced in any form without written permission from
InterVarsity Press
InterVarsity Pressreg is the book-publishing division of InterVarsity Christian FellowshipUSAreg a movement of
students and faculty active on campus at hundreds of universities colleges and schools of nursing in the United
States of America and a member movement of the International Fellowship of Evangelical Students For
information about local and regional activities visit intervarsityorg
Scripture quotations unless otherwise noted are from the New Revised Standard Version of the Bible copyright
983089983097983096983097 by the Division of Christian Education of the National Council of the Churches of Christ in the USA Used by permission All rights reserved
While many stories in this book are true some names and identifying information may have been changed to
protect the privacy of individuals
Cover design Cindy Kiple
Interior design Beth McGill
Images copy AlexRathsiStockphoto
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (print)
ISBN 983097983095983096-983088-983096983091983088983096-983097983096983097983093-983092 (digital)
Printed in the United States of America As a member of the Green Press Initiative InterVarsity Press is committed to protectingthe environment and to the responsible use of natural resources To learn more visit
greenpressinitiativeorg
Library of Congress Cataloging-in-Publication Data
Trebesch Shelley G 983089983097983094983091-
Made to flourish beyond quick fixes to a thriving organization Shelley G Trebesch
pages cm
Includes bibliographical references and index
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (pbk alk paper)
983089 Church management 983090 Organizational effectiveness I Title
BV983094983093983090T983094983096983095 983090983088983089983093
983090983093983092--dc983090983091
983090983088983089983093983088983091983091983094983096983089
P 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093 983089983092 983089983091 983089983090 983089983089 983089983088 983097 983096 983095 983094 983093 983092 983091 983090 983089
Y 983091983092 983091983091 983091983090 983091983089 983091983088 983090983097 983090983096 983090983095 983090983094 983090983093 983090983092 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093
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CONTENTS
983089 A Vision to Flourish 983097
983090 Languishing or Flourishing Predicting the
Ripple Eects o Change 983089983093
983091 he ECO Model at Work 983090983095
983092 Flourishing People 983091983091983093 DNA he Lie Force o Flourishing Organizations 983092983097
983094 Putting Your DNA to Work 983094983091
983095 he Discipline o FlourishingmdashOrganization
and Capacity Development 983095983095
983096 Making Organization Development Work or You 983096983097
983097 he Ecosystem o FlourishingmdashCulture 983097983095
983089983088 Making Culture Work or You 983089983088983097
983089983089 he Ecosystem o FlourishingmdashStructure 983089983089983093
983089983090 he Nuts and Bolts o Structure 983089983090983095
983089983091 he Future o FlourishingmdashInnovation and Entrepreneurs 983089983091983095
983089983092 Flourishing A Daily Reality 983089983093983089
983089983093 One Organizationrsquos Story 983089983094983091
983089983094 Flourishing Organizations 983089983094983097
Acknowledgments 983089983095983095
Appendix 983089 echnical Aspects o Flourishing 983089983095983097
Appendix 983090 Flourishing Developmental Assessment ool 983089983096983091
Notes 983089983097983091
Index 983090983088983089
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- 1 -
A VISION TO FLOURISH
Focus on Unreached Peoples (FUP) began when eight university grad-
uates sensed Godrsquos call to pray or research and plant churches among
unreached peoples Te organization grew steadily eventually num-
bering our hundred people (along with support staff) serving in fifeen
creative-access nations
Tirty years into the work FUP experienced a 10486261048629 percent decrease inall areas o the organization (personnel finances new rontiers etc)
Te decline began when orty missionaries living in two neighboring
Arican countries were orced to evacuate due to civil war wo mission-
aries were killed in the conflict beore they were able to leave the country
Te thirty-eight missionaries were immediately redeployed although
some chose to leave the mission due to the trauma Other missionaries
were given assignments within the organizationmdashmostly in leadershipand administrationmdashand some were reassigned to saer countries with
strong Christian presences (mostly to offer support to already-existing
churches) Te civil war was rarely spoken o again everyone seemed to
orget and move on As the personnel and resources in the organization
continued to decline the leadership made decisions to consolidate and
assigned the ew new workers to contexts where there were already per-
sonnel Tey didnrsquot start work in any new countriesContributions continued to decrease along with the operating budget
Support staff were laid off Missionary budgets had not been increased
or ten years Te atmosphere in the organization was tense Most sensed
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10486251048624 MADE TO FLOURISH
and promoted attitudes o scarcity comparison and begrudged sharing
noticing ldquowho got whatrdquo O course everyone elt they did not have
enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective
support development Five years into the decline the board hired a new
CEO who had a track record or generating income He did but by this
point morale was so low money could not resolve the situation
Here was a classic leadership challenge the law o unintended un-
expected consequences Obviously the well-intentioned organizational
leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were
employing a quick fix Tat their redeployment interventions would
have the overall long-term impact o a 10486261048629 percent decrease in all areas
o mission and potentially jeopardize the vision or which FUP exists
Tat the impact o the redeployment o the trusted partners o the A-
rican nationals would be betrayal and distrust Tat their financial
partners would become skeptical and invest elsewhere
Ofen leaders initiate change in their organizations or teams as a re-
action to an event a response to crisis New policies are written or new
structures implemented with minimal projection toward consequences
or uture outcomes Another common approach is or leaders to search
or breakthroughs and pursue the latest ads the strategies that seem to
work in the ldquochurch down the streetrdquo Many organizational changes
