Ive been thinking a lot about the future impact the current situation will have and is having on church and how we as leaders need to respond. There is no doubt that current models of ministry and mission will need to shift as resources become more limited and how local ministry can be effectivly supported will hugely be impacted. I am for the neighbourhood, in many ways 100 years ago I would have been for the parish but most people don’t know what a parish is now. But for me the importance of the local, the rooted, the grounded is paramount, it’s one of the things I like about the local church – it’s about the LOCAL. Our greatest local resource is the people, the local community, and the response about how to allocate resources as they become scarcer will ultimately impact the local. So I am interested in thinking through the decision making processes that help us work out how we release our greatest local resource.

At a basic level decision making is easy and there are several key steps – Identify the decision needed, Gather Info, Identify alternatives, Weigh evidence, Choose among the alternatives, Take action and Review.

HOWEVER there is a whole lot going on under the surface, our bias, our known knowns, our known unknowns, who is in the room, how we shift and filter information (see Nigels post). My hunch is that throughout the process we never really know ourselves as well as we think, we don’t always have the right people in the room, and we always see the context through a particular lense. In Reinventing Organisations Laloux right at the starts talks about humanity evolving through sudden leaps, and he borrows from Wilber’s colours identifying 6 paradigms and the breakthroughs that helps us move through paradigms. You can view a short video here. For Wilber modern western society has a pathological focus on the exterior or objective perspective, and whilst I tend to agree, many of us “think” we are objective but in reality less so.

One of the things that has been encouraging is seeing many leaders become braver and more objective. People who have been questioning stuff for a number of years around the edge of missional approaches are choosing now to step up or out. People are becoming more vocal about personal views that don’t chime with the institutional line. Yesterday in Greenbelts Wild At Home workshop Brian Mclaren spoke about the Institution (institutional religion) being caught in the middle between Progressive and Regressive approaches. So for me as a progressive it encouraging to see people becoming braver in leading out of who they really are. At the same time countless studies show it is almost a universal that in times of stress institutions and people tend to regress from innovation and creativity. SO what might the key for leaders as we move on. We know from hard evidence (see the day of small things etc) the impact FX has on developing local ministry, the value for money it offers, and the way it helps develop a broader innovative and missional culture in the church. So how might we regression that inevitably seems to come with the pressure on resources etc.

There are two the key issues for leaders moving forward. Firstly I think we need to revisit what it means to embrace leading out of who we are (see Simon Walkers The undefended leader). Institutions place in the middle between Progression and Regression means in all likelyhood the key leaders have come through and are shaped by the institution, so leading out of who we are is questionable. To counter this we need to make sure that different voices are in the room and lead in teams with an undefended stance allowing that team to help us take the really hard look at ourselves needed and what is shaping us and the decisions being made.

I have been around the institution long enough to hear Einstein quoted time and time again that “Insanity: doing the same thing over and over again and expecting different results.” but too often this saying is rolled out without any real change happening, precisely because the of the points raised in my first point. So the second issue, is that because of the inevitable predisposition to regress, any regressive decision needs to be seriously wrestled with, it should never be taken at face value, but held to a more serious and rigorous scrutiny. In fact I would go further and suggest that any regressive decision is simply shelved or binned and a process developed to facilitate make sure that more innovative responses are considered. Perhaps a simple process could be an adaptation of De Bonos Thinking Hats. We know from creative thinking our predisposition to travel down well worn paths and these will seem particularly inviting at the moment. But by using the Thinking Hats, perhaps with the Blue Hat (chairing hat) being particularly tasked to spot and stop regressive ideas, we can counter our regressive inherent mindset.

