The future’s no longer orange…it’s teal.

cathedral-processionI recently came across a fascinating article on organisational management. It described a growing movement in some organisations which seems to herald perhaps a paradigm shift in the way they will be run in the future.

The piece built on a developmental theory of organisations which argues that organisations have experienced a series of evolutionary breakthroughs to achieve new levels of achievement and complexity (see figure below).

The article then suggested that we are the process of a new breakthrough a movement into a new realm. In the colour categorisation of this evolutionary scheme these new organisations are called ‘teal organisations’. In this new realm, teal organisations embody three important values:

1.       Self-management – management is no longer a top-down process but is embedded throughout organisations giving people at every level the freedom to make decisions

2.       Wholeness – the organisation actively encourages people to express all that they are in the organisation rather than some professional part of themselves. The organisation sees itself as having a role in people development of wholeness

3.       Evolutionary purpose – organisations have a deep sense that they have a purpose beyond themselves that they must sense and respond to. The bottom line is not shareholder value, but on responding well to this sense of evolutionary purpose.

teal-orgsAn example of a teal organisation is Buurtzorg, a care provider in Holland. Founded in 2006 it took a completely different approach to providing care to the overstretched, centrally controlled care companies that have, much like in the UK, proliferated in Holland since the 1990’s. At Buurtzorg teams of 10 -12 nurses serve a clearly defined neighbourhood. These teams self-manage – they decide which patients to prioritise, they liaise with local doctors and pharmacies and collaborate with the local hospitals.  Instead of proving care in the narrowly defined way it often is –  washing patients, changing bandages, administering drugs – the purpose of Buutzorg is to help patients life well. Nurses sit down with their clients and help them design their own support networks to help them lives as well as they can.

Buurtzord has grown exponentially. After 8 years is market share was 60%. It is incredibly efficient, delivering care with 40% less hours than other care providers, because patients become self-sufficient so much quicker. Hospital admissions have been cut by a third making huge savings in terms of the governments health budgets. Buurtzorg is also a profitable company.  It is quite an incredible picture of an organisation doing things radically different.

Naturally I couldn’t help but think of the church as I read this article. Where is the church in the schema of organisational paradigms described? Whilst we might at least be able to discount the first paradigm (red) which describes brutal organisations like street gangs and organised crime, the church finds itself all too familiar with elements of the other paradigms. Organisations that are based on the principle of an army (Amber), a machine (orange) or a family (green) all have operational elements that can be found in the contemporary church.

Perhaps this is what you might expect. The church, once absorbed acquiescently into political empire in the 4th century, has been mimicing the dominant culture ever since.  The last half-century has seen the church import, with relatively little reflection of critique, the business practices of the successful organisation around it. And part of the challenge we face is that most denominations still operate with the structures of a medieval hierarchy in a world that is utterly different and utterly unpredictable. We have as Bishop JV Taylor put it ‘lost our nerve and our sense of direction and have turned the divine initiative into a human enterprise’. No wonder we are so entranced by the best human enterprises of our age.

The descriptions of teal organisations are fascinating however. They resonate with a sense of what the church was always called to be. The metaphor that best describes a teal organisation is that of living organism – there are resonances here of Jesus’ agrarian metaphors for the Kingdom and of course Paul’s metaphor of the body. Self-management and wholeness relate powerfully with the church’s call to enable human flourishing and personal development.

But perhaps it is with the idea of evolutionary purpose that a key connection is made. Teal organisations are openly embracing the idea that there is something greater than simply the market outside of themselves. They are deliberately seeing to connect with, sense and respond to something beyond themselves that is calling them to a higher purpose. For many this brings into play practices of silence and contemplation, or of what has become known as ‘presencing’, attending to something deeper than just spreadsheets, business plans and management targets. Teal organisations, and those who study them, begin to get very unbusiness-like with their language at this point, God rarely gets a mention, but suddenly the realm of the unseen is entering into the parlance and practice of reputable and profitable organisations.

So, business has entered postmodernity and the New Age. So what? The church’s call is to continually respond to the voice of its founder, not the chatter of the trends of our age. Absolutely, except that in teal organisations I see something fundamental to what the church is, and which it has lost. It has lost a central belief that it is an organism, not an organisation, that it is a community in relationship with a God who calls, not a thing, or an enterprise that just puts God’s name on the letterhead. It has most critically lost a willingness to listen to the voice of the Spirit which is constantly calling it into new places and into new forms. And to a voice that is so consistently challenging to our penchant for order because it is constantly speaking from out there in the world where things are changing and people lives will not fit the categories we would like them to.

Jurgen Moltmann has spoken of three paradigms in the church’s history – the hierarchical paradigm (think Christendom, think amber), the Christocentric paradigm (think reformed churches, think orange/green) and the charismatic paradigm (perhaps think teal?). He says ‘in the charismatic congregation Christians come of age, and acquire the courage to live out their own experience of faith and to bring themselves with their own powers into the community of the coming of the Kingdom of God’.  Yet have we not been in the charismastic paradigm since the day of Pentecost? Did we simply lose our way, our nerve, and get dragged along with the same cultural and organisational trends described by contemporary theorists. Whichever way surely now we are invited to boldly reembody the church’s call to be a genuine charismatic community; diverse, local, agile, that seeks to enable human flourishing and wholeness and which is deeply attentive to the Spirit of God that gives her life and calls her forward.

 

 

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