happen in response to the symptoms o eventsmdashwhat is easily observable
or seen As previously stated these are quick fixes I an organization is
to flourish it has to go beyond quick fixes It has to see more deeply and
listen more intently
Stop and Think
Consider your organization or team Try to
identify some ldquoquick fixesrdquo and notice their re-
percussions their ripple effects
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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InterVarsity Press
PO Box 983089983092983088983088 Downers Grove IL 983094983088983093983089983093-983089983092983090983094
ivpresscom
emailivpresscom
copy983090983088983089983093 by Shelley G Trebesch
All rights reserved No part of this book may be reproduced in any form without written permission from
InterVarsity Press
InterVarsity Pressreg is the book-publishing division of InterVarsity Christian FellowshipUSAreg a movement of
students and faculty active on campus at hundreds of universities colleges and schools of nursing in the United
States of America and a member movement of the International Fellowship of Evangelical Students For
information about local and regional activities visit intervarsityorg
Scripture quotations unless otherwise noted are from the New Revised Standard Version of the Bible copyright
983089983097983096983097 by the Division of Christian Education of the National Council of the Churches of Christ in the USA Used by permission All rights reserved
While many stories in this book are true some names and identifying information may have been changed to
protect the privacy of individuals
Cover design Cindy Kiple
Interior design Beth McGill
Images copy AlexRathsiStockphoto
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (print)
ISBN 983097983095983096-983088-983096983091983088983096-983097983096983097983093-983092 (digital)
Printed in the United States of America As a member of the Green Press Initiative InterVarsity Press is committed to protectingthe environment and to the responsible use of natural resources To learn more visit
greenpressinitiativeorg
Library of Congress Cataloging-in-Publication Data
Trebesch Shelley G 983089983097983094983091-
Made to flourish beyond quick fixes to a thriving organization Shelley G Trebesch
pages cm
Includes bibliographical references and index
ISBN 983097983095983096-983088-983096983091983088983096-983092983092983092983088-983089 (pbk alk paper)
983089 Church management 983090 Organizational effectiveness I Title
BV983094983093983090T983094983096983095 983090983088983089983093
983090983093983092--dc983090983091
983090983088983089983093983088983091983091983094983096983089
P 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093 983089983092 983089983091 983089983090 983089983089 983089983088 983097 983096 983095 983094 983093 983092 983091 983090 983089
Y 983091983092 983091983091 983091983090 983091983089 983091983088 983090983097 983090983096 983090983095 983090983094 983090983093 983090983092 983090983091 983090983090 983090983089 983090983088 983089983097 983089983096 983089983095 983089983094 983089983093
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CONTENTS
983089 A Vision to Flourish 983097
983090 Languishing or Flourishing Predicting the
Ripple Eects o Change 983089983093
983091 he ECO Model at Work 983090983095
983092 Flourishing People 983091983091983093 DNA he Lie Force o Flourishing Organizations 983092983097
983094 Putting Your DNA to Work 983094983091
983095 he Discipline o FlourishingmdashOrganization
and Capacity Development 983095983095
983096 Making Organization Development Work or You 983096983097
983097 he Ecosystem o FlourishingmdashCulture 983097983095
983089983088 Making Culture Work or You 983089983088983097
983089983089 he Ecosystem o FlourishingmdashStructure 983089983089983093
983089983090 he Nuts and Bolts o Structure 983089983090983095
983089983091 he Future o FlourishingmdashInnovation and Entrepreneurs 983089983091983095
983089983092 Flourishing A Daily Reality 983089983093983089
983089983093 One Organizationrsquos Story 983089983094983091
983089983094 Flourishing Organizations 983089983094983097
Acknowledgments 983089983095983095
Appendix 983089 echnical Aspects o Flourishing 983089983095983097
Appendix 983090 Flourishing Developmental Assessment ool 983089983096983091
Notes 983089983097983091
Index 983090983088983089
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- 1 -
A VISION TO FLOURISH
Focus on Unreached Peoples (FUP) began when eight university grad-
uates sensed Godrsquos call to pray or research and plant churches among
unreached peoples Te organization grew steadily eventually num-
bering our hundred people (along with support staff) serving in fifeen
creative-access nations
Tirty years into the work FUP experienced a 10486261048629 percent decrease inall areas o the organization (personnel finances new rontiers etc)
Te decline began when orty missionaries living in two neighboring
Arican countries were orced to evacuate due to civil war wo mission-
aries were killed in the conflict beore they were able to leave the country
Te thirty-eight missionaries were immediately redeployed although
some chose to leave the mission due to the trauma Other missionaries
were given assignments within the organizationmdashmostly in leadershipand administrationmdashand some were reassigned to saer countries with
strong Christian presences (mostly to offer support to already-existing
churches) Te civil war was rarely spoken o again everyone seemed to
orget and move on As the personnel and resources in the organization
continued to decline the leadership made decisions to consolidate and
assigned the ew new workers to contexts where there were already per-
sonnel Tey didnrsquot start work in any new countriesContributions continued to decrease along with the operating budget
Support staff were laid off Missionary budgets had not been increased
or ten years Te atmosphere in the organization was tense Most sensed
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10486251048624 MADE TO FLOURISH
and promoted attitudes o scarcity comparison and begrudged sharing
noticing ldquowho got whatrdquo O course everyone elt they did not have
enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective
support development Five years into the decline the board hired a new
CEO who had a track record or generating income He did but by this
point morale was so low money could not resolve the situation
Here was a classic leadership challenge the law o unintended un-
expected consequences Obviously the well-intentioned organizational
leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were
employing a quick fix Tat their redeployment interventions would
