Practising Chaordic Leadership Towards Growth

Omar Djoeandy

Australia

Why are you here? What do you hope to gain from this workshop?

Leadership

is

Difficult!

To lead effectively and

grow our organisation

we need both order and

chaos

Also for personal, family,

ministry/organisation

PRAY

Definition Term coined by Dee Hock

(founder/former CEO VISA) refers to a system of organization that blends characteristics of chaos and order.

I don’t understand or agree with all that

Hock and others have said.

CHAORDIC (CHAOS AND ORDER)

Concept helpful towards maximising a healthy tension with neither chaotic or

ordered practice dominating our organisation.

Sustainable growth demands co-

existence of both chaos and order

CHAORDIC (CHAOS AND ORDER)

CORE Order

Maintenance

Procedure

Manual

MARGINS Messy Chaos

Chaordic Leadership - Chaos and Order

New Initiatives

Trial and Error

Research and

Development

Growth

CORE Order

Maintenance

Procedure

Manual

MARGINS Messy Chaos

Chaordic Leadership - Chaos and Order

New Initiatives

Trial and Error

Research and

Development

Growth

List where you are

feeling chaotic?

Identify where you are growing in

dependence on God?

Identify where you are

experiencing growth

We love order and crave to be in control.

However, God is continually doing new

things. Rapid change, global disturbances

and complexities challenge status quo.

To grow what God has entrusted to us,

personally and as an organization or church,

we need to:

• be adaptable

• facilitate an enabling environment for

creativity and growth

• experience the unpredictability of new

initiatives.

Chinese – Indonesian – Australian

Follower of Jesus since young

16 years – convinced Jesus only way, truth and life willing to be a missionary

Medicine at UNSW, in Sydney (79 to 84)

MDiv. at NEGST (Nairobi Evangelical Graduate School of Theology) ’86-90

Introduction

93-97 - Medical Doctor – General Practice

98-’03 - Associate Pastor at Nairobi Chapel in Kenya (church grew from 800 to over 2000 people)

March ’04 - National Director SIM (Serving in Mission) Australia

Introduction

Overview • Biblical Stewardship = growth. • True to foundational values, mission AND grow How do we: • practice chaordic leadership • maximise a healthy tension with neither chaotic or ordered practice dominating. • Identify our bias or organisational culture • Facilitate an enabling environment for creativity and new initiatives for growth

Reflection/Theory - Action Upward Spiral

“Remember” – Deuteronomy

Forget the former things; do not dwell on the past.

See, I am doing a new thing! Now it springs up; do you not perceive it? I am making a way in the wilderness and streams in the wasteland.

2. Biblical examples of Chaordic Isaiah 43: 18, 19 NIV

2. Biblical examples of chaordic – Paul –

To those not having the law I became like one not having the law (though I am not free from God’s law but am under Christ’s law), so as to win those not having the law. To the weak I became weak, to win the weak. I have become all things to all people so that by all possible means I might save some.

1 Corinthians 9:21-23 NIV

2. Biblical examples of chaordic – Paul –

But everything should be done in a fitting and orderly way.

1 Corinthians 14:40 NIV

The way of the righteous is like the first gleam of dawn, which shines ever brighter

until the full light of day.

Patriarchs, Joseph, Moses, Joshua, Judges, David, Prophets, Daniel, Esther, Disciples – all faced chaos

2. Biblical examples of chaordic

Proverbs 4:18 NLT

Jonathan said to his young armor-bearer, "Come, let's go over to the outpost of those uncircumcised fellows. Perhaps the LORD will act in our behalf.

1. Samuel 14:6

Jonathan in battle

Nothing can hinder the LORD from saving, whether by many or by few."

CORE OF ORDER MARGINS OF CHAOS

Constitution, Core Values, Policies,

Financial Systems,

Outworkings, new initiatives, research and

development

Status Quo, maintenance

Potential growth

3. General Characteristics

Always only a small step from Chaos

CORE Order

Maintenance

Procedure

Manual

Margins Messy Chaos

Sri Lanka PNG

Zimbabwe

WA Water Corp.

entrepreneurial leaders

Chaordic – Chaos and Order

CORE OF ORDER MARGINS OF CHAOS

Time Orientation history, traditions

Exciting future, tomorrow

Characteristic Feelings - “IN CONTROL”, predictable, manageable, boredom for some

Out of control, turmoil, EXCITING, anxiety for some

3. General Characteristics

CORE OF ORDER MARGINS OF CHAOS

Common Personality/ DiSC profile Conscientious Perfectionists precision Late adopters of change

Creative Visionary ambiguity Early adopters of change

3. General Characteristics

Distracted

Discouraged

Disoriented

Drained

Overloaded – personal or organisational

No energy or room for new initiatives

CORE OF ORDER MARGINS OF CHAOS

Organisational Culture and Focus

Centralised, hierarchical, top down orders

Appropriate decentralisation, bottom up initiatives

Historical power No monopoly on the future

3. General Characteristics

Whirlpool of maintenance

Default usually towards status quo, tradition, historical power

Who are the most powerful/influential people in my

organisatiion?

CORE OF ORDER MARGINS OF CHAOS

Few failures but few innovation

Values and practice trailblazing

Mistakes are punished Learn and grow from mistakes

Worst case scenario Dreams.

3. General Characteristics

CORE OF ORDER MARGINS OF CHAOS

Common Responses to New Possibilities

How do we avoid risks? What are the risks and are they worth taking?

3. General Characteristics

CORE OF ORDER MARGINS OF CHAOS

No, … because No precedent

Yes, providing … Small steps we need to take …

Predictable or guaranteed outcomes?

Believing this is from God we will act as if God will provide

3. General Characteristics Common Responses to New Possibilities

www.givenworks.com

How could organisations intentionally move from a culture of maintenance to GROWING?

Not spontaneous, accidental or natural - Discuss

CORE OF ORDER MARGINS OF CHAOS

West - emphasis on theory, projected outcomes, predictability, control, best practice, risk aversion Low tolerance for ambiguity

Many African, Asian, S American cultures used to chaos, unpredictability, spontaneity, contextualisation High tolerance for ambiguity ADAPTIBILITY

General Cultural Bias

3. General Characteristics

A gentle reminder from history

In modern missions, the most rapid church growth took place during times of great

ambiguity and almost no planning.

(often in the presence of persecution).

For example, Ethiopia, Nigeria, Korea, China, and

not because of “Church Growth” strategies. Venezuela 146

Started in 1893 by three courageous young men

Nigeria ECWA 6,000 churches 6 Million believers 3,000 missionaries

NOW

1800 missionaries in 80 countries

Dr Joshua Bogunjoko (& his wife Dr Joanna) SIM International Director from June 2013

Operation World

“Operation World” - Current Reality Percent Unevangelized Per Country

The Huge Need Can Be Overwhelming

Healthy Tension

A. Acknowledging:

• God is creative and

committed to our growth

• Often grow in faith when we

are not in control

• Default of maintenance

• Generational and age bias

Healthy Tension B. Analysing yourself, leadership team, Board?

Preference Personality of Director and other key

leaders? Whose voice loudest? Can both sides speak the other side’s

perspective? TEAM/COMMUNITY

Healthy Tension C. Organisational culture

• Orientation - past or future?

• Accountability to grow?

• New initiatives?

• Enough “failures”?

• 50: 30: 20 Principle –

Order 50% Mid-zone 30% Chaos 20%

(build margins, buffer, room for new initiatives,

God’s spontaneous combustions)

• Growth in self-awareness?

• Insights into your organisational culture?

• What actions will you take to maximise the tension between order and chaos

Highlights