Case Study #1, Week 2
What dynamics do you observe?
Based on the Church Information Form, the church administration does not appear to have an accurate, or at least up-to-date, assessment of its own congregation. Dipping into the endowment fund indicates a big financial problem, be it mismanagement of monetary funds or embezzling. The organist fears change, while the secretary seeks change to improve a perceived lack of focus for the church, at least administratively. There may be some integration issues in conjunction with changing demographics of the area. Marjorie seems enthusiastic for the future of the church, identifying them as the children of the newly evolving demographic population. Ralph’s concerns seem to support Jose’s frustration, but focus more on the financial issues, which points toward problems in the use of the endowment.
Overall, there are people who specifically seek change, while others seek comfort in stability, even amidst the changing demographics of the surrounding population. Based on the Emotional Intelligence 2.0 book’s attributes, the qualities that would most be needed here are “social awareness” and “relationship management” in order to delve to the root of many of these issues.(pg 136, 177)
What other information would you want? What would be your next steps?
These questions I would group together. A large part of my next steps would be gathering information and speaking with the individuals, but reminding them it is an evolving conversation. As Roxburgh suggests in Missional Map-Making, creating a new clear cut map may not be the key, nor would throwing everything existing out the window. However, assuring them that there is no drastic imminent changes, like to the organist’s order, until major monetary issues are resolved. Even if there may be changes, I would first invite the organist to offer suggestions if she feels changes are needed. Bradberry and Greaves describe the qualities of Gail (pg 46) in her ability to read people “to make situations better” and, most importantly, the self-awareness of Dave (pg 28) in that he “took extra care to diagnose the situation.” These indicate important emotional qualities to be applied toward the situation. In discussions, I would seek to learn details about the congregation and if the numbers are outdated or people attend service sporadically or perhaps participate in church in other areas. I would delve quickly into the finances to determine what the situation is and use Ralph as a resource. He appeared genuinely concerned and may have some important insight. I would meet with Marjorie and encourage her enthusiasm in starting a preschool. I would determine the impact on the church’s finances or space usage. All of these items, I would discuss with the Leadership Board to keep open communication on all issues. I would not address in terms of blame, but how to address the situation we are in presently. This should lead to alleviation of concerns for Jose and Ralph, and perhaps encourage Marjorie on her next steps. I would also determine the need or usage of the van and see if it is an expense necessary to the church. I would also meet with Mary personally to discuss her successes as an organist. Lastly, I would start and end all of my meetings with prayer to remind all of us that we are working toward God’s mission.