240222 AA Revision PDF
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This document appears to be a set of revision notes for a Christian leadership class. It includes questions and discussions on leadership, spirituality, and ministry. The document is formatted like a past paper in terms of weeks, topics and questions.
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JIAYOU EVERYBODY! π³ Flashcards/ Self-test: LINK π Full Study Guide: LINK π Week 1 1.β Identify the 3 dangers of leadership -β Serving sacrificially -β Activity trap -β Leading others through change 2.β 4 interior attitudes/ character of a Christian leader -β Ch...
JIAYOU EVERYBODY! π³ Flashcards/ Self-test: LINK π Full Study Guide: LINK π Week 1 1.β Identify the 3 dangers of leadership -β Serving sacrificially -β Activity trap -β Leading others through change 2.β 4 interior attitudes/ character of a Christian leader -β Childlikeness -β Humility -β Desire to serve -β Desire for self-examination (examen of conscience - after failure, examen of consciousness - discipline) 3.β Relationship between spirituality and demands of ministry -β Ministry demands spirituality which renews vision and restores energy 4.β 3 Elements of Jesusβ ministry -β Rhythm of public ministry and private space -β Small, intimate covenant community -β Taught by example 6 graces 5.β 6 Graces of Jesus -β Prayer -β Fasting -β The Lordβs Supper -β Scriptures -β Spiritual Conversations -β Worship in the Temple 6.β 4 Additional fundamentals of spirituality -β Spirituality of action and contemplation -β A covenantal, communal spirituality -β Holistic lifestyle of spirituality -β Examen of consciousness 7.β Open systems framework -β Input > Stuff happens > Output -β ^ Throughput & Feedback < -β The environment -β 8.β Approaches to theological conversations -β Biblical: study of theology within Scripture -β Systematic: organised, systemised, rational concepts of faith putting together the biblical understanding -β Historical: study of theological systems of their past and their development -β Moral/ Ethics: study of the moral implications of theology in the struggle of moral dilemmas and understanding what is good, loving, just, merciful -β Philosophical: define & validate all branches of theology (e.g. apologetics, a rational defense of faith through logic and empirical observation) 9.β Wesleyβs Quadrilateral -β Scripture -β Tradition -β Reason -β Experience -β 10.β Who we are is how we lead - uniquely, out of image-bearing likeness and human fallenness π Week 2 1.β 3 dimensions of vision -β Upward view: new insight into the glory and grandeur of Godβs greatness -β Inward view: our limitations -β Outward view: new, imaginative insight on how circumstances might be different 2.β Mission vs Vision -β Vision is the compelling vision of a desirable future -β Mission is active, it is now -β Mission is the bridge that connects vision to reality 3.β Palmerβs 5 leadership shadows -β Deep insecurity about leaderβs identity & self worth -β Perception that the world is hostile, and there must be winners and losers -β Functional atheism, the ultimate responsibility belongs to the leader -β Fear of chaos -β Denial of death and fear of failure 4.β Logic of task pursuit -β Assumption that working harder is beneficial even when the saw is dull -β Keep us trapped in a self-defeating patterns 5.β Golden & Silver threads -β Golden Thread: 1 thing that will make the fundamental difference within the organisation -β Silver Threads: smaller innovations that bring a new dimension to some parts of the congregation 6.β Johari Window -β Open area: We know, others know -β Hidden area: We know, others donβt -β Blind spots: We donβt know, others know -β Unknown: nobody knows (e.g. unhealed memories) 7.β Descriptions of self -β Core self: All parts of myself, including strengths, abilities, weaknesses and vulnerabilities that have tapped into Godβs love and forgiveness -β Self-esteem: Honour parts of myself without being ego-inflated/ falsely humble -β Self-worth: See my worth as Godβs sees me -β Idealised self: Am I the person I think I should be, or what others think I should be -β Persona: Socially constructed self that we present to the world which we may/ may not correspond to our core self 8.β 3 energy centres of false self system -β Security/ survival: βIβm safe only ifβ -β Power/ control: βI have control only ifβ -β Esteem/ affection: βPeople will love/ accept me only ifβ 9.β Leaderβs character -β Love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, self-control -β Compassion, kindness, lowliness, gentleness, patience, forbearance, forgiveness π₯ Week 3 1.