Rings of Decision-Making

 A 7-minute video of this lesson is available at the bottom of this post and this link.

Hierarchy Compared to a Fractal Structure

When a church operates in a hierarchical manner, the most common hallway conversations start with one or several of the following:

• "I'm always the last to know."

• "Why wasn't I consulted? I have valuable insights that could have helped, but no one ever asks for my opinion."

• "There's a lack of transparency in our church. It makes me feel like my role isn't important enough to be kept in the loop from the start."

Those comments are often a direct result of a church's leadership team taking a hierarchical, top-down, organizational approach to ministry.

Hierarchical Org. Chart

HIERARCHICAL DECISION-MAKING

We're all aware that in hierarchical organizations, decision-making flows top-down. Individuals or small groups make decisions for people below them, with the rationale being that these leaders possess the broadest view of the organization's goals and challenges.

The main advantages of this approach include clear accountability and efficiency in decision execution. However, it also leads to slower decision-making processes, reduced flexibility, and lower engagement among people in the lower ranks who feel their insights and knowledge are underutilized or ignored.

For example, in a large police department, the Chief of Police decides to change the rules for deploying K-9s after consulting with legal advisors and reviewing incident reports and community feedback.

Once the decision is made at the top, it cascades down through the organizational layers. The Chief of Police communicates the new policy to the Assistant Chiefs, who then relay the information to the Commanders of specialized units. The Commanders discuss the new rules with their Lieutenants. Lieutenants then brief the Sergeants. Finally, the sergeants give the new rules to the K-9 handlers.

This hierarchical approach ensures that the policy change is communicated efficiently down all the department levels. However, it may also limit the opportunity for immediate feedback from the K-9 handlers and frontline officers who have practical insights into the nuances of K-9 deployments. Their firsthand knowledge and concerns might be overlooked, affecting the policy's practicality and effectiveness in real-world situations.

The church, however, is an organism - we are the Body of Christ rather than a mere organization.

ORGANISM - NOT AN ORGANIZATION

The church, however, is an organism - we are the Body of Christ rather than a mere organization. Every believer is interconnected and functions in different parts of the body unified in purpose and action. Unlike an organization structured around rules, roles, and hierarchies, the church thrives with Christ as its head, growing organically through the guidance of the Holy Spirit, love, and mutual support. The church emphasizes the dynamic that each Christian contributes to its vitality and mission in the world.

At Newstart, our decisions and communication happen in a fractal structure where both are more decentralized and distributed across the teams and leaders. This model borrows from the concept of fractals in nature, where similar patterns repeat at every scale. This means that each team makes decisions best suited to their specific context while aligning with the church's values and objectives. The decision-making process in this structure is more circular or networked, allowing for greater participation and input. The advantages of a fractal approach include increased agility, innovation, and engagement, as people feel their contributions directly impact the church's direction.

RINGS OF DECISION-MAKING

Let me share how we make church decisions and the flow of communication in a fractal structure and give a few examples.

Ring 1: Core Impact Zone

The core impact zone is the teams and leaders the decision will directly impact. This is where the decision starts, unrefined and in its most authentic form. It's where immediate stakeholders – those who'll feel the first wave of impact – dissect, discuss, and contribute. This is the leader or team which will be most directly impacted. They are the core of the decision-making process for that particular decision.

Ring 2: Refinement Ring

Then, the decision being explored is taken to the refinement ring, where the teams and leaders indirectly affected offer a fresh perspective, unclouded by proximity to the decision's origin. Here, diverse insights refine and polish the decision, ensuring a more comprehensive understanding.

Ring 3: Extended Input Area

Moving further out to the Extended Input Area, two essential things happen. First, the decision can percolate, reaching those whose connection to the decision is more tangential. This ring is less about direct impact and more about informed awareness. It's like a heads-up, a 'just so you know,' giving teams and leaders time to be on the same page and get their questions pre-answered before a decision is made or announced, even if the decision doesn't alter their day-to-day ministry.

Second, and most importantly, the Core Impact Zone making the decision can get feedback that equips them to fill in any deficiencies.

I am always amazed that no matter how much thought, time, and effort has been put in by the first two rings, someone in the Extended Input Area always reveals something that can be proactively defused before the decision is made and communicated to the whole church.

Ring 4: Church-Wide Clarity

Eventually, if the decision impacts the entire church, it gets communicated as collective knowledge. At this stage, the decision is not just a decision but a part of church culture.

Summary and Examples:
Decision-making authority lies with the leaders and teams directly involved at the point of impact. This comes after they've integrated feedback and insights from the subsequent two concentric circles of engagement. Similarly, communication follows this pathway, ensuring it is refined and clear by the time it is disseminated throughout the entire church.

What if the Next-Gen Ministry team proposes moving 6-12th grade ministries from 1 ministry to two separate ministries: Jr. and Sr. High?

Ring 1: The Next Gen leadership team and their Equipping Pastor

Ring 2: The parents of 6th through 12th graders

Ring 3: All Spiritual Formation leaders and the full pastoral team

Ring 4: Church-wide communication of the decision

What if the Pastoral team wants to start a weeknight worship gathering?

Ring 1: The Worship Band Leader, Tech Team Leader, Children's ministry leaders, Hospitality Team leader, and the pastoral team

Ring 2: The people who serve on the teams of the leaders in Ring 1

Ring 3: A selected group of committed regular attendees

Ring 4: Church-wide communication of the decision

What if the Nursery wants to increase the adult-to-kid ratio from 1 adult for 4 kids to 1 adult per 3 kids?

Ring 1: The Nursery leader, the Equipping Pastor who serves the nursery team

Ring 2: The nursery workers

Ring 3: The decision is communicated to all nursery parents.

Ring 4: The decision is communicated church-wide.

The Non-Hierarchical Twist

This fractal approach to the Rings of Decision-Making and Communication is not about power or position; it's about relevance and impact. It reminds us that our voice matters, not because of where we stand on some organizational chart but because we participate in a ministry where the decision is being made.

You matter, your input matters. You may be the one making one decision for the church and the last to hear about a different decision made by a different ministry. Again, we make decisions and communicate in a way that best reflects us being the organized body of Christ and not a police department, academic, or government institution. This means that each team makes decisions best suited to their specific context while aligning with the church's values and objectives.

©2024 Greg McNichols, All rights reserved.