have the overall long-term impact o a 10486261048629 percent decrease in all areas
o mission and potentially jeopardize the vision or which FUP exists
Tat the impact o the redeployment o the trusted partners o the A-
rican nationals would be betrayal and distrust Tat their financial
partners would become skeptical and invest elsewhere
Ofen leaders initiate change in their organizations or teams as a re-
action to an event a response to crisis New policies are written or new
structures implemented with minimal projection toward consequences
or uture outcomes Another common approach is or leaders to search
or breakthroughs and pursue the latest ads the strategies that seem to
work in the ldquochurch down the streetrdquo Many organizational changes
happen in response to the symptoms o eventsmdashwhat is easily observable
or seen As previously stated these are quick fixes I an organization is
to flourish it has to go beyond quick fixes It has to see more deeply and
listen more intently
Stop and Think
Consider your organization or team Try to
identify some ldquoquick fixesrdquo and notice their re-
percussions their ripple effects
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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CONTENTS
983089 A Vision to Flourish 983097
983090 Languishing or Flourishing Predicting the
Ripple Eects o Change 983089983093
983091 he ECO Model at Work 983090983095
983092 Flourishing People 983091983091983093 DNA he Lie Force o Flourishing Organizations 983092983097
983094 Putting Your DNA to Work 983094983091
983095 he Discipline o FlourishingmdashOrganization
and Capacity Development 983095983095
983096 Making Organization Development Work or You 983096983097
983097 he Ecosystem o FlourishingmdashCulture 983097983095
983089983088 Making Culture Work or You 983089983088983097
983089983089 he Ecosystem o FlourishingmdashStructure 983089983089983093
983089983090 he Nuts and Bolts o Structure 983089983090983095
983089983091 he Future o FlourishingmdashInnovation and Entrepreneurs 983089983091983095
983089983092 Flourishing A Daily Reality 983089983093983089
983089983093 One Organizationrsquos Story 983089983094983091
983089983094 Flourishing Organizations 983089983094983097
Acknowledgments 983089983095983095
Appendix 983089 echnical Aspects o Flourishing 983089983095983097
Appendix 983090 Flourishing Developmental Assessment ool 983089983096983091
Notes 983089983097983091
Index 983090983088983089
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- 1 -
A VISION TO FLOURISH
Focus on Unreached Peoples (FUP) began when eight university grad-
uates sensed Godrsquos call to pray or research and plant churches among
unreached peoples Te organization grew steadily eventually num-
bering our hundred people (along with support staff) serving in fifeen
creative-access nations
Tirty years into the work FUP experienced a 10486261048629 percent decrease inall areas o the organization (personnel finances new rontiers etc)
Te decline began when orty missionaries living in two neighboring
Arican countries were orced to evacuate due to civil war wo mission-
aries were killed in the conflict beore they were able to leave the country
Te thirty-eight missionaries were immediately redeployed although
some chose to leave the mission due to the trauma Other missionaries
were given assignments within the organizationmdashmostly in leadershipand administrationmdashand some were reassigned to saer countries with
strong Christian presences (mostly to offer support to already-existing
churches) Te civil war was rarely spoken o again everyone seemed to
orget and move on As the personnel and resources in the organization
continued to decline the leadership made decisions to consolidate and
assigned the ew new workers to contexts where there were already per-
sonnel Tey didnrsquot start work in any new countriesContributions continued to decrease along with the operating budget
Support staff were laid off Missionary budgets had not been increased
or ten years Te atmosphere in the organization was tense Most sensed
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10486251048624 MADE TO FLOURISH
and promoted attitudes o scarcity comparison and begrudged sharing
noticing ldquowho got whatrdquo O course everyone elt they did not have
enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective
support development Five years into the decline the board hired a new
CEO who had a track record or generating income He did but by this
point morale was so low money could not resolve the situation
Here was a classic leadership challenge the law o unintended un-
expected consequences Obviously the well-intentioned organizational
leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were
employing a quick fix Tat their redeployment interventions would
have the overall long-term impact o a 10486261048629 percent decrease in all areas
o mission and potentially jeopardize the vision or which FUP exists
Tat the impact o the redeployment o the trusted partners o the A-
rican nationals would be betrayal and distrust Tat their financial
partners would become skeptical and invest elsewhere
Ofen leaders initiate change in their organizations or teams as a re-
action to an event a response to crisis New policies are written or new
structures implemented with minimal projection toward consequences
or uture outcomes Another common approach is or leaders to search
or breakthroughs and pursue the latest ads the strategies that seem to
work in the ldquochurch down the streetrdquo Many organizational changes
happen in response to the symptoms o eventsmdashwhat is easily observable
or seen As previously stated these are quick fixes I an organization is
to flourish it has to go beyond quick fixes It has to see more deeply and
listen more intently
Stop and Think
Consider your organization or team Try to
identify some ldquoquick fixesrdquo and notice their re-
percussions their ripple effects
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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- 1 -
A VISION TO FLOURISH
Focus on Unreached Peoples (FUP) began when eight university grad-
uates sensed Godrsquos call to pray or research and plant churches among
unreached peoples Te organization grew steadily eventually num-
bering our hundred people (along with support staff) serving in fifeen
creative-access nations
Tirty years into the work FUP experienced a 10486261048629 percent decrease inall areas o the organization (personnel finances new rontiers etc)
Te decline began when orty missionaries living in two neighboring
Arican countries were orced to evacuate due to civil war wo mission-
