Gregory Pierce’s book Spirituality@Work recommends ten different spiritual disciplines for the workplace. Disciplines are practices that can be performed on a regular basis to produce intended results. (For a list of the ten disciplines see my review. ) Among these is the responsibility to make the system work. As we all know, institutions often get caught up in their own survival and expansion, neglecting the very mission for which they were created. When this happens, the system stops working for the purpose for which it was created.
A recent report by NASA concludes that NASA’S "history and culture contributed as much to the space shuttle Columbia accident as any technical failure.” (click here for pdf file) NASA leadership has developed some specific plans for “making the system work”. The conclusions are, I believe, relevant to all of us who work in institutions (including churches). Culture is defined as” the shared values and beliefs of an organization – commonly described as “the way we do things here”. The culture can also be thought of as the shared norms for behavior in the organization, often motivated by unstated assumptions.”
NASA’S culture does not fully reflect its core values of Safety, People, Excellence and Integrity. Specifically, there are barriers to open communication. “People do not feel fully comfortable raising safety concerns to management.” People are strongly committed to their technical work, but perceive that the organization does not respect or appreciate them. Excellence is treasured in technical work but not always in management, support and in communication. Integrity is generally valued but management has sent - perhaps unintentionally - signals that raising issues is unwelcome. The report gives several recommendations for change.
While most of us will never have the opportunity to attempt a wholesale change in organizational culture, we all share some level of responsibility for the corporate cultures in which we participate. If we are working for a business or other institution that genuinely serves the public, we need to discern how best to help the institution fulfill its mission and adhere to its core values. Pierce recognizes that this isn’t easy. It often comes down to the Serenity Prayer – discerning what we can change and then praying for the courage to do it.
Perhaps the biggest danger is that we get so caught up in our own lives and careers that we lose perspective. Institutions and individuals have blind spots. The problem is: knowing how to find our own blind spots, become aware of the blind spots of our company, and discern what to do about it. Pierce recommends finding a balance among work, family and community. He also recommends ongoing personal development including regular spiritual practices that promote awareness of our own blind spots and God’s purpose in our lives.
Management trainers have developed a number of tools that can help us imrprove our communication and behavioral skills. Some companies use a “360 degree feedback” system in which managers get honest information about their behavior and skills. For an example of this see today’s McPherson Cartoon. In my opinion, people can get similar information for an enneagram personality test, without the embarrassment or social disruption. Business coaches can help build communication skills. If you want to try some books, I suggest Emily Sterrett’s Managers Pocket Guide to Emotional Intelligence. Lastly, try learning about the greatest discovery of the 20th century, the best proven program for personal change by looking at Kathy Shaidle’s The Seekers Dozen: the Twelve Steps for Everyone Else.
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