Notes from n*Rich (07.21.08)

Monday:

Assuming You Are Right – Andy Stanley

I.   Every organization operates off a list of assumptions.

   a)  Assumptions serve as the frame of reference for all your decisions

   b)  Five types of assumptions:

1. assumptions we are aware of  (i.e.- closed groups)
2. assumptions that we are unaware of
3. assumptions we have forgotten  (i.e. – people need to be taught to give)
4. assumptions that are true  (i.e. – students cluster)
5. assumptions that are untrue  (i.e. – if you build it they will come| all adults love to stand in rows and sing)

   c)  two ideas that drove our discussion:

1. Leaders must bring the underlying assumptions that drive company strategy into line with changes in the EXTERNAL ENVIRONMENT.
2. The assumptions a team has held the LONGEST or the most DEEPLY are the likeliest to be its undoing.  Some beliefs have come to appear so obvious that they are off limits for debate.

II.   One false assumption that we have embraced is:  Relevant environments are ENOUGH.

   a)  If you create a great environment for a specific age group, they will come and then come back and bring their friends.

   b)  The underlying assumption is that people stick to environments.

III.  New assumption:  People are drawn to environments; they stick to RELATIONSHIPS.

   a)  environment/experience is only one component of involvement.

(create) experience > (nurture) relationship > (ask) commitment

   b)  relationship questions to consider:

1. How do we transition people from experience to relationship sooner?
2. What does this mean for our foyer environments?
3. What are the obstacles to relationship in our current systems?
4. How do we leverage existing relational networks? (i.e. – neighborhoods, web networks)

   c)  commitment questions to consider:

1. Are we waiting too long to ask for commitment?
2. Are we assuming a relationship that doesn’t exist and asking too soon?
3. Have we commissioned our committed people as recruiters?

Conclusion:

• Continue to create great environments.
• Look for ways to nurture people’s relationship with your church
• Determine where and when in your model to ask for commitment.
• Don’t lose sight of your assumptions.

 

 

Lessons Learned from Catalyst and Woodward

1. consistently cast vision
2. work the model (new & different is not always better)
3. create a culture of giving
4. the right staff