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Don’t Just Do Something, Stand There…Then Do Something
Ecclesiastes 3:1-8

​     Author Dave Gibbons writes “Those who follow Jesus embody fluidity, adaptation, and collaboration.  It’s what we call the third-culture way.  They are adaptable to changing circumstances. To challenging cultures. To complex crises and problems. If there’s one quality that matters most for the church in the 21st-century, it’s adaptability.” (p.87)
    During Lewis and Clark’s exploration, they arrived at a high pass where they expected to see the Columbia River; beyond that would be a great plain leading to the Pacific ocean. That dream was shattered when they saw a range of high mountains to cross. Historian John Allen says that was the moment when their “geography of hope” gave way to a “geography of reality.”  In that disappointing moment their original mental model died, and a painful paradigm shift occurred.  It disoriented them but it didn’t end their expedition because the leaders had “adaptive capacity.”  They were able to let go of the old, learn new things, and continue forward toward their original goal.  
    “Canoeing the Mountains” author Tod Bolsinger says churches also need adaptive capacity.  When tried-and-true solutions for existing problems no longer work, when loss and anxiety come, we usually make one of two choices: we do what we’ve done before; or we do nothing.  I bet most of you know the definition of insanity is, “doing the same thing over and over again and hoping for a different result.”  I have also heard that when times get challenging, people and organizations tend to freeze, flee, or fight.  Do you think these sorts of reactions to crisis are pretty typical?  Are they healthy or helpful in a crisis?  
      Bolsinger invites us to be leaders who “don’t just do something but stand there and then do something.”  He’s talking about the importance of asking “why” questions and having what he calls “a constant posture of curiosity."  Adaptive leaders do three things:
  1. They observe the events and patterns around them
  2. They interpret what they observe and develop hypotheses about what’s really going on
  3. They design interventions based on those observations to address the challenges identified. (p. 111).
These leaders understand that the problem must first be defined before it can be solved; it has to be correctly diagnosed before it can be addressed.  Sounds wise, doesn’t it?  
     The two ways he recommends we observe a situation is “from a balcony view” and “by listening from the floor.”  (p. 113).  By combining those perspectives, we get a far more accurate look at what is really happening.  Any football fans here?  Do you know that in 2012 the National Football League began to use a video system called “All-22”?  It records the entire game from overhead so all 22 offensive and defensive players on the field are in view. Coaches use that broader perspective to help individual players see their errors and their best plays.  It helps a team make strategic adjustments.  Can you see what a valuable feedback tool that is for athletes and their coaches?
     A second source of important data can come from the perspective of those on the field. A good coach will make sure they get accurate, inside information from players.  They need to know what has helped them bond and be at their best in times past, and how strong that bond is today. They need to know what causes players to become frustrated, so it doesn’t interfere with their game.  Coaches need this information so changes can be made - adjustments in position or strategy - so they can become a winning team.            
      Can you see the importance of a church getting not only a big picture look at their church from a historical and statistical or data-driven source, but also real-time information from its members?  Getting current, honest data from active and inactive church members will shed light on what is truly working and what’s missing.  We can better understand our weakness and our strengths.  We will begin to identify people’s unmet needs.  It’s also very important to reach out for input from those who are outside the church.  Combine everyone’s feedback and you’ll have a valuable, accurate understanding of reality. 
     It’s at this juncture that two things can really get progress off-track!   Adaptive leaders know there is a strong temptation, once one or more problems or needs have been illuminated, to discuss the matter to death.  It’s like several people standing around looking at a broken-down truck.  Everyone can see the obvious problems; they have each gotten up close for a better look.  They know exactly what parts are needed.  They even have enough money in their wallets to fix it, plus they are retired and have the time to do it themselves or take it someplace.  But they just keep circling the broken truck, chins resting in their hands as they shake their heads.  Does that sound appealing to you or like a waste of time?  Beware of that kind of inertia, staring at a problem when you have the power to help resolve it.      
     A second pitfall that can (and does) happen is that a task force is selected to work on “The Big Solution”.  Meetings are scheduled; people agree to serve on them.  Detailed plans are formulated, then passed through several committees for their recommendations.  57 minor revisions are ultimately made.  You have changed pastors in the middle.  The grand initiative is codified in a 22 page document bound in a blue cover; it’s given to everyone and there is an accompanying new logo created for the program.  The task force took 14 months on this, meeting every Monday night.  There will be a soft launch for it in about 4 months… Who here can say they have experienced something like that?   Were you on the Task Force, or among those who got “The Big Solution”?  
     Bolsinger makes the point that we live in a rapidly changing world and we can no longer afford to operate at glacier speed. Adaptive leaders know it’s important to get started, so they begin to experiment in small ways.  If things go wrong, they learn from their mistakes and try again.  Experimenting in modest ways won’t take much money from the budget, or a lot of anyone’s time.  But remember, whatever is done must always be centered on your mission. 
      As Christians we know God is counting on us to get the word out.  We are his ambassadors, sent out into the places where we live, work, and enjoy down time.    We have numerous opportunities to have faith conversations or do special things for others in need.  But the church can play an important role in creating a time and place for relationships to form with those who don’t have a church, or even know God. 
     What if parents of young kids had free childcare provided each month so they could go on a group hike, or attend a selected community event?  Church members can form the core group and expand it until it is a friendship circle for fun and mutual support.  Down the road they may come to church.  For retirees we could offer a monthly hands-on project in Fellowship Hall.  Diverse choices would attract different people.  One time people could help cut fabric for making blankets, another time they could mend garments so they can be used in a Thrift Shop.  There could be a “We’ll fix your small appliance” day, or just a monthly free breakfast.  Plenty of people would enjoy that and they would welcome the company.  Friendships can form and faith matters can come up naturally as you visit.  A small group could decide to bake pies in the fall or make chili sauce in the winter at the church.  The recipient choices are endless: they could go to new parents, lonely neighbors, visitors to church, or to the first person you meet on the street.  Just put a nice note on the treat and the name and contact information for the church.     
      Our church, every church, would be blessed if led and encouraged by adaptive leaders. They remind us to pause and get the facts before we do anything else.  We need a good wide-angled balcony view as well as honest insights from those on the ground, both inside the church and especially outside of the church to know what needs exist that we can help meet. 
    We need to avoid the pull of inertia, which can have us walking around a broken-down vehicle, chin in hand, observing but never remediating anything.  And let’s help one another never get pulled into the paralysis of analysis, with task forces that create detail-laden plans but are not timely or easy to carry out in real life.
     Instead let’s consider the wisdom of small experiments, done strategically to meet identified needs.  It is low-cost, and the benefits to people can be felt right away.  If we stay passionately focused on our mission of helping people come to know God and experience His love, joy and truth. our church will grow. God’s kingdom will expand.  I believe we have that adaptive capacity and can advance forward.  Now is the time and we are the people God longs to empower and use.  Amen.

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