aries were killed in the conflict beore they were able to leave the country
Te thirty-eight missionaries were immediately redeployed although
some chose to leave the mission due to the trauma Other missionaries
were given assignments within the organizationmdashmostly in leadershipand administrationmdashand some were reassigned to saer countries with
strong Christian presences (mostly to offer support to already-existing
churches) Te civil war was rarely spoken o again everyone seemed to
orget and move on As the personnel and resources in the organization
continued to decline the leadership made decisions to consolidate and
assigned the ew new workers to contexts where there were already per-
sonnel Tey didnrsquot start work in any new countriesContributions continued to decrease along with the operating budget
Support staff were laid off Missionary budgets had not been increased
or ten years Te atmosphere in the organization was tense Most sensed
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10486251048624 MADE TO FLOURISH
and promoted attitudes o scarcity comparison and begrudged sharing
noticing ldquowho got whatrdquo O course everyone elt they did not have
enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective
support development Five years into the decline the board hired a new
CEO who had a track record or generating income He did but by this
point morale was so low money could not resolve the situation
Here was a classic leadership challenge the law o unintended un-
expected consequences Obviously the well-intentioned organizational
leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were
employing a quick fix Tat their redeployment interventions would
have the overall long-term impact o a 10486261048629 percent decrease in all areas
o mission and potentially jeopardize the vision or which FUP exists
Tat the impact o the redeployment o the trusted partners o the A-
rican nationals would be betrayal and distrust Tat their financial
partners would become skeptical and invest elsewhere
Ofen leaders initiate change in their organizations or teams as a re-
action to an event a response to crisis New policies are written or new
structures implemented with minimal projection toward consequences
or uture outcomes Another common approach is or leaders to search
or breakthroughs and pursue the latest ads the strategies that seem to
work in the ldquochurch down the streetrdquo Many organizational changes
happen in response to the symptoms o eventsmdashwhat is easily observable
or seen As previously stated these are quick fixes I an organization is
to flourish it has to go beyond quick fixes It has to see more deeply and
listen more intently
Stop and Think
Consider your organization or team Try to
identify some ldquoquick fixesrdquo and notice their re-
percussions their ripple effects
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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10486251048624 MADE TO FLOURISH
and promoted attitudes o scarcity comparison and begrudged sharing
noticing ldquowho got whatrdquo O course everyone elt they did not have
enoughmdashand they probably didnrsquotNew initiatives ocused on undraising and training staff or effective
support development Five years into the decline the board hired a new
CEO who had a track record or generating income He did but by this
point morale was so low money could not resolve the situation
Here was a classic leadership challenge the law o unintended un-
expected consequences Obviously the well-intentioned organizational
leaders o FUP needed to act quickly or the saety o the missionariescaught in the midst o civil war Did they realize however that they were
employing a quick fix Tat their redeployment interventions would
have the overall long-term impact o a 10486261048629 percent decrease in all areas
o mission and potentially jeopardize the vision or which FUP exists
Tat the impact o the redeployment o the trusted partners o the A-
rican nationals would be betrayal and distrust Tat their financial
partners would become skeptical and invest elsewhere
Ofen leaders initiate change in their organizations or teams as a re-
action to an event a response to crisis New policies are written or new
structures implemented with minimal projection toward consequences
or uture outcomes Another common approach is or leaders to search
or breakthroughs and pursue the latest ads the strategies that seem to
work in the ldquochurch down the streetrdquo Many organizational changes
happen in response to the symptoms o eventsmdashwhat is easily observable
or seen As previously stated these are quick fixes I an organization is
to flourish it has to go beyond quick fixes It has to see more deeply and
listen more intently
Stop and Think
Consider your organization or team Try to
identify some ldquoquick fixesrdquo and notice their re-
percussions their ripple effects
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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A Vision to Flourish 10486251048625
MADE TO FLOURISH
What does it mean to flourish1 One definition is ldquoto live within an op-
timal range o human unctioning one that connotes goodness genera-
tivity growth and resiliencerdquo2 Not surprisingly the opening chapters o
Genesis also offer a sense o what flourishing means
Ten God said ldquoLet the earth put orth vegetation plants yielding
seed and ruit trees o every kind on earth that bear ruit with the
seed in itrdquo And it was so And God said ldquoLet the waters bring
orth swarms o living creatures and let birds fly above the earthacross the dome o the skyrdquo Ten God said ldquoLet us make hu-
mankind in our image according to our likeness and let them have
dominion over the fish o the sea and over the birds o the air and
over the cattle and over all the wild animals o the earth and over
every creeping thing that creeps upon the earthrdquo God blessed
them and God said to them ldquoBe ruitul and multiply and fill the
earth and subdue it and have dominion over the fish o the sea andover the birds o the air and over every living thing that moves
upon the earthrdquo (Gen 104862510486251048625 10486261048624 10486261048630 10486261048632)
Jesus also envisions flourishing in Lukersquos Gospel when he reerences
Isaiah 104863010486251048625-1048626
Te Spirit o the Lord is upon me
because he has anointed me
to bring good news to the poor
He has sent me to proclaim release to the captives
and recovery o sight to the blind
to let the oppressed go ree
to proclaim the year o the Lordrsquos avor (Lk 104862810486251048632-10486251048633)
Flourishing is also our ultimate hope as pictured in the book o Revelation