β 8 Characteristics of effective teams -β Clear elevating goal -β Results-driven structure -β Competent team members -β Unified commitment -β Collaborative climate -β Standards of excellence -β External support and recognition -β Principled leadership 2.β Content vs Process -β Content is the βWhatβ: purpose/ goal, problem addressed, decisions, ideas expressed, discussion content -β Process is the βHowβ: morale, emotional atmosphere, implicit rules/ guidelines, conflict, leadership struggles, competition/ cooperation -β 3.β Group Norms -β Informal rules that team members adopt and adhere to regulate their behaviour and help them collaborate more effectively 4.β Psychological safety -β Feel safe to take risks and be vulnerable with each other 5.β Major findings of Googleβs βProject Aristotleβ -β What matters is not who is on the team, but how the team works together -β Important dynamics include -β Psychological safety -β Dependability -β Structure & clarity -β Meaning of work (personally important) -β Impact of work (the work matters) 6.β Tuckerβs 4 stages of team development -β Forming: Purpose & direction -β Storming: Competition & influence -β Norming: Cohesion & adjustment -β Performing: Loyalty and pride, group effectiveness 7.β Situational leadership theory -β Person-oriented: Able but insecure/ conflict get in the way of effective problem solving -β Empowering through collaboration: Unable but willing/ Members need each other to address strategic challenges -β Empowering through delegation: Able & willing/ gifted committed team members who do their work with excellence -β Task-oriented: Unable and unwilling/ Well intentioned team that needs direction 8.β Operational model of conflict -β Actions of one party against another produces a threat, resulting in reactions -β Types of conflicts: -β Intrapersonal -β Interpersonal -β Intergroup -β Organisational -β Societal conflict -β Actions taken due to: -β Incompatible goals -β Values -β Methods -β Threats: spiritual/ psychological/ positional/ financial/ physical/ social identity -β Self-giving reaction: -β Listen to state βotherβ position -β Speak truth in love -β Own my part of the conflict -β Self-protecting behaviour: -β Strike back -β Comply -β Shut down -β 9.β Levels of Conflict levels/ objectives -β Problem: find mutual solution -β Disagreement: protect oneself -β Contest: to win -β Warfare: to inflict injury -β Intractable: to destroy another 10.β 5 Conflict management style (cooperative vs assertive of personal goal) -β Accommodate -β Collaborate -β Avoid -β Compete to win -β Compromise -β 11.β 3 ways of resolving a dispute -β Power: who is more powerful -β Rights: who is right -β Needs & Interest -β Pronouncements = top-down VS Dialogical = levelling the playing field 12.β 5 stages in Conflict cycle -β Tension development: Loss of freedom in relationship -β Role dilemma: Increasing anxiety/ tension -β Injustice collecting: Self-justification, fault finding, triangling, eroding trust & communication -β Confrontation: Conflict erupts from triggering events -β Adjustments: win-win/lose/leave, compromise, cold war 13.β 3 Ps in managing conflict -β Permission: can disagree without feeling put down -β emPowerment: encouraged to express personal viewpoints -β Protection: encourage people to express when they feel threatened or hurt 14.β Ground rules in promoting healthy conflict -β Itβs ok to say βthat hurtsβ -β Attack the problem & not each other -β Practise βboth/ andβ and try to adopt their pov -β Become familiar with your defensive patterns -β Itβs ok to make mistakes and ask for forgiveness -β Become aware of triangles and injustice collecting -β Take responsibility for your own part of the conflict -β Maintain confidences -β What are your short term/ long term hopes and desires? 15.β 2 insights from Apostle Paul for managing differences -β Speaking the truth: Assertiveness, involve others in testing your assumptions βWhat do you think about what I said?β -β In love: Open to others, ask others to make known their thinking βHow did you arrive at that conclusion?β π Week 4 1.β 5 Characteristics of chronically anxious families -β Emotional reactivity -β Herding instinct for togetherness -β Blame displacement -β Quick-fix mentality -β Poorly defined leadership 2.β 3 characteristics of self-differentiated leaders -β Define who they are and where they stand in the midst of intense emotional reactivity -β Monitor and slow down their own anxiety, ability to step back and reflect on their role & team dynamics -β Able to separate themselves from the vortex of emotional forces while maintaining relationships with others, including the least mature members 3.