Foundational Value #5
5. BE VISIONARY
YWAM is called to be visionary, continually receiving, nurturing and releasing fresh vision from God. We support the pioneering of new ministries and methods, always willing to be radical in order to be relevant to every generation, people group, and sphere of society. We believe that the apostolic call of YWAM requires the integration of spiritual eldership, freedom in the Spirit and relationship, centered on the Word of God.
There is a story that I have heard in various version floating around YWAM throughout my years of serving. It is told that many years ago an organizational expert came to study YWAM and its incredible growth, hoping to learn something of what made us successful. As the story goes, after much studying, the expert left baffled and told Loren not to change a thing, as it shouldn't be working at all, so messing with it might bring the whole thing down.
I don't know if this story is true, but as someone who is fascinated with organizational development, I can see how the old school understanding of success would not apply to YWAM. Now, things that have been a part of YWAM's DNA since the beginning are being introduced to the larger organizational world as cutting edge developments (such as decentralized networking, relational authority structures, etc.). I believe YWAM achieved this because of our commitment being Spirit led through our Foundational Value #5.
While the language of the value, in my opinion, seems to be trying to sound marketable and spiritual at the same time, through the organizations willingness to step outside the box through creativity and the leading of God, we have unknowingly discovered powerful dynamics for the health and growth of our mission (and the larger Body of Christ). Of all the influences in my faith journey that have shaped the way I approach ministry, leadership and missional community, the area of organizational learning and development, as well as systems thinking (as it was being explored in business leadership) has played a significant part in my missional formation. I am not referring to the Donald Trump power types, but rather authors and practitioners like Peter Senge (of "The Fifth Discipline" fame) and the late Peter Drucker. They often articulated a future for organizations (both for-profit and non-profit) that inspired me to believe that the there was some deep wisdom, integrity and hope in these fields. I thought I would go over just some of the lessons I have learned from them, especially as they apply to being communities of faith in an age of liminality.
While many people in YWAM acknowledge that change is inevitable, too many either cling to the current state of things or idealize the forms of the past as though it is sacrosanct. Many even see this inevitable change as the proof for their already negative eschatology- the world is heading for destruction, so change is negative proof of that movement. Often this is due to a perceived threat against the foundational values that they believe must remain unchanged. However, too often unexamined worldviews integrate cultural or sociological values with the foundational values of our mission and faith or we equate forms and expressions that were once relevant as the values themselves.
If we are able to be more intentional about examining these dynamics, not only would be lose the sense of fear that this change brings, but suddenly it becomes an opportunity. Further, we need approach our missional and even ecclesiological models with a commitment to try and predict and adapt to that change. There is an increasing amount of time, energy and resources be invested into sustaining and maintaining old strategies and models as though there is a "right one" that we must seek to perfect, rather than intentionally embracing the inevitable wave of change that has not stopped since Creation and that is at the core of our YWAM DNA. This is not to say there is not a risk of being driven by every passing fad or trend, as this can be and has been a problem.
Throughout history, those people who have most significantly shaped the ongoing journey of missions have not simply responded to change, but have often been the agents of change- making change, not just managing it. This process, which includes what Drucker has brilliant called "systematic planned abandonment", requires that much of our resources and emphasis needs to be free to organically move away from those areas that no longer serve toward that which is more essential. Again, this is not say this can be done easily, as novelty and popularity can be poor measures of what deserves our attention. However, if we are intentional and careful about change, to the point where we embrace even "planned abandonment", this process could revolutionize our missional expressions.
This requires, however, that we be willing to regularly and even brutally evaluate every aspect of how we do things. Even in our foundational values, we should be willing to openly wrestle with them, challenging ourselves to engage them. While many of them may never change, we cannot but be strengthened in the process. Another challenge, even for those who are committed to this approach, is that we do not let go of things soon enough. If we wait until something is largely irrelevant or unfruitful, we allow crisis and necessity to shape the alternatives rather than vision, creativity and intentionality.
The Western world is so entrenched in problem solving that we often allow it to define our worldview, stopping us in a pattern of mechanistic maintainence rather than organic conception. Creativity and innovation invite us to actively look for change with excited anticipation as we seek to find opportunities to exploit that change for God's greater purposes. This isn't just a fanciful idea, but a call for organized, intentional commitment which will require hard work. Drucker points out in several of his books that we learn to be mindful of the following in all the spheres of influence: unexpected successes and failures; disparity between expectations and actual results; changes in worldview or values in the surrounding culture; change in demographics; new knowledge/discoveries (scientific, non-scientific, etc.).
Every circumstance, both positive and negative, must be taken very seriously, even those that may seem insignificant. Not all will be the seedbed for change, but none should left unexamined and processed. Again, novelty may be paraded as innovation, but so too might innovation be dismissed as novelty. Many people reject the YWAM (or at least misunderstand and thus dismiss it) due to the assumption that it is a missions agency for doers not thinkers. While there are elements of truth in this critique, it represents a minor fraction of the greater potential. Therefore, we can't be afraid to risk experiments, requiring a humility to get things wrong and try again, willingness to invest in those few in our ranks who are called and gifted to see these dynamics at work. This will require more than just commitment, it will require resources, some of which may be lost as a result. However, we cannot afford not to.
When we are able to embrace this culture of change and liminality, willing to do the work, take the risks and pay the price, we will also be free to extend that freedom and expectation to more people, people who, under current systems of protectionism, might not be considered. Suddenly the opportunities present themselves as widely as the people represented in our communities, sharing the work and potential of innovation with many more.
Is there a place for continuity? Of course, especially where people are involved. People are not so much afraid of change as they are at how that change is introduced, as they most often bear the brunt of the realities as a result. Therefore, commitment to community, relationships, open communication, trust, mutual responsibility and our foundational values and vision must never be sacraficed in the name of innovative change. Rather, by strengthening these areas, people will have the safety and confidence to step out in other areas, knowing their place is secure and that they won't be "left behind" in the process. Therefore, in our pursuit of community, we must always celebrate unique individuality and group diversity. That which is to offer the security and predictability that our communities needs must be value based, not form or model based.
Overall, those who find themselve in leadership roles in this process must always work to maintain this two-fold emphasis: welcoming, embracing and exploiting change, while always valuing, serving and investing in the people within our communities. We must be intentional about examining our assumptions and models, planning for change with positive anticipation. We must organize for improvement rather than sustaining static systems. We must find opportunities and release people into them rather than be distracted by putting out fires. We must protect and promote the foundational values and vision of our mission as beakon of continuity amid the change. We cannot manage change, we can only try to be ahead of it, exploit it, meet it. Creating this kind of community will be difficult and costly. However, we cannot afford the price that is being exacted for not pursuing.
