AA Course 2 Study Guide PDF

Google Doc version: LINK Super condensed version: LINK Name Wk # Study Guide Questions Answers From Leading the Congregation (1-3): Tian 1 Identify the three dangers of leadersh...

Google Doc version: LINK Super condensed version: LINK Name Wk # Study Guide Questions Answers From Leading the Congregation (1-3): Tian 1 Identify the three dangers of leadership. Chapter 1 The danger of serving sacrificially. The danger of preserving the institution for its own sake – Activity trap. The danger of leading others through change. Tian 2 There are many interior attitudes (eg, fruit of Chapter 2 the Spirit) that make up the character of a (1) Childlikeness Christian leader. Can you recognize the Whoever becomes humble like this child is greatest in the Kingdom of Heaven definitions of the four attitudes described in It is important doorway for leader's freedom to play out one's own life in ch 2? imagination, wonder, living in the here and now Childlike spirituality and authentic leadership demonstrate paradoxical power of weakness (2) Humility In perfect humility all selfishness disappears and your soul no longer lives for itself Humility serves as a mirror to true self Humility of Christ is firmly rooted in faith and confidence in God (3) Desire to serve The servant-first begins with a desire to serve followed by a conscious, aspiring choice to lead. Inherent in the call to servant-first leadership is an underlying value that makes certain other people's highest priority needs are met (4) Desire for self-examination 2 Forms of Self-Examination: Examination of Conscience - Happens after Crisis & failures where one becomes aware of their failure Examen of Consciousness is a discipline that enables us to become more aware of the condition of our character. Tian 3 What is the relationship between spirituality and Chapter 3 demands of ministry? The relentless demands of ministry demands Spirituality which renews vision and restores energy (Spirituality supports ministry) Spirituality of Jesus – led out of a rhythm of public ministry and private space; Carried out ministry in the context of a small, intimate, covenant community. Ministry with own effort = Limitations Ministry beyond our efforts requires total abandonment to God Tian 4 Identify the three elements of Jesus’s ministry, Chapter 3 the six graces that Jesus practiced, and the four additional fundamentals of spirituality for THREE ELEMENTS OF JESUS'S MINISTRY Christian leaders (1) Jesus established a rhythm of public ministry and private places (2) Jesus carried out his ministry within the context of a small, intimate covenant community (3) Jesus taught by example that six graces were vital to his life and ministry SIX GRACES JESUS PRACTICED (1) Prayer (2) Fasting (3) The Lord's Supper (4) The Scriptures (5) Spiritual Conversations (6) Worship in the Temple FOUR ADDITIONAL FUNDAMENTALS OF SPIRITUALITY FOR CHRISTIAN LEADERS (1) Spirituality of action and contemplation (2) A covenantal, communal spirituality (3) The holistic lifestyle of spirituality (4) The Examen of Consciousness From Lectures/power points: Tian 5 Identify the open systems framework -- Week 1 environment, inputs, throughputs, outputs, and feedback loop – and be able to describe their function in understanding the whole. From Lecture Slide: Tian 6 Identify different approaches to theological Different approaches to theological conversations: conversations – biblical, systematic, etc. (1) Biblical theology – the study of theology within Scripture itself. (2) Systematic theology – seeks to be organized, systematized rational concepts of faith in putting together the biblical understanding in a harmonious, consistent whole. (3) Historical theology – the study of theological systems of the past and their developed, how different ways the Bible has been interpreted and developed historically. (4) Moral theology (ethics) – studies the moral implications of theology in the struggle of moral dilemmas, complexity, and understanding what is good, loving, just, and merciful. (5) Philosophical theology – attempts to define and validate all other branches of theology as truth claims. Apologetics is part of this – a rational defense of the faith using logic and empirical observation. Tian 7 Identify the four elements of Wesley’s Quadrilateral.  Tian 8 "We lead, uniquely, out of image-bearing We are God’s masterpiece. Over our experience, we are able to lead others on what we can give. However, likeness and human fallenness, with we have unique fallenness but we have freedom to choose to be transformed into Christlikeness. freedom to choose a life of being transformed into the likeness of Christ for union and service with Christ.” From Leading the Congregation (4-7): Sing Qing 1 Identify the three dimensions of vision. 