This document discusses leading a connected congregation through adaptive challenges. It defines a connected congregation as one that prioritizes relationships and shared values to build a strong, engaged community. Leading adaptive change in a congregation requires understanding that authority resides within the community. The leader's role is to collect information from the congregation, understand different perspectives, and facilitate dialogue and experiments to help the community adapt on its own terms to complex challenges, rather than imposing technical solutions. The goal is to mobilize the congregation to figure out solutions through respectful engagement and relationship-building.

1. LEADING
A
CONNECTED
CONGREGATION
Presented
by
Debra
Brosan
December
16,
2014
1

2. A
Connected
Congrega6on
is
A
connected
congrega9on
is
one
that
deeply
understands
the
meaning
of
community,
and
works
explicitly
to
build
a
strong,
meaningful
and
engaged
Jewish
community.
Connected
congrega9ons
priori9ze
rela9onships
and
shared
values,
and
align
all
aspects
of
ins9tu9onal
management
in
service
of
the
community.
Those
within
connected
congrega9ons
feel
a
sense
of
shared
ownership
and
responsibility
for
each
other
and
the
collec9ve,
and
are
empowered
to
contribute
their
ideas,
energy
and
resources.
2

3. Leading
a
Connected
Congrega9on
Takes:
! A
Systems
orienta9on
! “Teaming”
–
Leading
as
a
team,
in
partnership
! Clarity
on
the
type
of
Change
you
are
leading
! Leading
through
an
Adap9ve
Challenge
! Leading
as
doing
–
Holding
the
space
of
the
congrega9on,
mobilizing,
movement,
ac9on
and
reflec9on
! Connec9ng
while
leading
3

4. Our
Synagogues
Made
up
of
Systems
Society
Environment
Synagogue
Groups-­‐Fac6ons
CommiCee
Teams
Individual
©
2014
Debra
Brosan,
MA
OD,
ACC,
gestaltworks,
llc
4

5. They
can
oFen
be
messy
5

6. Or
not…
6

7. Developmental
Change
Occurs
when
a
synagogue
makes
an
improvement
to
the
current
way
of
doing
things.
Examples
are
improvements
of
board
and
commiWee
structures
or
small
changes
in
using
technology
to
support
mee9ngs.
It’s
in
the
synagogues
DNA
and
leaders
are
con9nually
addressing
developmental
change
in
some
way
to
stay
current
and
relevant.
©
2014
Debra
Brosan,
MA
OD,
ACC,
gestaltworks,
llc
7

8. Transi6onal
Change
Before
Transi9on
Aer
This
change
replaces
exis9ng
ways
of
doing
things,
which
are
completely
new
to
the
synagogue.
The
period
between
the
dismantling
the
old
way
and
the
implementa9on
of
the
new
way
is
called
the
Transi6onal
Phase.
©
2014
Debra
Brosan,
MA
OD,
ACC,
gestaltworks,
llc
8

9. Transforma6onal
Change
Before
Aer
This
is
a
complete
change,
it
is
congrega9on
wide,
impacts
everyone
and
creates
something
totally
different.
An
example
would
be
selling
the
building
and
crea9ng
an
online
presence.
Transforma9onal
change
occurs
aer
the
Transi6onal
Phase
and
may
invoke
Developmental.
However,
when
synagogues
are
faced
with
the
emergence
of
radically
different
expecta9ons
from
members,
resource
alloca9on,
genera9onal
changes,
unexpected
compe99on,
Developmental
and
Transi6onal
Change
may
not
offer
the
solu9ons
needed
to
sustain.
©
2014
Debra
Brosan,
MA
OD,
ACC,
gestaltworks,
llc
9

10. ADAPTIVE
LEADERSHIP
10

11. The
Condi6ons
for
Adap6ve
Leadership
• Leadership
happens
within
a
sea
of
change,
complexity,
and
uncertainly
• Changes
are
oen
Transi9onal/
Transforma9onal
• Congregants
are
open
and
you
can
mobilize
commitment
and
ac9on
while
working
through
change
• You
understand
risk
levels
and
have
tolerance
to
the
triggers
you
will
inevitably
spark
11

12. What
is
Adap6ve
Leadership?
• Adap9ve
Leadership
is
a
framework
for
leading
complex
change
-­‐-­‐
in
response
to
a
complex
challenge
• The
frame
provides
tools
to
help
navigate
the
complexi9es
of
organiza9onal
and
communal
life
12

13. Two
Types
Challenges
Technical
Problem:
! Clear
cut
and
can
be
fixed
easily
! You
can
apply
current
know-­‐how
! Developmental
Change
13

14. The
Classic
Error
Adap9ve
Challenge:
! Complex
issues,
a
dilemma,
no
set
procedures
or
policies,
nothing
in
the
past
like
it,
no
one
person
is
an
expert
! Transi9onal
and
Transforma9onal
Change
14

15. Treating
Adaptive Challenges
as if they were
Technical Problems
15

16. • Determine
if
the
challenge
is
Technical
or
Adap/ve
• Go
out
into
the
synagogue
and
collect
data
-­‐
Find
out
where
people
are
at
• Listen
to
the
Song
Beneath
the
Words
–
What’s
the
“why”
behind
the
“why”?
• Figure
out
where
authority
lives
and
the
poli9cs
of
the
situa9on
16
Get
On
The
Balcony

17. Be
On
The
Dance
Floor
• Address
change
by
understanding
people’s
priori9es,
beliefs,
habits,
and
loyal9es.
What
will
the
change
inspire
or
trigger?
• Dancing
requires
connec9on
and
dialogue
• Interven9ons:
low-­‐risk
experiments
for
posi9ve
gains
or
failures
17

18. Power
and
Authority
• Leadership
is
a
func9on
of
the
group
• Leaders
are
not
telling
the
system
what
to
do,
rather
asking
ques9ons
so
that
the
system
can
figure
out
what
to
do
• Leaders
influence
the
behavior
of
others
through
connec9on,
rela9onship
and
dialogue
18

19. Poli6cs
are
REAL
• Some
people
control
resources
($,
power)
and
because
of
that
define
goals
and
shape
the
direc9on
of
the
synagogue
• Leaders
oen
must
nego9ate
(sell,
get
buy-­‐in,
empower)
to
inspire
the
desired
change
and
vision
• Managing
poli9cs,
no
maWer
how
distasteful
that
may
seem,
is
essen9al
to
leading
adap9ve
change
19

20. Making
a
Leap
from
Idea
to
Ac6on
• Dialogue
• Collect
Data
• Transparency
• Communica9on
–
clarity,
persuasion
• Vision
for
the
change,
that
is
clear
and
easy
to
explain
(WHY)
• Facilita9ng
Skills
(HOW),
fostering
par9cipa9on,
elements
of
Community
Organizing
• Awareness
of
“Tolerance
for
Risk”
–
in
self,
others
and
organiza9onally
• Skills
in
leading
an
ins9tu9on
and
leading
a
community
• Interven9ons
for
Change
–
Experiments
20

21. Closing
Next
Steps:
A
liWle
assignment
will
be
in
your
inboxes.
What
would
you
like
us
to
drill
down
on
in
the
workshop
on
January
27th?
21