Communication Domains: Applications

Understanding that each congregation has their own unique cultural configuration is critical to assessment and intervention in leadership. Organizations seek and pursue goals through different preferences. Like a biological drive for food, sleep and physical connection, each relational system is driven to fulfill a one of three targets of meaning, action and connection.

The Communication Domains
A faith community that is oriented to “Meaning” (head) will seek to overtly deal with issues of identity, vision and values. They are comfortable with the language of theology, mission and vision.

Congregations with a comfort zone in “Action” (power) will seek an emphasis on movement and “how things get done.” Focused discussions on how, what, when, who, where and how things get done are preferred (along as it also leads to action).

Many of our smaller churches are more comfortable with a focus on “Connection” (heart) that seeks to increase nurture, caring and belonging.

Understanding your congregation’s blend of preferences is both important for assessment and planning a strategy of intervention. As I made this point at a workshop, a participant asked, “So what? How will this help me to turn my church around.” “Good question,” I answered!

Application
I responded by saying, "Let me answer by creating a context for applying these ideas." Assume that you go into a congregation and discover there is an over focus on relationships. The church has become insular and focused on “taking care of their own.” There is little on no meaningful outreach activity. You lead a new initiative that is announced from the pulpit focused on hospitality, becoming more invitational and an increase in community visibility. “What is not to like, right?” But the congregation is more concerned with effective pastoral care to existing members neglected by your predecessor. In response to the new initiatives, folk begin to complain about the lack of visitation to inactive members and shut-ins. You are accused of caring more about numbers and newcomers than the people who have held this church together over the generations. One person describes you as “ambitious,” but somehow it doesn’t feel like an affirmation.

The temptation as leaders is to name these dynamics as resistance to change. “This congregation is behind the times. They are a social club. They are too secular!” I have uttered all of these at one time or anther to my colleagues. While there may be some truth to these assessments, they miss the fact that the congregation is being consistent with their preferred culture. Without “buy in,” shifting interaction targets of a congregation will result in a vigorous “push back.”

Remember the primary target for this imaginary congregation is for all things that seek to increase connection and belonging. A failure to make this assessment and to include it in your intervention strategy will lead to conflict.

The same scenario can be played out with a congregation that has over-focused on meaning and believes the church structure is a sacred end to itself. They are less concerned with effectiveness of church governance than upholding tradition as an anchor to the past. In their experience, the tradition led to vitality and growth at one point in history. Attempts to improving the committee structure (Action) leads to entrenched resistance and being accused of “attempting to change things for the sake of change.”

The problem isn’t in the assessment of “we are here and need to be there!” The problem is in the process of how to join with a church, get “buy in” and implement a strategy of change through the path where folk already experience as sense of empowerment.

Choosing Your "On Ramp"
Think of a congregation’s primary communication preference as an on ramp to a different road. This tool is both an important assessment and intervention GPS. If you want to increase a sense of invitation and outreach (an identity shift), then highlighting the connection benefits to existing members will lessen resistance and make needed changes easier to understand, accept and implement. In essence you increase a new sense of identity by using the older identity as the on ramp to change. In one church I shifted a church growth program called Newcomers to Friendship Sunday. The name change resulted in a team of 12 leading and implementing this initiative. At the end of the day, existing relationships were strengthened and hospitality was extended to newcomers and friends.

Imagine another congregation where the primary focus is on action/power. God talk and appeals to a theologically driven visioning process doesn’t seem to inspire or push needed changes forward. Yet, a clear plan of action outlining expected results motivate folk to try new things with positive outcomes. Appeals to scripture and theology seem to be politely endured. A Pledge Drive using theology and scriptural tithing as the primary motivator and leverage point will be perceived as flying at 30,000 feet. This congregation needs ideas rooted in practicality.

Speaking a language of action that connects needed dollars with initiatives for the coming year will inspire and motivate increased giving. An old system called Budget Share is a good example of an alignment with an Action oriented culture. Of course in this example there are scriptural references, stewardship sermons and individual testimonies. But point of influence is located by connecting the dots between budget needs and ministry. Providing a Pledge Drive that frames giving with the need for action, power and practicality is congruent with the language and motivational drives of folk in the playing field of Action/Power. .

These three communication domains can also be used to assess and intervene with interpersonal dynamics. Subsystems often exist that are different than the primary culture of a congregation. A Ministry Team or Staff often prefers meaning while a congregation’s language is around connection. How to use preferences to create a bridge to new experiences, insights and growth is at the heart of leadership and congregational life.

The Main Points

• Polarizations can be avoided that arise when culture and communication preferences collide, by applying the concepts of communication and interaction domains.
• Potential resistance (folk being themselves) can be anticipated and decreased by meeting on the same playing field of communication.
• Understanding and targeting specific interaction needs that fuel engagement, inspiration and getting things done moves leadership from a draining chore to a fulfilling dance.