1. The vision gives new insight into the glory and grandeur of God (an upward view of God's greatness) 2. The vision provides new insight into limitations of oneself (an inward view of our own limitations) 3. The vision offers a new, imaginative insight into how circumstances might be different—as our ministries influence them (an outward view of our potential impact). Sing Qing 2 Relationship between mission and vision. Out of vision arises a clear and compelling understanding of what the mission of our ministry will be. Mission is the bridge that connects vision to reality. If vision is God's dream in us, then mission is the waking dream embodied in the life of the leaders and the congregation. Personal mission is a compelling realization about who we are, our fundamental reason for being, and about what we are to do, strategically. Mission moves forward, reaching toward the vision. (From Chapter 15) Vision is a compelling image of a more desirable future or the capacity to reframe present realities; mission is active, it is now. If vision is the "what" that describes the future and present realities God wishes to create for the world, then mission is the "why" that explains God's purpose for congregations in the world. Vision generates energy, and ignites passions. Mission consumes energy as it channels passion into purposive action. The mission puts flesh and muscle on the vision, bringing it to fruition. Sing Qing 3 Identify Palmer’s five leadership shadows. 1. The shadow of deep insecurity about the leader's identity and selfworth. 2. The shadow's perception that the world is hostile, that there must be winners and losers. 3. The shadow of "functional atheism," a fundamental belief that ultimate responsibility belongs to the leader. 4. The shadow of fear of chaos. 5. The denial of death and fear of failure. Sing Qing/ 4 Define “logic of task pursuit.” The assumption that working harder is beneficial even when the saw is dull. A way of thinking that keeps us Serina trapped in self-defeating patterns known as the logic of task pursuit. Sing Qing 5 Define golden and silver threads. The golden thread is to the one thing that will make the fundamental difference within an organization. For example, minor changes in personal diet, exercise, and spiritual practices over time can yield significant results. Often a key nuance with any of these enables us to follow through in our commitments in a way that makes the difference. Silver threads are smaller innovations that bring a new dimension to some part of the congregation. From Lectures/power points:  Sek / 6 Identify the four quadrants of the Johari Serina window. Sek / Serina 7 Identify descriptions of the self (e.g., core, self Descriptions of ”self” Week 2 esteem …) Core self. How well do I know myself, all parts of myself? Strengths, skill sets and abilities, weaknesses, vulnerabilities? Am I tapped into God’s love and forgiveness that define who I have been created and redeemed to become? How do I strengthen my core, increasing my self-understanding and integration of all parts of myself? Self-esteem. Do I esteem and honor parts of myself without being ego-inflated or falsely humble? Self-worth. Do I see my worth as God sees me? How much external validation do I need for my own sense of self-worth? Are there voices that drown out God’s love? Idealized self. Am I the person (leader) I think I should be, what others in my past or present think I should be, or what the organization assumes I should be? Persona. The “socially constructed” self we present to the outside world which may or may not correspond to our core self. When do I “wear a mask” (or several) in relation to the multiple roles I play in different environments? I know it’s a mask, and that “overdoing it” will impede my authentic self. It must not get stuck on my face permanently, or I’ll be operating out of my false self. Sek Serina 8 Know 3 energy centers of the false self system. 