β Descriptors of mission -β Cure the sick, raise the dead, cleanse the lepers, cast out demons -β Receive and give grace without payment -β Extended beyond church walls -β Contextual to the community (e.g. what the poor vs elderly needs) 4.β Relationship between mission and environment -β Church needs to understand the environment to remain relevant, lest it becomes a club -β Mission reaches out to the environment to serve it -β There is a balance between isolation (separation) and contamination (losing values) 5.β 3 questions of mission -β Who are we? -β What is our business? (purpose from God) -β How do we decide on the right things and get them done? -β Define community, people, invisible/ marginalised people, intangible forces, listen to community, choose focus 6.β 4 phases of forgiveness journey -β Hurt -β Hate: Anger energises and helps to set boundaries -β Healing: to see the other in a new light -β Reconcile (if the other returns honestly) 7.β Acute vs chronic anxiety -β Acute anxiety: emotional response to a real threat, resulting in a wake up call -β Chronic anxiety: Free floating uneasiness to imagined threats that promote automatic, reactive responses 8.β 4 families that Leaders are involved in -β Family of origin -β Nuclear family (close friendship circle) -β Families in organisation -β Organisation itself 9.β 5 characteristics of anxiety patterns in families -β Conflict that simmers and erupts in emotional outbursts -β Cutting off relationships -β Over-functioning/ under-functioning -β Distance/ togetherness -β Triangling 10.β Triangling -β Go to others (not the one we have an issue with) -β Go to addictions to bind oneβs anxiety 11.β Examples of triggering issues in an organisation that heighten anxiety -β External threats/ uncertainty -β Politically βhot buttonsβ -β Not meeting the budget -β Declining numbers 12.β 4 patterns of reactivity -β Compliance: outward appearance of getting along but inward resentment -β Rebellion: Emotionally reacting to decisions that seem unfair -β Power struggle: Demand each other what to do -β Emotional Distancing: Refuse to engage -β We use different reactivity patterns depending on relationship, issue and situation 13.β 2 ways to define scale of self-differentiation -β Self-awareness and self-understanding of oneβs thoughts & feelings -β Being myself and staying relationally connected to others in a highly anxious system -β 14.β 3 Skills/ dispositions of well-differentiated leaders -β Define self: leading out of clarity of identity/ purpose/ values -β Stay connected: Staying connected to others in as non-anxious, seeking to understand, practice vulnerability -β Self regulate: monitor and manage oneβs anxiety and reactive patterns, reposition rather than focus on others, think through before automatic responses 15.β 2 components of Spiritual Wellbeing -β Calling: make a difference, life has purpose/ meaning -β Membership: to be understood/ appreciated -β 16.β 4 components of spiritual leadership -β Hope/ faith: Sacrificing personal hardship in their conviction in moving towards visionβs fulfilment -β Vision: what is our journey, why are we taking this journey, who are we -β Inner life (spiritual practice/ mindfulness) -β Altruistic love: sacrificial service 17.β Triple bottom line -β Profit -β People -β Planet (environmental sustainability) π± Week 5 1.β Wishing vs Dreaming vs Visionary congregations -β Wishing: vision of the future makes no difference to present realities, no one expects it to come true -β Dreaming: expressed hopes of the future involving emotions, but no energy to put the dream to work -β Visionary: Full-fledged desire that captures heart and mind that coalesce the resources of the group towards necessary actions for the vision to happen 2.β How the common vision comes to a congregation -β Spiritual encounter -β Divine impulse/ blessed hunch -β Seeing through a need -β Bringing together hopes and dreams of members -β Practising foresight 3.β Sigmoid Curve -β Describes life cycle of changes taking place in individuals, relationships and organisation -β Inception, growth, maturity, decline -β 4.β 3 steps of Lewinβs model -β First, ask the questions: What is going well? What is not going well? Identify the gap -β Unfreezing: Changing the things that need to be changed -β Movement: Move to where we want to be, ensure everyone is on the same page -β Refreezing: Freezing it back to the normal pattern -β 5.β 6 stages of Personal change model -β Loss: sense of loss of what once was -β Doubt: struggle of whether change will bring about good -β Discomfort: learning to assimilate change in a meaningful way -β Danger zone: A pivotal place where you decide whether to discover the next stage or return to stage 1 -β Discovery: see the possibilities -β Understanding: Identifying with the benefits -β Integration: Integrated challenges and positive outcomes of change to oneβs life -β 6.