"You cannot measure what you have not defined." (Edgar Schein). In my doctoral studies one of my Professors, Dr. Gordon Lewis, required us to define with exegetical validation each and every term we used in creating an Applied Theology. Dr. Al Mohler in his book The Conviction To Lead correctly states that unless convictions are translated into action the watching world has no comprehension of what we say we believe.
Nearly all churches claim that their purpose is to MAKE DISCIPLES. Yet, when asked what a disciple is, they have no clear and actionable definition and therefore no Metric by which they can measure ministry effectiveness. IgniteUS, Inc. has such a definition. We have developed 14 Effectiveness Criteria that enable the church to know with reasonable certainty if their ministry is Healthy & Effective. We provide a process of collecting "Artifacts" to validate the existence of operative ministry principles. Very important for genuine accountability.
Edgar Schein is a Professor Emeritus at MIT. He made significant contributions to leadership in the area of Organizational Behavior. The following graphic and text provide an overview of his thesis.
Schein's model of organizational culture originated in the 1980s. Schein (2004) identifies three distinct levels in organizational cultures:
1. artifacts and behaviors
2. espoused values
The three levels refer to the degree to which the different cultural phenomena are visible to the observer.
• Artifacts include any tangible, overt or verbally identifiable elements in an organization. Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture.
• Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves and to others. This is often expressed in official philosophies and public statements of identity. It can sometimes often be a projection for the future, of what the members hope to become. Examples of this would be employee professionalism, or a "family first" mantra. Trouble may arise if espoused values by leaders are not in line with the general assumptions of the culture.
• Shared Basic Assumptions are the deeply embedded, taken-for-granted behaviors which is usually unconscious, but constitute the essence of culture. These assumptions are typically so well integrated in the office dynamic that they are hard to recognize from within.
Importance of Schein's Model
One can easily understand the paradoxical organizational behaviors and have an in-depth knowledge of the culture. Interpersonal skills also help in understanding culture. Helps to know the culture at different levels. The assumptions can be identified. Organizational culture is the most difficult to change, this model brought to light understanding of the organizational culture and can be applied to lead change.
Does the church where you are serving measure ministry effectiveness with Objective Accuracy? Give us a call and we will launch you on a Journey to making disciples fully formed in the Image of Christ. 803 413 3509 or info@igniteUS.net.