Ten I saw a new heaven and a new earth or the first heaven and
the first earth had passed away and the sea was no more
ldquoSee the home o God is among mortals
He will dwell with them
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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10486251048626 MADE TO FLOURISH
they will be his peoples
and God himsel will be with them
he will wipe every tear rom their eyesDeath will be no more
mourning and crying and pain will be no more
or the first things have passed awayrdquo (Rev 104862610486251048625 1048627-1048628)
God created the world and all o us in it to flourish Jesus came to restore
flourishing to a broken world and to point us in that direction beore
God finally rights all wrongs and accomplishes ully what he initially set
out to do at creation
When we flourish we experience emotional psychological and social
well-being We are ull o liemdashpeaceul cheerul satisfied and pro-
ductive3 We accept ourselves as we are knowing our strengths and
weaknesses We engage challenges enjoy learning and embrace an
overall sense o purpose We expect our days to be useul and hopeul
Flourishing people have strong relationships and connectedness to com-
munity contributing as well as receiving Tey are curious about differ-
ences and suspend judgment or optimized learning Sound appealing
Sound like what God might intend lie to be
Humansmdashcreated in Godrsquos imagemdashare meant to flourish and in that
flourishing they learn and become cocreators with God4 In flourishing
environments we pursue meaning and purpose We innovate and adapt
to adjust in new situations or when aced with challenges Organizationsoriented toward the kingdom o God whether churches NGOs mission
agencies other nonprofits or businesses ultimately should flourish
In other words in a flourishing organization or team everything and
everyone is thriving5
What does that look like Organizations are communities o people
called together or a purpose Christian organizationsmdashchurches and
companiesmdashexist or the greater purposes o Godrsquos kingdom Tey liveand work in Godrsquos reedom-producing lie-giving holistic reign expe-
riencing the wildness adventure ruitulness and abundant lie o Godrsquos
kingdom while inviting others to do so as well
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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A Vision to Flourish 10486251048627
Flourishing organizations are thrilling in that they pursue meaningul
kingdom-o-God-oriented purposes Tey make a difference in society
and individual lives A called community that participates in Godrsquosmission is unique Te way it participates in the kingdom and partners
with God or kingdom purposes is as individual as human beings them-
selves and it must live this uniqueness to demonstrate the ull breadth
o Godrsquos image Ultimately Christian organizations should be flourishing
and thriving because that reflects their Creatorrsquos image
Flourishing organizations are
bull vibrant reproducing kingdom-o-God communities
bull called together to live in Godrsquos reign and join Godrsquos mission to pro-
claim and live in his kingdom and to by Godrsquos enabling grace
bull pursue their unique God-given purpose and
bull produce Godrsquos vision o the uture
bull while creating an environment where individuals thrive
Flourishing organizations are un satisying sae environments in which
individuals are restored and embrace transormation into the image o
Christ Tey live the authentic Jesus liemdashattractive joyul contagious
QUICK FIXES
All too ofen however thatrsquos not how leaders think about organizations
especially when problems or crises arise Tatrsquos what happened to theleaders o FUP Teir approach o using quick fixes is all too common
Tey rapidly employed reactionary solutions to correct a situation Quick
fixes by definition lack research and analysis and thereore a deep
awareness o the complexity inherent in every organization department
or team Ronald Heifitz and Marty Linsky call these technical changes or
solutions because they are based on know-how that already exists6
Quick fixes may give the initial appearance o relieving the problem inthe context o crisis but in a matter o time the same (or new) problems
surace again
Quick fixes are ofen addish We see a strategy working in another
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1324
10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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10486251048628 MADE TO FLOURISH
organization so we are tempted to try it out in our own contextmdasheven
though our situation may be very different As a result the outcome is
ofen disappointing Researchers working with Jim Collins ound thatldquono single defining action no grand program no one killer innovation
no solitary lucky break no miracle momentrdquo would lead an organi-
zation to greatness7 Tereore the hard work o comprehensive re-
search and discernment is necessary beore leaders intervene with or-
ganizational change
Another issue can make it difficult or organizations to flourish Afer
over twenty-five years o starting leading growing and consulting innumerous organizations ofen internationally I continually see leaders
with little i any leadership training Rather they are called to captain
their organizations or teams because o their character and rontline ex-
perience in other contexts Full o good intentions and a lot o energy
such leaders still find their troubles outweighing their successes Te
complexities o the venture can be overwhelming
Made to Flourish brings to light the mysteries and complexities oorganizational leadership and offers overall perspective or those who
lead organizations who want to accomplish kingdom-o-God purposes
Made to Flourish encourages ldquoadaptive leadership the practice o
mobilizing people to tackle tough challenges and thriverdquo8
Te structure o Made to Flourish is straightorward and can be read
as a whole or in parts based on the challenges you ace Chapter two
introduces a model (the Ecology o Organizations ECO) or flourishing
organizations while subsequent chapters explore the components o
this model in-depth Beyond chapter two each chapter includes three
elements (1048625) live case studies that illustrate common quick fixes
(1048626) presentations o an aspect o organizational dynamics that promotes
flourishing and (1048627) effective best practices and exercises related to the
dynamic being explored
It is my prayer that Made to Flourish will help you and your teams
listen and think deeply about your organization beyond the quick fixes
and thus call orth lie It is my hope that as a result your organization