β 4 signs of slow death -β βDonβt rock the boatβ: competent, well-intentioned people have opted out -β Violation of trust: decision makers recognise change pressures but put their energy in other things -β Thirst for vision: leaders keep the critical issues to themselves -β Burnout: hose with good track record have little energy left because they donβt believe their efforts will make a difference 7.β 3 Barriers of middle management leading to conformity -β Bureaucratic culture: getting permission to do your job through multiple roadblocks -β Embedded conflict: between functions, peers and direct report -β Personal time restraints: never enough time to do adequate job without personal sacrifice, little time for creativity and innovation 8.β 3 strategies of confronting βslow deathβ -β Peace and pay: choosing slow death -β Active exit: self-oriented individuals look for a personal escape, while leaving organisation to slow death -β Deep change: based on self reflection and acceptance of critique, grow personally for the benefit of the organisation 9.β Why is resistance important for leaders to recognise and deal with change? -β Without resistance, there can be no full acceptance of the promises that God makes -β Without resistance, our ministry remains weak, diffuse and unsure 10.β Tell-tale signs of resistance -β Confusion: Why are we doing this? -β Immediate criticism: βwhatever it is, I am against it!β -β Denial: refusing to see things differently -β Malicious compliance: appear to go with the decision, but with a bad attitude -β Sabotage: software breaks down -β Easy agreement: compliant people -β Deflection: keep changing subject -β Silence: non-acceptance -β In-your face criticism: telling you exactly what they think 11.β Technical vs Adaptive problems -β Technical: problems are clearly defined with known solutions by those with the right skills in the organisationβs current structures and processes -β Technical/Adaptive: Using technology & changing mindset -β Adaptive: problems come in multiple bundles and leaders need to engage a community of stakeholders to engage complex issues amidst systemic relationship 12.β Adaptive leadership -β Emphasises the ability to lead effectively in complex and uncertain situations -β Involves diagnosing the challenges, mobilising people to tackle those challenges, and adapting to those changing circumstances -β Roles for adaptive leadership: βGo to the balconyβ, regulate distress and anxiety 13.β Definition of Productive zone of disequilibrium -β The optimal range of distress within which the urgency in the system motivates people to engage in adaptive work -β If the level is too low, people will be inclined to complacently maintain their current way of working -β If the level is too high, people may be overwhelmed or engage in work avoidance 14.β What is βgoing to the balconyβ -β Standing back to have an overall picture of what is happening -β Viewing the systemic nature of team communication patterns -β Gain a holistic perspective of teamβs behavioural dynamics and reframe the patterns 15.β What is βholding environmentβ in adaptive leadership -β A nurturing and supportive space that enables individuals and groups to confront and address adaptive challenges -β Aka βproductive zone of equilibriumβ -β Provides psychological safety, communication channels, and learning opportunities necessary for navigating through VUCA situations 16.β Descriptors of prophet, priest and king patterns in OT -β Prophet: -β OT: expressed voice of dissent and exercised discernment of following God within seasons and social locations -β Contemp: Truth speakers E.g. Martin Luther King Jr -β Visionary capacity that shapes present and future realities -β Priest: -β OT: maintained βholy-profaneβ, enacted sacrifices, pronounced blessings -β Contemp: Servant leadership in gospels E.g. Henri Nouwen -β Soul care leadership, such as the wounded healer -β King: -β OT: governance by a single, authorised human. Attend to military, economic and judicial matters -β Contemp: Standard bearer for theological reflection on Christian leadership E.g. Wangari Maathai -β Organisational leadership that stewards institutional purpose, strategy, resources in relation to Godβs mission 17.β Biblical metaphor of seasons that fit human experiences -β Advent: preparation and search -β Christmas: surprising gift -β Epiphany: sharing the gift with others -β Cross-bearing: breaking and dying -β Easter: resurrection and new life -β Pentecost: Holy Spirit empowerment -β Harvest Tide: fruitfulness, gathering in