1. Security/Survival 2. Power/Control 3. Esteem / Affection Sek 9 Leader’s character -- identify Christlike From Slides (Can remove to answer): Tian characteristics (fruit of Spirit, Colossians passage, e.g., forbear and forgive, kingdom values expressed in Matt 5, 6, 7 e.g., loving enemies, forgiveness, salt and light, etc.). From Leading the Congregation (8-10): Tian 1 Identify eight characteristics of effective teams. Chapter 9 8 characteristics of effective teams by Team researchers Carl Larson and Frank LaFasto: (1) A clear elevating goal (2) A results-driven structure (3) Competent team members (4) Unified commitment (5) A collaborative climate (6) Standards of excellence (7) External support and recognition (8) Principled leadership From Lectures/power point (concepts overlap with assigned readings): Tian 2 What is the difference between content and process? Tian 3 What are group norms? From Slide (Norming Stage): Stage of Cohesion and adjustment Sense of humor, freedom to disagree with leader and group Increased solidarity with each other Feel our group is different, even “superior” Self-emptying From other sources (Group Norm): Group norms are the informal (spoken or unspoken) rules that team members adopt and adhere to regulate their behavior and help them collaborate more effectively. Tian 4 What are the two major issues of psychological Psychological safety is: safety? (1) Not about being nice, not a personality factor, not another word for trust and not lowering performance standards (2) Not Enough Tian 5 Identify the major finding of Google’s “project Why do some google teams do better than others? Aristotle.” What matters less is who is on the team, what matters more is how the team works together 5 key dynamics that set successful teams apart from other teams at Google: 1. Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? 2. Dependability: Can we count on each other to do high quality work on time? 3. Structure & clarity: Are goals, roles, and execution plans on our team clear? 4. Meaning of work: Are we working on something that is personally important for each of us? 5. Impact of work: Do we fundamentally believe that the work we’re doing matters? They concluded, “psychological safety was far and away the most important of the five dynamics we found. Other behaviors were also important, such as setting clear goals and reinforcing mutual accountability, but unless team members felt psychologically safe, the other behaviors were insufficient. Tian 6 What are Tuckman’s four stages of team development? Tian 7 Identify the leadership styles of Situational (1) PERSON ORIENTED Leadership Theory. (2) EMPOWERING through collaboration (3) EMPOWERING through delegating (4) TASK ORIENTED Tian 8 Identify characteristics of the operational model CHARACTERISTICS OF THE OPERATIONAL MODEL OF CONFLICT of conflict. (1) ACTIONS Types of Conflict - Intrapersonal (within/self) / Interpersonal (between us) / Intergroup (departments) / Organizational / Societal Over Incompatible goals/values/methods (2) THREATS Spiritual / Psychological / Positional / Financial / Physical / Social identity (3) REACTIONS SELF-PROTECTING BEHAVIORS (a) Strike back to injure/get even Week 3 (b) Comply/give in -- when the issue needs to be addressed (c) Shut down/shut out SELF-GIVING BEHAVIORS (a) Have I listened well enough to state the “other” position and story in a way that they would agree I understood them? (b) Am I being honest in “speaking the truth in love” – and telling my story? (c) Do I ”own” my part that contributed to the conflict? Tian 9 Identify conflict levels/objectives of conflict parties. Tian 10 Identify 5 conflict management styles. (1) Accommodate (2) Collaborate (3) Avoid (4) Compete to win (5) Compromise Tian 11 What are three ways of resolving a dispute (See cone)? Tian 12 Identify stages in conflict cycle. Tian 13 Identify 3 P’s in managing conflict. 3 P’s in managing conflict 1. PERMISSION: People can disagree without feeling “put down.” Welcome “push-back” from one another 2. emPOWERMENT: People are encouraged to express personal viewpoints… 3. PROTECTION: People get hurt in conflict. It’s important to set ground rules for those engaging in conflict and conversations. Encourage people to express when they feel threatened, vulnerable, or attacked. Tian 14 Identify ground rules in promoting healthy (1) It’s okay to say “that hurts” – and to check out any tension in a relationship. conflict. (2) Attack the problem – not each other with shaming, blaming, judging. (3) Practice “both/and” thinking and look for a “third way” – try adopting their point of view and see if you’re accurate. “Here’s my take – what do I have right? What do I have wrong?” (4) Become familiar with your defensive patterns. If things are spiraling down, take time out for people to regain their senses of being grounded. (5) No one gets it right all the time – it’s okay to make mistakes, take back words and e-mails, and especially ask for forgiveness. (6) Become aware of triangles and injustice collecting. (7) Take responsibility for your own part of the conflict. Each conflict is a learning opportunity. (8) Maintain confidences – be trustworthy. (9) What are your short term/long term hopes and desires? … of others? Tian 15 Major two insights from the Apostle Paul that Ephesians 4:15 are important in managing differences. 