Nigel writes…

Sadly, my team was knocked out the of FA cup last weekend. Despite dominating large parts of the game we were out-thought tactically by a very determined Arsenal team. Their manager, Mikel Arteta is new in the leadership role of Head Coach. To make the matter of the defeat worse, it was the manager of my team that apprenticed him. Arteta’s emerging leadership skills outwitted those of his discipler.
Because there are no crowds in the stadia at the moment, you can hear on the TV coverage what the players and managers are saying and shouting at each other during the game. At one point during this game we were able to hear an example of highly astute leadership practice. Like all of the top football teams, Arteta’s Arsenal team are made up from players from all around the world. They are multi-cultural and speak a variety of languages. What was so poignant was that Arteta could be heard during the game shouting instructions and encouragement to his players in their own languages. Effortlessly and fluently, he switched from English, to French, to his native Spanish so that he most effectively led and engaged the players he was seeking to influence in the manner they best understood.
When it comes to fresh expressions and pioneering, and just about everything else in life, we know that effective leadership is key to what happens. Without effective leadership, it is almost impossible for anything to develop. We know from anecdotal evidence and more formal research (E.g. Encountering the Day of Small Things, George Lings, Methodism’s Hidden Harvest) that when it comes to fresh expressions, new forms of leadership have emerged. These are not about what titles a person has, what qualifications they have, what their ministry status is, or what training they have had. It’s about how effective their leadership is in the moment and season; this is particularly the case in this present moment of crisis and uncertainty when we can see who the players are, and who the pretenders are.
As a pioneer and ecclesiastical adventurer, I too often find I speak a different language to those who are part of inherited and attractional models of church. My conviction – like that of Mikel Arteta – is that if we want to be the best we can, we need to speak the languages of those we are seeking to engage. Of course, this understanding is not new. In the book of Acts 2: 1-21, we read how people heard things in their own language. God’s commitment to communicate in people’s native languages.
I’ve recently discovered the theory of spiral dynamics. Space doesn’t allow a full unpacking of this theory, but you can discover more about it HERE – My newly gained insight has taught me afresh, that we often think differently to each other. Spiral dynamics teaches us that we are wired in different ways and this means we might speak different philosophical languages. Those behind the idea have assigned colours to the different ways we might think. In spiral dynamics terms, I – like many pioneers and those in fresh expressions – am green (promoting community, avoiding dogma, post-modern), yellow (fluid, flexible, open to change), and turquoise (holistic, purpose-driven, integrally transcendent). However, I note that many in more inherited and attractionally orientated churches are either blue (liking authority structures, rules, hierarchy) or orange (competitive, materialistic, success driven). This presents a language and a leadership challenge when we seek to communicate with each other; as we perceive things differently.
But here is the thing – I can speak the languages of blue and orange because I live in the worlds where blue and orange are spoken frequently. I have played to the rules of blue. Operated to the materialistic demands of orange. But now, I aspire to the hope of community and common good green. Flex and flow in the chaordic needs of people, project, planet and purpose yellow. Seek the holistic, intuitive, spiritual, expansive big picture of turquoise. Being what is called a ‘spiral wizard’, I can do a little of what Arteta did and what the spirit enabled in Acts 2: speak in different ways to different people in the hope of best engaging them in ways they will best understand. However, those who come from the worlds of blue and orange don’t yet speak yellow, green, and turquoise.
This becomes a problem for me and for other similarly positioned pioneers. We get misunderstood, side-lined, sometimes maligned, and often unfairly judged for speaking a different ecclesiological language. In reality our predicament can be somewhat worse than I describe. The response from those who don’t speak green, yellow or turquoise can be worse than simply not understanding the linguistics. The very words pioneers use can produce such a negative emotional response within that blues and oranges can end up precluding themselves from even hearing what pioneers are trying to say.
I say this not to invoke sympathy or out of a sense of self-pity. It’s more that we need to help those who come from a different worldview and speak a different language to better understand how we yellow, green and turquoise pioneers think, feel and behave.
My fear is that if we can’t manage to do this we will never be able to share the joys and delights of what we see God doing in our culture and language. Those from a blue and orange culture and language risk missing out on what the founder of spiral dynamics thinking, Clare W. Graves, calls the ‘unfolding, emergent, oscillating spiralling process’ that for many of us is akin to an ongoing Pentecost experience … and I don’t want them to miss out.
Dr Nigel Pimlott
Expressing a personal reflection especially for Sunday Papers

So it has been announced that church buildings can reopen in July, without singing and in smaller groups. This is good news for some but as Shane L Bishop a pastor in the States pointed out “If your church was ineffective and in decline before the COVID shut down; the last thing you want to be thinking about is “returning to normal.”
So I have taken the liberty of adding the previous post on Deeper Magic and and maybe if you’re not into magic before you read it check this out from the RSA.

