When I talk with church people about innovation, there is a
natural resistance or push-back, but I try to point out that the reason that
the Christian movement has not only survived but prospered over the years is the
willingness of believers to learn, grow, and innovate. Sometimes our sources for innovation are
found not in the church but in our culture.
In her new book, The New Science of Radical Innovation,
Sunnie Giles identifies principles that Silicon Valley companies (such as
Google) and Artificial Intelligence software programs use to succeed or
win. Here is each of the principles she
identified at Google.
First, employ self-organizing agents. The goal is to “hire the best people and get
out of their way.” At Google, managers
are urged to delegate as much as possible to the point of feeling some level of
discomfort. The company even encourages
employees to spend 20 percent of their time working on what they think will benefit
Google in the future.
Second, use simple rules.
Google uses loose guidelines for their self-organizing employees. What is our ethical guide? “Don’t be evil.” How do we allocate resources? Spend 70 percent on existing projects, 20
percent on emerging projects, and 10 percent on “moon-shot” projects. Keep it simple.
Third, allow for lots of trial and error. As Giles writes, “Success comes from
learning, and learning requires failures, which means success requires failures.” We only learn by taking risks.
Fourth, seek diversity of input. Google is sensitive to the fact that “homogeneity
in an organization breeds failure.” The
more points of view and experience we can focus on a project, the more potential
it has to be successful.
Fifth, seek general intelligence over narrow
intelligence. Specialists tend to be
experts in what is already known.
Generalists are in touch with present and emerging resources and their
implications for the future.
So how does this apply to the church or a not-for-profit
organization?
First, try to hire people who are passionate first and
skilled second. A person can learn skills,
but you can’t instill passion. Seek out
those who are enthusiastic about the mission, have a basic understanding of the
job that needs to be done, and want to do their best in the setting.
Second, empower staff members by freeing them from too many
policies, procedures, and meetings. When
you need rules, make them as simple as possible.
Third, give staff and laity the opportunity to pursue “holy
experiments.” The Spirit is constantly
opening doors for those who are perceptive.
We don’t always know what is on the other side, but we will never know
if we do not walk through.
Fourth, when assembling a team or a staff, seek as much
diversity as possible. This is true in
things like worship leadership as well. Those who are on the platform on Sunday
morning or who lead meetings reflect who is invested in church or
organization. If there are no women, no
ethnic persons, no age diversity, it says a lot.
Fifth, allow room for growth. There is much that needs to be done right
now, but what are we doing to prepare for the future? Are we so focused on the here and now that we
are not ready for the things that God has in store for us? Encourage both paid staff and volunteers to
be lifelong learners, investing at least a portion of their time thinking “outside
the box.”
Missional churches and organizations are called not only to
be faithful to their heritage but to be willing to try something new that will
further the Kingdom of God.
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