1. “Speaking the truth” (Assertiveness): involve the other in testing your assumptions 2. “in love” (Open to others): Ask others to make known their thinking From Leading the Congregation (11-14): Tian 1 Identify the five characteristics of chronically Five subversive characteristics that describe chronically anxious families, by Edwin Friedman: anxious families. 1. Emotional reactivity 2. Herding instinct for togetherness 3. Blame displacement 4. A quick-fix mentality 5. Poorly defined leadership Tian 2 What are the three characteristics of self- Self-differentiated Leaders differentiated leaders? 1. Define who they are and where they stand in the midst of what can be intense emotional reactivity within an organization. 2. Do well when they are able to monitor and slow down their own anxiety, and when they can step back and reflect on their own role in the team's dynamics even in the face of others' emotional reactivity. 3. They can separate themselves from the vortex of emotional forces while maintaining relationships with others, including the least mature members. Xuan 3 Identify descriptors of mission. Review the Descriptors of mission: relationship between mission and the 1. Cure the sick, raise the dead, cleanse the lepers, cast out demons (Matt 10:7-8a) environment. 2. "Received (grace) without payment", thus disciples also "give without payment" (Matt 10:8b) 3. Mission extends beyond the church's walls 4. Mission is contextual to the community (what the poor needs vs blind vs elderly, different context in every country, sex trafficking, world hunger, HIV/AIDS) Relationship between mission and environment. 1. Church needs to understand the environment (community) it is in to remain relevant, lest it becomes an exclusive "club" 2. Mission, by nature, reaches out – a church needs to find out the needs of the environment (community) to serve it 3. There is a balance between the two extremes. The church cannot isolate itself from the community as to "not be contaminated" but they also cannot be too accepting of everything that they lose their values. Tian 4 Identify the three questions of mission Missional Clarity: The answers to three questions will bring the religious organization to a clearer understanding of its mission: (1) Who are we? (2) What is our business (to what purpose has God called us)? (3) How do we decide on the right things and get them done? From Lectures/power point deck: Tian 5 Can you describe the 4 different phases of the 4 different phases of the forgiveness journey forgiveness journey? Phase 1: We experience hurt Pain can go deep, become personal, unfair – hard to forget - Disloyalty - Betrayal Minor hurts that are repeated become infected and grow into infected wounds Phase 2: We feel hate Anger is energy that can energize us, It helps us set boundaries. Hate is a sign we need healing. There can be a righteous feeling in our hating – the toughest kind to cure. Should anger turn into malice, the pain stays alive and unwell. Drain the poison by: - Surrender your malice to God. - Trust God handle those you would like manhandle. - Try a prayer for peace in the person you hate. Phase 3: We enter a healing phase Ask for magic eyes to see other in new light. When memory is healed, we begin to turn back the flow of pain. When you forgive, you perform spiritual surgery inside your soul, cutting out the wrong that was done to you so that you can see your “enemy” through the magic eyes that can heal your soul. Detach the person from the hurt and pain, and let it go. Then invite the person back as if a piece of history is being re-written. We begin to see a truth about them that our hate blinded us from seeing – they are weak, needy, and fallible human beings. You know that forgiveness has begun when you recall those who hurt you, and you feel the power to wish them well. Phase 4: We reconcile - only if and when the other returns honestly They must be truthful in listening to you - truly understand the reality of what they did to hurt you. They must be truthful about the feelings you felt. They must be truthful about your future – a promise not to hurt you again. Coming together in reconciliation depends upon the other person – but sometimes you’re healed alone. Tian 6 What’s the difference between acute anxiety Natural systems theorist Murray Bowen defines: and chronic anxiety? Acute anxiety as an emotional response to a real threat - “wake up” call to real threat Chronic anxiety is the response to imagined threats - Free floating uneasiness that promotes automatic, reactive responses – without our thinking. Tian 