will flourish
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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- 2 -
LANGUISHING ORFLOURISHING
Predicting the Ripple Effects of Change
Campus by the Sea a camping acility run by InterVarsity Christian
Fellowship on Catalina Island off the coast o Southern Caliornia had a
problem1 Rattlesnakes had been on the island or time out o mind In
the mid-1048625104863310486271048624s some enterprising olk brought in wild pigs to keep the
snake population under control Te plan worked great Fewer snakes
But then the wild pigs started to roam all over invading campgrounds
and other areas So some enterprising olk used a dog Cinder to keep
the pigs at bay Te plan worked great Fewer pigs
But Cinder lef lots o little presents lying around making things very
unpleasant or guests at the campground So some workers were given
the task o cleaning up afer the dog Te plan worked great Fewer little
presents rom Cinder or people to step in
But then the pigs got the better o Cinder Within weeks o Cinderrsquos
retirement the pigs were back
All o this took place over the course o decades with each group o
leaders not ully aware o what previous groups had done beore to solve
the problems Many lessons could be learned rom this tale Irsquom sure not
the least o which is that a judicious knowledge o the history o your
enterprise can come in handy It also illustrates the law o unintended
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
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10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486251048630 MADE TO FLOURISH
consequences We ail to oresee what might result rom certain deci-
sions we make
Organizational leaders especially rom the West tend to view events
as linear cause and effect (see figure 10486261048625)2 Educational systems have
taught them that a cause produces an effect In reality however the effectbecomes another cause which produces another effect Tis produces
another cause which produces another effect and so on Like the problem
at Campus by the Sea with the snakes that produced a problem with pigs
that produced a problem with a dog events are never purely linearmdashan
effect becomes a cause and then an effect in more o a circular ashion
In systems thinking this is called a cause-effect loop (see figure 10486261048626)
When we receive inormation about an experience that indicates a
need or change we take actions which produce particular results But
reality is not linear as figure 10486261048627 portrays New inormation based on the
results leads to actions which lead to urther results Itrsquos more like a circle
than a straight line more like a never-ending spiral More like figure 10486261048628
When we analyze in a systems mindset reality encompasses the past
present and uture
As we know only 10486251048624 percent o an iceberg is above water 10486331048624 percent
Figure 983090983089 Direct cause and effect
Cause Effect
Figure 983090983090 A cause-effect loop
Cause Effect Cause Effect
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1824
Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2024
Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486251048631
is below Likewise when we analyze an event we must discern the unseen
interrelationships and connections keeping in mind the past and present
and projecting toward the uture o move beyond quick fixes towardflourishing (that is effective growth change and development) organi-
zational leaders must seek to reveal and understand the 10486331048624 percent o theorganization that is below the surace beyond the obvious events o
prevent quick fixes they must understand the inner connections and
inner relationships present in the organizationmdashthe cause-effect loops
Te model I present in this book or understanding these loops and
the 10486331048624 percent below the surace is called the Ecology o Organizations
(ECO) It shows inner relationships and connectedness so that leaders
can trace influence and predict repercussions Tatrsquos how we move away
rom quick fixes I use the word ecology to convey that the cause-effect
nature o organizations is by definition organic and not mechanical
Organizations are not machines You donrsquot pull a lever at one end and
get a gizmo at the other Organizations are active dynamic organisms
that need nurture and care that are affected by both their DNA and by
their environment Organizations entail many complex interactive
Figure 983090983091 A straight-line model
Information Actions Results
Figure 983090983092 A circular model
InformationAction
Result
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
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Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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10486251048632 MADE TO FLOURISH
processes that are ofen not easily quantifiable
Yet even in growing and changing organisms like plants and animals
there are repeated cycles o growth producing ruit and dormancymdashoro birth growth and death Likewise ollowing the connections in cause-
effect loops is a process we can repeat enabling us to observe interpret
and intervene which is the essential process o adaptive leadership3
Regarding FUP (Focus on Unreached Peoples) that we met in chapter
one or example what impact did the change in organizational structure
(redeployment) have on its vision and mission Did the structural change
promote or hinder the vision Did the change align with FUPrsquos valuesHow did the change in policy (redeployment to saer countries) affect
the morale or experience o members in the organization Or o the
Aricans who remained in their home countries during the turmoil Did
it enable them to flourish and participate meaningully in the mission
As a good garden needs the right balance o ingredients (water soil sun-
light ertilizer weed control and more) so a flourishing organization
requires the right balance o ingredients each o which is a cause-effectloop o constant movement and eedback
VISION AND MISSION
In the rest o this chapter I will build the ECO model piece by piece until
we have the whole We will then look at each o the pieces in more detail
in subsequent chapters
Letrsquos start then with the first piece the vision and mission loop (figure
10486261048629) Tis lies in the center at the heart o the organization Mission and
vision impact everything that happens in the organization At the same
time what happens in the organization also impacts the mission and
vision It is not just one way For example structural changes without
reerence to the mission and vision o an organization may impact them
