We are often tempted to think that diversity is a modern term and that it is related to a community’s racial or cultural mix. However it has been around for many years and diversity can be related to activities as well. Wherever the Army Flag is flown you will find a diversity of work and effort that seems contrary to the one allegiance that is expressed by the ‘S’s on the collar’. But it is this spreading of the responsibility that has brought great benefits (and financial profits to support the Welfare work) across the States and indeed many places around the world. However it is more about the fact that there is devolution of authority down through the various levels of the organisation. There is nothing new or magic about this; there is a narrative in the Old Testament where The Hebrews had to rebuild the walls of Jerusalem to protect themselves from attack and it was decreed that each family would repair the wall that was closest to his house. Job done and all the people benefited. The early Army structure of responsibility was such that it was more vertical than horizontal and the further we get away from William Booth, who championed the ultimate vertical management structure, the more the responsibility flattens out in a horizontal manner with the benefits flowing to the whole organisation. Of course there are times when this may not be the case and an individual has to be aware of the impact on the whole organisation however it can happen. (red the latest issue of Priority and the Officers in their Tent Ministry in Alaska)
Organise to Improvise
One of the reasons that the Army is perceived as the most effective organisation in the states is the lack of this downward thrust of authority. At each level of responsibility you have this freedom to improvise. Yes there are principles and values that have to be observed and adhered to but there is always the encouragement to improvise with the basic understanding that if we always do what we always do we will always get what we have always got. Over many years all round the world the Army has been leading Social Welfare reforms, so much so that William Booths landmark narrative on the social conditions of his day, ‘In Darkest England and the Way Out’, was reprinted 100 years later as a text book for the Social Welfare course in a well known London University.
A quote is used that comes from the pen of the author of a management book called ‘Leading the Revolution’ and he says ‘In this new age a company that is evolving slowly is already on the way to extinction’.
Spread the responsibility, share the profits In various degrees this has been the catch cry of the Army revolutionise or fossilise. It has had its Glory days and its other days but everything is cyclical and this desire to improvise will keep it at the forefront of many of its activities long into the future.
Act with Audacity
Throughout its History the Salvo’s in so many places have been ahead of the field and a sense of the bold and dramatic has been a ‘hall mark’. From the time the early day Officer was carried in a coffin into the local market square, waited until a crowd had gathered and then jumped out to preach about the ‘Wages of Sin’ to Major Alida Bosshardt in Amsterdam who went and lived in a house alongside the brothels so that she could be a help to them if they needed it. Being bold and audacious can also be a sign that you are ahead of all the others who are waiting to get all the data in so that they can make a ‘responsible’ decision..
Make Joy Count
What can we say throughout its history and right up to the present day the Salvation Army has known how to celebrate. I suppose that it is often seen with musical sections but there is a wider aspect that is seen more as Public Relations. Over the years this aspect of the Salvation Army has been refined to almost an art form where in telling the story we encourage non Salvationists to support our work, but underlying all that is the joy that is expressed in serving others irrespective of race, creed or colour. There are many tears shed in telling some of the harrowing stories of the Army’s work but all the time is the almost incomprehensible joy of actually making a difference in the world.
If the Army can give one thing to the wider church life, or the corporate community as they come to terms with what makes an organisation effective, it is the simple understanding that it is possible to enjoy what they do. In all organisations there will be times when it is tough but if you can see the wider picture of the Army’s lessons to the world it is that it is having a good time.
This is the sort of thing that needs to be added to as experience and history roll into the future of an organisation. I am very aware that where I am at the moment in my particular position, I am laying down a tradition and background for the future. I realise that more than raising funds for various organisations, is the importance of setting down process and procedures that will last into the future when the culture changes to accept fundraising as a profession much as it has been accepted in the States. Until then I will need to keep putting into practice these lessons learned in the Salvation Army and continue to make a difference in the world.
FletchPeter Fletcher
Former
Australia
5 comments:
As I read your article I recalled the management style of Jan Carlzon, former President of SAS (Scandinavian Airlines), whose assistant is an active salvationist, Stockholm Temple Corps, and who last week visited TSA in Latvia; Easter mission visit.
... the flat organizational structure, delegation processes and empowerment of employees adopted at SAS also led to Carlzon writing a book, Tear the Pyramids Down. (horizontal authority-delegation) The American Management Association, in their 75th anniversary issue of their magazine in 1998 called this one of the most important developments in management of the 20th century.
at least in my experience in the US, I wouldn't describe the organizational structure as horizontal. As an example, a recent building project brought 100 change orders that each had to go from the corps officer to the divisional headquarters to THQ and then back to the division before it arrived back where it had started. That's vertical.
US active
USA leadership is too vertical and I see much
of the micro-managing. Too many officers have their hands tied and the Army is not as efficient as it could be. Why is this happening? Too many big heads and the over use of "control". If officers cannot be trusted in social programs and corps operation then they should be dealt with and instructed properly of what is expected. If an officer is incompetent or untrustworthy those situations need to be addressed. If an officer is capable and trustworthy , leave them alone!