7 Is it true that families are simultaneously Leaders are simultaneously involved in four separate families whose emotional forces interlock: involved in four separate families whose Leader’s family of origin emotional forces interlock: family of origin, Leader’s nuclear family (close friendship circle) nuclear family (if single, close friends), families Families in your org in organization, and organization is like a Organization is like “a family” “family”? Yes it is true that families are simultaneously involved in 4 separate families emotional forces interlock as families are involved as the stress and angst in one or more members-perhaps expressed in different ways depict the nature of family dynamics. Friedman’s thesis is that all clergy are involved in “three distinct families whose emotional forces interlock: families within the congregation, our congregations, and our own.” Tian 8 Can you identify the five typical characteristics (1) Conflict that simmers and then erupts in emotional outbursts of anxiety patterns in families? (2) Cutting off relationships – a way of coping with conflict (3) Over-functioning/Under-functioning (4) Distance/Togetherness (5) Triangling Week 4 Tian 9 Be able to recognize the definition of triangling Emotional triangles – go to others (not the person we have an issue with), or go to alcohol, hobbies, work, to “bind” our own anxiety. other addictions to “bind our anxiety”. Tian 10 What are some triggering issues in an External threats/uncertainty organization that heighten anxiety? You don’t Politically “hot” buttons Not meeting the budget have to memorize these but be able to Declining numbers --- rapid growth numbers recognize which have that triggering potential. Low morale Conflict Restructuring Changes in family (birth, death, illness, divorce…) Changing demographics Retirements New Hires Tian 11 Can you identify the four patterns of reactivity, Four patterns of reactivity: such as compliance…? Is it true that we use Compliance Rebellion different reactivity patterns depending upon the Power Struggle relationship, issue, and situation? Emotional Distancing Yes it is true. We use different reactivity patterns depending upon the relationship, issue, and situation. Tian 12 Two major ways to define the scale of self- differentiation: 1. Self awareness and self-understanding of both thoughts and feelings (Some of us live primarily in one or the other), and 2. In highly anxious systems, can I be myself and stay relationally connected (to some degree?). Or am I tempted to comply, engage in power struggle, etc? Tian 13 Three skills/dispositions of well-differentiated Five subversive characteristics that describe chronically anxious families, by Edwin Friedman: leadership: define self, stay relationally 1. Emotional reactivity connected, and self-regulated your emotions. If 2. Herding instinct for togetherness we don’t we’ll probably increase defensiveness, 3. Blame displacement blaming, etc of others. 4. A quick-fix mentality 5. Poorly defined leadership Tian 14 Review the model of Spiritual Leadership. Can Two components of Spiritual Well-being you identity the two components of Spiritual (1) Calling (make a difference, life has purpose/meaning) Well-being? How about the four components of (2) Membership (be understood/appreciated) Spiritual Leadership? Four components of Spiritual Leadership (1) Hope/Faith (2) Vision (3) Inner Life (Spiritual Practice/Mindfulness) (4) Altruistic Love Tian 15 Do you know what the Triple Bottom Line is? Triple Bottom Line – Economic and Sustainable Solutions (Social and Environmental) = Greater value, not all about profit Includes: Personal Spiritual Leadership (PSL) - Develop inner life in hope and faith in vision of service through altruistic love >> Outcome = Personal commitment & productivity , Life satisfaction & psychological well-being, sustainability mindset Organizational Spiritual Leadership (OSL) - Builds on PSL, influence group relations in hope and faith in vision of service through altruistic love. A growing sense of team's calling and membership through mutual care >> Outcome = Organizational Commitment & productivity, Employee Well-being, Sustainability, Financial Performance From Leading the Congregation (15- Epilogue): Tian 1 Identify descriptions of “wishing” “dreaming” (1) "Wishing" Congregation - When a vision of the future makes no difference to present realities “visionary” congregations. - Things don't change. - While a wish is a desired condition, no one really expects the dream to come true, no shouldering of responsibilities, expended effort or positive result. (2) "Dreaming" Congregation – Dream is another way congregations