What are the principles that guide our actions? Today I would like to try to explain how we understand the role of strategy and structures.
The ZJPII creates a framework in which a path of discipleship is made possible. On the homepage of the Archdiocese of Vienna, the goal of the diocesan development process Acts 2.1 is described as follows: „The aim is to inspire more people for Christ. The focus is therefore on discipleship and mission, as well as on a new structure for parishes and ministries.“
It is therefore about discipleship and mission as well as structures that enable and support this discipleship and mission. We have adopted this orientation of the Archdiocese of Vienna. The structures have to serve discipleship and mission, not the other way around. This is often a challenge. There is an observable tendency in many organizations. Structures and strategies are developed to put into practice the vision and mission of an organization (in our case, to empower the unchurched for missionary discipleship). Over time, however, these structures tend to become independent and self-serving. Suddenly you get the impression that the vision and mission of an organization is to maintain the structures. You try to keep activities and events alive that were originally set up to implement the vision, even though they may no longer be relevant for that very vision and mission. And yet. You also need structures and strategies.
This is not a problem that needs to be solved, but a tension that needs to be maintained. First, this means that we need to develop an awareness and understanding of these trends. For us, this primarily means the following. On the one hand, we always try to check our structures, events, ministries, programs, etc. for vision and mission suitability: do these things, which in the end are means, help to fulfill the vision and mission? At the same time, we try to rely principally on empowered and inspired teams that are given as much freedom as possible. It is less of a top-down approach. Instead, there is a framework within which teams can focus on a goal. This promotes leadership and personal responsibility and helps the team members to grow and develop themselves and their talents.
This in turn requires two things. Firstly, that the teams not only accept the vision of the organization, parish, community etc., but also actively support it. And secondly, that there is a strong culture of shared values. Where this is successful, it is possible to let go of control, which in turn promotes growth in every respect.
The culture is shaped by values that are anchored in people’s hearts. Here the following applies, „culture eats strategy for breakfast.“ (Peter Drucker) I can have the best strategies and the most beautiful visions. But if the people in the church live completely different values, then neither the strategy nor the vision will be of any use. If, for example, we say that we would like to be a missionary church, but we are actually a small group of insiders where it is extremely difficult for an outsider to get in, then you will not be missionary, no matter what your proposed strategy. A shared vision and shared values will never be perfect, and we ourselves have a lot to learn and work on here. But it’s wonderful to see the fruits of this when we succeed.