A few years ago an ARC officer was in charge of the Boston ARC. He was a very capable and talented officer who made millions for the Army. The ARC Commander began to become overbearing and demanding. The ARC officer tossed all of the ARC keys down on the Commander's desk and said "Here, you run the place"!
Over the years I have observed many great leaders in the Army in the Eastern Territory. Robert Watson, Israel Gaither, and William Francis Francis are among a few. Retirement is around the corner for two of these Commissioners and Robert Watson has been retired for a few years. Let us hope and pray for godly men like them that will be placed in the proper positions where God will use them and bless the Army and the world.
USA East former
Being a 'Former' is never going to give me the right to 'tell the Army what to do'; neither does it give me the right to highlight the reasons for my status as being the problem with the army. One of the most significant quotes that have come out of this forum for me has been something that of Cadet James Baldwin from USA East a few months ago when he said "The price one pays for pursuing any profession is an intimate knowledge of it's ugly side". I felt that this was a great comment because it is all too easy to be wrapped up in our flags and hallelujah's and forget that we are dealing with people who are imperfect, struggling with many emotions, and whose goals and ambitions vary as much as black and white.
However we look at what many have described as the 'ugly side' that they have experienced, I think that the real ugly side is that so many people have failed to see the big picture of what we are involved in as an Army. Yes of course we have our ultimate Goals of people's salvation and one of our methods has been in making peoples welfare better, 'heart to God and hand to man stuff' but what this book and Peter Druckers words talked to me of, was that he was able to see from 'outside' not only what our 'Big Picture' was but how it happens over an organisation.
We do the army a great disservice by simply saying '... but in my case...'. I am tempted to think that the Ugly Side of our movement is that we look at the small picture as we choose to know it without exploring how we fit into the big picture. Incidentally this is not a unique Army problem but one that besets every profession at some time. Many of us have had experience of trying to develop mens shelters in suburbia when all of a sudden the supportive people have turned and said 'But not in my street you won't'.
It is great that we can all look back to officers who became great leaders (which also requires definition) and name them for perpetuity, but if we then have to simply 'hope and pray' for others to take their place I would sincerely suggest that we are adding to the problem of leadership rather than solving it.
I have no doubt that there have been people like us as far back as our history books tell us who have asked the same question who is going to fill these great leaders shoes and left it at that. If these Great Leaders have not developed in other people skills and attitudes to replicate themselves then it is questionable if we should attach the word 'great' to them.
We all have our reasons for being part of this Blog and they are all valid, and my intention is never to quell argument and vigorous discussion but I would find it tremendously encouraging if I could sense that even we formers could see a big picture exciting future and support it for the benefit of the whole army and in so doing stem the tide of officers swelling our ranks.
I am sure that James Baldwin was responding to people who had felt harshly treated by individuals or even a political process within the Army but for me the 'Ugly Side' will always be the failure to see the big picture of what the Army is on about. Encouraging and supporting people into the Kingdom; into a better practical and emotional way of life; into a better relationship with each other; and .. into a more fulfilling ministry with the Salvation Army, as Soldiers, as Officers (active, retired and former) as adherents as clients and even the hangers on.
Many years ago J B Phillips caused a storm with his book 'Your God is too Small', I am waiting for someone to write the book 'Your Army is too Small' Go and do something about it.
Cheers
I would have to disagree with your statement, Fletch, "but if we then have to simply hope and pray for others to take their place I would sincerely suggest that we are adding to the problem of leadership rather than solving it". Maybe you have misunderstood or have some other reason why you stated this but hoping and praying is not a bad thing.As a former I have no or very little of any type of influence on leadership in The Salvation Army. My hopes and prayers are definitely good will and that should
be a good thing for leadership.
As far as these "great" men, they were great to me personally and many others.I could share many more leaders but my point was not to make a big list of leaders that I thought were great.
In the USA and beyond these men are well known for their strong leadership, development skills and the training of future leaders. I hope and pray that their will be future leaders like these great leaders.I hope that many other officers looked to them as examples.
The big picture and ugly side of things are a matter of opinion at times and of course The Salvation Army is made up of humans, so of course there will be disagreement and problems.
Some people have been treated cruel by leadership here and there but the work still continues and God will use a man or woman who dedicates themselves for service in His Name.
I am no longer an officer nor am I a soldier. I attend another church most of the time. I attend a corps perhaps once every 2-3 months and I have preached a few times at this corps. I am an employee of the Army and I enjoy my work helping some of the most down and out people that I have ever seen in my life. I help the homeless, the drunks, families. This is my part of serving the Lord and being a part of ministry and it is fulfilling. So, Fletch , this is my part of doing something. It may not have much to do with leadership directly but I am following the LEADER.
I think the book that you refer to is a very good book .
Blessings.
USA East former
Post a Comment