express their hopes of the future - Dreams are attached to a person's emotions - However, congregation spent off their energies pinning over their dreams emotionally that they have no energy left to put dream to work (3) "Visionary" Congregation - Vision is more than idea or emotion, it is full-fledged desire that captures the heart and mind in ways that coalesce the resources of the group toward necesary actions for vision to happen - Vision is a waking dream - Wishers and dreamers attempt to shape the future through conversations, but a vision shapes persons through a conviction that leads to actions Tian 2 An important way the “Common” vision comes How Vision May Come to a Congregation: to a congregation is through its leadership. We (1) A Spiritual Encounter also said discuss how there may be other ways (2) A Divine Impulse or Blessed Hunch visions can happen (without competing with the (3) Seeing through a Need “Common” vision or with others. (4) Bringing Together the Hopes and Dreams of the Members (5) Practicing Foresigh Tian 3 Do you know what the “S” curve is? Sidmoid Curve (by British author Charles Handy) to describe the life cycle of changes taking places in individuals, relationships, and organisations.  From Lectures/power point dec: 4 Identify characteristics of the 3 major steps of Lewin’s model: unfreezing, movement, refreezing. Serina 5 Familiarize yourself with the personal change model with six stages. Why is there a danger zone?  Serina 6 What are the four signs of “slow death?” What is your experience of “slow death” patterns: “Don’t rock the boat” -- pockets of competent, well-intentioned people have opted out Violation of trust -- decision-makers recognize change pressures but put their energy in other things Thirst for vision – leaders keep secret the problems associate with the need for change Burnout – those who have a good track record of change initiatives have little energy left because they don’t believe their efforts will make a difference Serina 7 What are the three barriers of middle 1. Bureaucratic culture – getting permission “to do your job” through multiple layers/roadblocks, management that lead to conformity – which short-term/reactive patterns, absence of support from top leaders gets in the say of deep change. 2. Embedded conflict – between functions (silos), between peers competing for resources, and conflict among direct reports 3. Personal time restraints – working two jobs in one role, never enough time to do adequate job without personal sacrifice, little time for creativity and innovation Tian 8 What are 3 strategies of confronting “slow From Link: Confronting Slow Death at the Personal Level death?” Strategy 1: Peace and Pay This approach is one of "don't rock the boat," "maintain the status quo," and means that people are coping with slow death by choosing slow death. Strategy 2: Active Exit The various steps in the active exit strategy are primarily self-oriented and individuals who choose this strategy are in effect contributing to slow death at the organizational level while they look for a personal escape hatch. Strategy 3: Deep Change Deep change requires discipline, courage, and motivation. However, many would rather experience the pain of slow death than deal with the threat of change. SQ / Serina 9 What’s the logic of task pursuit? The. assumption that working harder is beneficial even when the saw is dull. A way of thinking that keeps us trapped in self-defeating patterns known as the logic of task pursuit.  Tian 10 Can you explain why resistance is important for leaders From Book: Not only must faithful ministry be tested, but it is also often resisted. Without resistance there can be no to recognize and deal with in change? acceptance of the ostentatious and unbelievable promises that God makes to the called one. The same is true for our work and our ministry-without resistance, no full acceptance. Similar to most things in the life of the leader, our internal resistance is often more belligerent than the external resistance to our ministry. However, both internal and external resistances are important because without them our ministry remains weak, diffuse, and unsure. Thus the leader must learn to embrace the resistances to his ministry, whether internal or external, for these are also numbered among the gifts God gives to those who are called. Jing 11 Can you identify the “tell-tale signs” of 1. Confusion: Why are we doing this? How much will it cost? resistance? 