negatively and over time cause the mission andor vision to drif Te
organization may not accomplish the outcomes or which it exists In
chapter five I will say much more about vision and mission helping dis-
tinguish these two terms that are sometimes equated with one another
But I donrsquot want to slow us down with that at the moment Letrsquos move on
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1624
Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1724
10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1824
Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2024
Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1624
Languishing or Flourishing 10486251048633
to the next piece o the ECO model
INTERNAL PARADIGMSTe next cause-effect loop consists o aith assumptions and values what
I call the internal paradigms loop because it represents controlling
mindsets that inevitably influence decision making and actions (see
figure 10486261048630) Tese are the unseen (internal) actors that influence external
actions Faith assumptions are biblical and theological truths that provide
oundation or the organization and influence organizational decision
making and actions Examples might include the ollowing
middot God transorms lives
middot Individuals contribute to the whole by using their gifs
middot All peoplenations must have the opportunity to hear the gospel
Figure 983090983093 The vision and mission loop
Vision amp
Mission
Figure 983090983094 The internal paradigms loop
Vision amp
Mission
FaithAssumptions
Values
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8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1724
10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1824
Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2024
Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1724
10486261048624 MADE TO FLOURISH
Values are standards or principles that cause us to make decisions or
act the way we do Tey describe what matters most the kind o people
we are the type o work we do and how we behave as we do the workTey determine our behaviormdashand as wersquoll see in the coming sections
our behaviors influence our values
In terms o the movement in the cause-effect loop aith assumptions
tend to create produce strengthen and influence values Likewise values
have similar effects on aith assumptions Tis sometimes hidden cause-
effect loop affects people or example more visibly through policies and
procedures Chapter five will discuss in more detail how this loop in-teracts with the vision and mission loop
THE ORGANIZATION ACTION LOOP
While vision and mission as well as aith assumptions and values can
sometimes be hard to detect members o an organization are ofen very
aware o what goes on in the organization action loop (figure 10486261048631) Organ-
izational dynamics and experiences make up this loop and include pol-icies procedures governance structure and the like Tese enable an
organization to unction efficiently and accomplish its purpose Policies
and procedures might include the ollowing
Figure 983090983095 The organization action loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
ExperiencesValues
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1824
Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2024
Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1824
Languishing or Flourishing 10486261048625
middot Assessmentsmdashevaluation eedback and plans or development re-
garding peoplersquos work
middot Human resources policies
middot Budget and planning processes
middot Delivery o ministry or services
Tese dynamics then influence the other part o the loop the experi-
ences o people Tese are the events and practices that influence and
shape people within organizations For example suppose an organi-
zation has an effective overall development and training process thatincludes thorough orientation initial training that equips members to
do the mission and accomplish the vision yearly developmental re-
views and planning and ongoing training that urther develops and
refines members in their selected career paths Presumably then
members experience growth and development which urther
strengthens the organizational dynamics related to people devel-
opment In chapter seven we will consider the organization actionloop in more detail
Ultimately internal paradigms and organizational actions are not in-
animate objects and neither is an organization It is a living system In-
ternal paradigms are embedded in people Organizational actions are
designed and carried out by peoplemdashindividuals and leaders Tereore
the Ecology o Organizations ully connects around peoplemdashwhich is
the cause-effect loop highlighted next
THE PEOPLE LOOP
We began by saying that vision and mission are at the center o the organ-
ization In purposeul flourishing organizations leaders and individuals
connect with and live the vision and mission (see figure 10486261048632) Vision and
mission are not just nice statements printed on posters Tey are the
reasons or which God called the organization into existence Tereore vision and mission should be innate aspects o every member o an or-
ganization However consider the cause-effect aspect o the loop I
leaders and individuals do not live the vision and mission i they do not
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2024
Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 1924
10486261048626 MADE TO FLOURISH
replicate the vision and mission in new generations over time the vision
and mission will change and so will inevitably the organization Tis
ldquodrifrdquo may propel the organization into a state where it exists or itselbut not its God-given purpose
J Robert ldquoBobbyrdquo Clinton defines leadership as ldquoa dynamic process in
which a man or woman with God-given capacity influences a specific
group o Godrsquos people toward His purposes or the grouprdquo4 Leaders are
influenced by the organizationrsquos vision mission aith assumptions and
values As a result they create experiences and organizational dynamics
Tese in turn influence individuals and strengthen or establish aith as-
sumptions values vision and mission Leaders are key in organizations
since their actions (flowing rom aith assumptions and values) create
organizational culture structures procedures policies and so orth
Tey are ofen the initiators o experiences that cause individuals in the
organization to grow and develop
Individuals have an effect on the loop too In healthy organizations
change is initiated by the grassroots as well as by the leaders When
people are influenced by the organizationrsquos vision mission aith as-