A friend who is a political theologian in Germany recently highlighted how one symptom of the loss of power and hold of Christendom was the rush of many to reopen church buildings. Prayers are no more special or effective because they are said in a particular place, and yet, it is equally true that holy places (hills, buildings, beaches, pilgrimage sites) can bring solace, connection. The nature of corona has been apocalyptic as true to the meaning of the word apocalypse it is uncovering a lot of different stuff. Whilst the church has done some amazing things locally in it’s communities with acts of love, bravery and service, some great examples of online services, for many who have honestly asked there has been an increasing uncovering that despite this their church is no longer at the centre of the community and that’s ok. At the same time it’s clear that many have had Christendom blinkers on, evidenced by the conversations (and their tone) about getting back into church buildings, not holding Eucharist online, ‘harvesting’ the rise of people praying for the first time, a lack of critical engagement with those already in online spaces, judgements about what is or isn’t church in the online space, etc. This is uncovering that many are still oblivious to the culture shift that has happened over the last 50 years and living to a greater or lesser extent in a Christendom bubble and whilst I would like to say that’s ok too, because it can be hard to see the systems we are caught up in, but I’m not sure it is. I love the part in the Narnia story where Aslan tells the children of a “deeper magic” and I wonder with all the anxieties around if we are still trusting enough to help push deeper. I saw Ian Paul had used a quote from Alan Hirsch who suggested “If you want to learn to play chess, then take away the queen—then you see what the other pieces can do!’ For many churches, Sunday services have been the ‘queen’ that we have lost. Which I thought was a great commentary on the situation, but as a friend pointed there is an assumption you know how to play chess the first place, and we may be playing chess whilst the rest the world has moved onto Ludo or more likely in the west Monopoly.
BUT despite this once again I want to shout out and congratulate those churches who have served so well without services, wether you have been dog walking for your community, organising food, doing prescription runs, organising sunflower competitions, supporting parents home schooling, and say don’t automatically drop these things because you want to refocus on sunday gatherings. Ask yourselves how can we keep these connections going, so we can keep building on what God has been doing through lockdown, perhaps God has even been showing you, you can improvise, you can change and do things differently. So if services aren’t what’s next, what might be? How can we continue to journey with people in a new way? What about those with dogs in the church arranging mini meet ups with those who can now walk their dogs again, what might a socially distanced homework club look like with a few adults on hand to help any children who have been struggling catch up. The church has learnt to do things differently and proved to itself and many skeptics that change can be done quickly when needed but as Blanchard warns in the seven dynamics of change “If you take the pressure off, people will revert back to their old behavior.” and perhaps the best way to avoid this is to recognise the sacredness of the spaces and relationships created in lockdown. Seeing God where you have creatively and effective served and changed your actions and communities and that this may well have been about you following the missionary impetus of the Holy Spirit into the new. So let go of some things and don’t rush to pick back up other things, even if that is your queen, give yourself the time and space to keep following the missio dei to places you nor I have been before and where the deeper magic happens.
If you need resources or support to do things differently it’s ouT there, but maybe in not in the places you expect. For decades the church has been in investing in Fresh Expressions and for decades before a wealth of mission nouse has been building so maybe those pesky pioneers and prophets who have been a pain in your arse might be worth taking for a socially distanced coffee. Or if you’re in Cumbria sign up for the new pioneer mission certificate here or book on our taster day here

I was flicking through Facebook and the mix of memes about getting back to normal, hitting the shops, and comparing this to the comments of a few weeks ago about not rushing back. The FB feed included similar mixed comments about churches starting to return to buildings, at the same time as seeing a really impressive rise in the creative content and approaches from some ministers as they grow in confidence online.

When I saw this meme I was suddenly reminded of a parable I wrote for Off the Beaten Track 16 Years ago!

The prison walls had become the home they had forgotten; so long had they been there in the dust and dirt that any memory of the outside world was just a dream to them. One day they huddled together as usual to have the same conversation they’d had every day for as long as any of them could remember. They talked about escape – how they would they do it, what they would do once they got out, how much better life would be. In the middle of this discussion something unusual happened. The cell door swung open. The prisoners cowered against the back wall, shielding their eyes from the bright sunlight. A man stood there, someone they didn’t recognise, for they had not seen or heard anyone new for very many years. The man spoke to them, saying “you are free to go”. The group sat in silence, for though they had talked about leaving and made plans to leave, now they were too afraid to do so. What world was out there? It was surely a place that must have changed beyond recognition. The prison walls suddenly seemed appealing, for this had become their home. No-one moved until one man, cautiously got to his feet, crossed the small cell and, averting his gaze from what lay beyond, quietly closed the door.