ORGANIZATIONAL SPIRITUALITY

The clash of personal and organization spiritual values

Personal and Organization Assessment

A story

Spiritual Assessment Questions

• Identify your core personal value and mission. (your personal covenant)

• Identify the stated value and mission of the organization

• Identify the functional value and mission of the organization

Discussion

• Where are the connects and disconnects between the areas

• What is the impact on the organization, employee and patient experience

• Share in groups

Theory

• Organizations and individuals have spiritual values (or covenants) from which most decisions are made

• They are not often identified• They don’t always agree• They don’t always match the stated Mission and

Values of the organization• The organization is limited when the impact of

the clash is unidentified or underappreciated

Unattended Clash

• Leads to diminished trust in leaders

• Positioning and third partying grows

• Ideology and values are hardened and opportunities for creativity and collaboration are lost.

• Focus is on differences rather than bridge building

Survey

• Those who experience the clash 90% had looked for work in the last year.

• Gallup Survey Data– Disengaged employees cost

• 10%-12% employees on average are disengaged• In a 32,000 person work force that would cost over 200,000,000.

– When the disengaged become engaged• 37% drop in absenteeism• 49% drop in turnover• 48% in employee safety issues• 41% in Patient safety incidents• 60% in quality defects

BREAK

WHEN THE GOING GETS TOUGH

Centralize Power

&

Defer to the CFO

WHEN IT’S ABOUT MONEY

• IT’S NEVER JUST ABOUT MONEY

• IT’S ABOUT THE CLASH OF SPIRITUAL VALUES.

• UNATTENDED OR UNRECOGNIZED IT BECOMES

• THE ROOT OF ALL EVIL.

Case Studies• CPMC

– Shared Leadership CEO, Top down COO– Different covenants

• Cleveland Clinic– Inverted Pyramid– Centralizing of power and decision making

• ACPE, FCPE & Organization Change– Do Values match with the change– Have we identified and attended Sp Clash

DEMONS & DEMANDS OF

SPIRITUAL LEADERSHIP

SPIRITUAL LEADERSHIPo “A good Leader is intensely aware of the

interplay of inner shadow and light• Lest the act of leadership do more harm than good.

Parker Palmer

• Whenever a “family” is driven by anxiety, what will also always be present is a failure of nerve among its leaders.

» Edwin Friedman

• Ride the monsters down to the Unified field where our caring & life together resides

» Annie Dillard

The Demons

• Insecurity about identity and worth

• Belief that the universe is a battle ground hostile to human interests.

• Functional Atheism

• Fear of the natural chaos of life

• The denial of death

» Parker Palmer (Let Your Life Speak)

THE DEMANDS

• Invert the pyramid, share the power

• Commit to collaboration & trust

• Act like there is a greater power in control

• Trust the process

• Act like there is new life from the death of change

DEMONS DEMANDS• Insecurity about identity and

worth

• Belief that the universe is a battle ground hostile to human interests.

• Functional Atheism

• Fear of the natural chaos of life

• The denial of death

• Invert the pyramid, share the power

• Commit to collaboration & trust

• Act like there is a greater power in control

• Trust the process

• Act like there is new life from the death of change

• Understand this is a Spiritual Values clash• Identify the spiritual values that influence

decision making

• Evaluate and Broaden organizational spiritual values

• Evaluate and Broaden personal spiritual values

• Change organization and leader communication patterns to align with agreed upon values

• Make priorities for the organization more consistent with personal and organization values

The Process

Conclusion• The demons are what keeps organizations

from living into their missions.• It is our covenants that protect us from our

demons and paradoxically keep us from living into our missions.

• It is our unexamined covenants that create the Two Sins that lead to the failure of organizational change.

• Dealing with our demons and freeing our covenants can restore our trust, collaboration and creativity and thus renew us and our organizations

The Two Sins(That Create Organization Failure)

• Centralizing Power

• Giving responsibility for change to others

• IF I SEEK TO CHANGE THE WORLD

• I MUST FIRST SEEK TO CHANGE MY SOUL

The New Mission Statement

• 12 words, one sentence:

“To advance and advocate for experience-based, professional, theological and

spiritual care education.”

The New Vision Statement

• 21 words; 1 sentence

“To be the premier global provider of professional spiritual education by setting

standards, certifying educators, accrediting centers and providing

continuing education.”

ACPE Values

• Spirituality

• Transformative Processes

• Transparency

• Advocacy

• Diversity

What Do These Values Really Mean?

Spirituality

Maintaining clear identity as an organization with spiritual foundations

Including spiritual values in all philosophy and work

Transparency

Collaborating and cooperating at all levels

Clear accreditation and certification processes

Fostering mutual accountability in all matters

Members participating in decision-making

What Do These Values Really Mean?

Transformative ProcessesStriving for excellence in educationIntegrating personal and professional identityUpholding professional competenceMaintaining highest ethical accountabilityEngaging in creative and generative dialogueTruth-telling

Advocacy Strengthening professional collaboration

Advocating for quality spiritual careIntentionally mentoring members to become leaders

Diversity Commitment to social, religious and cultural inclusion

Valuing scholarship from a variety of perspectivesEmbracing power sharing