2. Immediate criticism: Groucho Marx, “Whatever it is --I’m against it!” Week 5 3. Denial: refusing to see things differently 4. Malicious compliance:appear to go with decision and then drag feet later on 5. Sabotage: software breaks down 6. Easy agreement: compliant people don’t care either way 7. Deflection: people keep changing subject 8. Silence: never assume silence means acceptance 9. In-your-face criticism: people tell you exactly what they think Serina 12 Adaptive leadership – what’s the difference between technical and adaptive problems? Tian 13 Adaptive leadership is a way to deal with Adaptive leadership is a leadership framework developed by Ron Heifetz and Marty Linsky that emphasizes the ability complexity – problems where there are no to lead effectively in complex and uncertain situations. It involves diagnosing the challenges, mobilizing people to known answers. … when you’re changing tackle those challenges, and adapting to changing circumstances. attitudes, behaviors, cultures, etc. Serina 14 Can you identity a definition of the “productive Ronald Heifetz, gives the following definition of Productive Zone of Disequilibrium: “The optimal range of distress zone of disequilibrium?” within which the urgency in the system motivates people to engage in adaptive work. If the level is too low, people will be inclined to complacently maintain their current way of working, but if it is too high, people are likely to be overwhelmed and may start to panic or engage in severe forms of work avoidance.” Elisa 15 What is the leader “going to the balcony?” "Going to the balcony" is a metaphor used for standing back and viewing the systemic nature of team communication patterns. Going to the balcony helps one gain a holistic perspective of the team's behavioral dynamics and reframe the patterns. Moving back and forth between the balcony and the stage brings a deeper understanding to the dynamics of the team's ethos. Shao 16 What is the “holding environment” in adaptive the holding environment in adaptive leadership is a nurturing and supportive space that enables individuals leadership? and groups to confront and address adaptive challenges. It provides the psychological safety, communication channels, and learning opportunities necessary for navigating through complex and uncertain situations. Ronald Heifetz defines it as the “productive zone of disequilibrium”. The role of a leader is to bring his people in this zone to help them adapting to the changing environment, while feeling safe. Tian 17 Can you identify the descriptors of prophet, Descriptor IN OT: priest, and king patterns of leadership in the PROPHET OT? Prophetic Role: expressed voice of dissent and exercised discernment of following God within seasons and social locations. John Calvin argued that these patterns were inherent in the ministry of Jesus as prophet, PRIEST priest, and coming king. Priestly Role: maintained ”holy-profane, clean- unclean”, delivered oracles, enacted sacrifices, pronounced Jesus reframed kingly role as servant, blessings, engaged in Torah instruction. shepherd, and steward. Is there a way contemporary leaders can KING capture these patterns in contemporary Kingship Role: Governance by a single, authorized human rule was dominant mode of social power that of ministry? often replaced devotion to God who is “maker of heaven and earth.” Human kings would attend to military, economy, and judicial matters. John Calvin argued that these patterns were inherent in the ministry of Jesus as prophet, priest, and coming king. Jesus reframed kingly role as servant, shepherd, and steward. --> Is there a way contemporary leaders can capture these patterns in contemporary ministry? PROPHET Truth speakers PRIEST - Mark 9:33b-37 Servant leadership in the gospels: Matt 20: 25-28; Mk 10:35-45; Matt 23:1-12; Jn 13:3-17 Kenosis passage: Phil 2:1-11, 12-13 Leadership question: “Does one serve in order to lead, or lead in order to serve?” KING - Luke 4:18-19. The Kingdom of God is standard bearer for theological reflection on Christian leadership (Matt 5-7). Kingdom is God’s active reign – what would “here and now” in “this place” look like if God were in charge? Kingdom values are expressed through poor in spirit, those who mourn, the meek, those who hunger and search after righteousness, merciful, pure in heart, peacemakers, and persecuted (5:1-11). Serina 18 Can you identify the contemporary roles of these patterns as prophetic/visionary, soul care leadership, and organizational leadership? Serina 19 Leaders must know and understand the seasons individuals, families, and congregations experience. Might a biblical/theology metaphor of seasons help us fit human experiences with the leadership patterns of prophet, soul care, and org leadership? Be prepared to identify descriptors of the seasons. Also, see ch 13 in Leading the Congregation.