Figure 983090983096 The people loop
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2024
Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2024
Languishing or Flourishing 10486261048627
sumptions and values they then create organizational dynamics and
experiences that influence leaders Tat in turn strengthens or estab-
lishes their vision mission values and aith assumptions Te cause-effect loop flows in both directions and individuals and leaders both
influence the whole organization
Ofen those in difficult situations who are not in leadership eel
powerless to affect their situation or bring change to the whole
However in a living organism every part influences the whole As
Paul said in 1048625 Corinthians 10486251048626
he body does not consist o one member but o many I the
oot would say ldquoBecause I am not a hand I do not belong to the
bodyrdquo that would not make it any less a part o the body And i
the ear would say ldquoBecause I am not an eye I do not belong to
the bodyrdquo that would not make it any less a part o the body I
the whole body were an eye where would the hearing be I the
whole body were hearing where would the sense o smell be
But as it is God arranged the members in the body each one o
them as he chose I all were a single member where would the
body be As it is there are many members yet one body he
eye cannot say to the hand ldquoI have no need o yourdquo nor again
the head to the eet ldquoI have no need o yourdquo On the contrary
the members o the body that seem to be weaker are indis-
pensable and those members o the body that we think lesshonorable we clothe with greater honor and our less respectable
members are treated with greater respect whereas our more re-
spectable members do not need this But God has so arranged
the body giving the greater honor to the inerior member that
there may be no dissension within the body but the members
may have the same care or one another I one member suers
all suer together with it i one member is honored all rejoicetogether with it (1048625 Cor 1048625104862610486251048628-10486261048630)
Te ECO model (figure 10486261048633) reveals connections and demonstrates
that even a small change or lie-producing action inuses the whole or-
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2224
Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2124
10486261048628 MADE TO FLOURISH
ganizationmdasheven when people eel they have no power or cannot readily
observe their influence
CONTEXT
Admittedly introducing the ECO model in a book has two-dimensional
limitations But imagine the picture as three-dimensional interlocking
interinfluencing loops much like a gyroscope All the loops connect to
and influence the whole What happens in one loop impacts all the loopsthe whole like a childrsquos hanging mobile Tis ldquowholerdquo represents an or-
ganizationmdashwith its people (leaders and individuals) mission vision
aith assumptions values organizational dynamics (structure policies
and procedures) and the rest
O course the organization exists in a context thereore not only do the
parts (the inner cause-effect loops) influence the whole the context influ-
ences the organization and the organization influences the context (yes
another cause-effect loop) Influences o course can either be positive
negative or neutral Economic downturns natural disasters and gov-
ernment regulations all beyond an organizationrsquos control nonetheless
Figure 983090983097 The Ecology of Organizations (ECO) model
Vision amp
Mission
Vision amp
Mission
FaithAssumptions
OrganizationalDynamics
OrganizationalDynamics
Individuals
ExperiencesExperiences
Leaders
Values
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
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10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
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Languishing or Flourishing 10486261048629
impact the organization and require the organizationrsquos response As we saw
in chapter one a civil war in two neighboring Arican countries dramati-
cally influenced FUP Figure 104862610486251048624 shows the ECO model in its environment
Tat organizations exist in a particular context is a given a act Te
level o connection between the environment and the organization
however depends on the organization and particularly on its DNA
(mission vision aith assumptions and valuesmdashto be addressed in
chapter five) and thereore practices Growing reproducingmdashthat is
flourishingmdashorganizations deeply connect with their contexts so as to
bear witness to the kingdom o God in a way that matters Tey flex
innovate and adapt in order to remain responsive and influential in
Figure 983090983089983088 The influence of environment on an organization
Vision amp
Mission
FaithAssumptions OrganizationalDynamics
Individuals
ExperiencesLeaders
Values
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2324
10486261048630 MADE TO FLOURISH
their contexts even when there are changes in technology cultural
values and international politics In act flourishing organizations
thrive in the midst o difficult contextual realities because they remain vision centered and connect with the opportunities in crises
When leaders are aware o the total range o dynamics at work in an
organization they can get below the surace and deal with problems and
crises in a way that avoids the quick fixesmdashand all their unintended
consequences Perhaps you have a repeating dilemma in your organi-
zationmdasha problem that persists regardless o the interventions that have
been brought to bear on it Applying the ECO model to your organiza-tionrsquos history brings greater insight allowing you to understand the inner
dynamics which may suggest more ruitul interventions
Tis chapter has had a lot to absorb in a short span but I wanted to
give an overview o where we were going beore we looked in depth at
each o the parts Beore we do that however letrsquos take a look at how the
ECO model applies in the case study wersquove been consideringmdashFocus on
Unreached Peoples Tatrsquos whatrsquos ahead in the next chapter
Stop and Think
Take a minute to note down problems in your
organization that persist regardless of applied
interventions Regarding the problem which
cause-effect loop seems to be most in play
Notice this looprsquos connectedness to the other
loops in the ECO model How are they affected
Copyrighted Material wwwivpresscompermissions
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
8202019 Made to Flourish By Shelley G Trebesch - EXCERPT
httpslidepdfcomreaderfullmade-to-flourish-by-shelley-g-trebesch-excerpt 2424
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