14 Points Toward Ongoing Church Reform
Often, if we pay attention, we see and hear bodies and disciplines outside the Church using our insights and methods to good advantage. After hearing an interview on National Radio about the 14 points of Management as enunciated by W Edwards Deming, who helped rebuild the Japanese economy after World War II, I thought that maybe the science of economics has something to teach us as we face the challenge of a changing Church. These ideas were designed for industry to create and maintain maximum efficiency. Variation was seen as the enemy by Deming. For Christians disunity is the enemy. I would also count as enemies hypocrisy, fatalism and cynicism.
When we look at the verbs used in the 14 Points we can see an obligation on the manager to take initiatives. He cannot be a man who falls victim to negative influences but rather seeks to act against them. Deming’s imperatives instruct the manager not to be an overseer or taskmaster but to be a true leader with vision and courage. This is apparent when the verbs are listed: create-adopt-cease-move towards-improve-institute-institute-drive-out-break-down-eliminate-eliminate-remove-institute. Only the fourteenth point, significantly, does not place an onus on the manager and qualifies the previous thirteen points, “The transformation is everyone’s job”.
Transformation is not a revolution. Deming was not looking to recast Japanese society totally but to remodel its industrial and management processes. A distinction must be made between reform and revolution. In the former the old state of affairs is renewed from within and ultimately transformed although in continuity with that which preceded it. The latter is a radical change which creates essentially a new reality. In this change there is effectively a new creation. In terms of Church history the work of Saints Francis and Dominic can be seen as reform while the Reformation, in the countries where it prevailed, was revolutionary. The application of Deming’s principles would not be to create a new revolutionary church but a transformed Church involving existing people and structures but realigning power structures and focusing mission. For the Church the revolution of the resurrection can be the final goal.
Each commentary is followed by Scripture quotes. This shows that the early Church had at its disposal an ideal resource in the Bible for establishing and maintaining an organization consistent with Deming’s ideas. Maybe he was even affected by them!
1. “Create constancy of purpose towards improvement”
At heart this is a question of vision. The impetus behind a purpose of improvement is a higher value. In the case of Deming it might be the value of quality. Such a value transcends the identity of the collective and draws it on. This desire for self-transcendence means that the participation of the managers and workers becomes not just a question of productivity but of identity. The organization serves something or someone beyond itself and the desire to improve finds its motivation there. The purpose ultimately feeds on itself as the improvements are made and the identity is affirmed the greater the desire to continue the process of improvement.
The manager therefore should always be looking toward the long term and not be satisfied with short-term reactions or expediency. Occasional mistakes or missteps should not derail the strategy and plan of the Parish. The constant purpose of the priest in liturgy and administration with an eye to improvement means that the parish and its staff are not going to stagnate. Hopefully this desire to improve will catch on with the parishioners who will also strive to make their parish a more faithful, loving and hospitable community.
Rev 21:1-3 “Then I saw a new heaven and a new earth; for the first heaven and the first earth had passed away, and the sea was no more. And I was the holy city, the new Jerusalem, coming down out from heaven from god, prepared as a bride adorned for her husband.”
1 Cor 9:24 “Do you not know that in a race the runners all compete, but only one receives the prize? Run in such a way that you may win it.”
Heb 3:12-14 “Take care, brothers and sisters, that one of you may have an evil, unbelieving heart that turns away from the living God. But exhort one another every day, as long as it is called “today,” so that no one of you may be hardened by the deceitfulness of sin. For we have become partners in Christ, if only we hold our first confidence firm to the end.”
Phil 3: 12-14, “Not that I have already reached this or have already reached the goal; but I press on to make it my own, because Christ Jesus has made me his own. Beloved, I do not consider that I have made it my own; but this one thing I do: forgetting what lies behind and straining forward to what lies ahead, I press on toward the goal for the prize of the heavenly call of God in Christ Jesus.”
2. “Adopt the new philosophy”
Since Vatican II, the most recent reform of the Catholic Church, was a conservative reform with the intention of getting the Church back in touch with its first inspiration and Mission, it was at the same time a radical reform. This is because Jesus challenged and subverted the human structures of the time that were not in conformity with the Father’s will. Thus, the Church at almost 2,000 years old was asked to return to its primary sources. Such a change is always going to be difficult to do for an organization that is 100 years old let alone 2000. The new philosophy is therefore an attitude rather than a concrete set of directives. The management are not always sure what will happen because the inspiration and energy of the original vision was so powerful in the first place.
We can apply this to the intentions and the spirit of Vatican II. The main principles being that the paradigm of baptism is adult baptism, the Church is the People of God, the Church must engage with and empathize with the world and that all of us are called to holiness. All of these have implications far beyond the present and the short or medium term. The management, even though it cannot see what exactly the fruit of the reform will be, has to trust that the philosophy is a sound structure and that the reform will yield fruit even when the times get tough. To do otherwise is to lose faith in the reform and to compromise or go backwards which will end in failure.
Lk 5:37-38 “And no one puts new wine into old wineskins; otherwise the new wine will burst the skins and will be spilled, and the skins will be destroyed. But new wine must be put into fresh wineskins.”
3. “Cease dependence on inspection”
Dependence on inspection, or he gaining of permission radically inhibits the dynamism of an organization. It also derails the principle of subsidiarity whereby the person closest to the problem is the one who should deal with it. Two problems are apparent: Firstly, people who must wait for inspection or permission lose ownership of their local situation and leave problem solving to others. They decline to take initiatives and wait to be asked to accomplish tasks which may be self-evident. Secondly, people who lose confidence in the management structure are tempted to either leave the organization altogether or set up structures within the structure to suit themselves. This naturally enough this causes tension as those who wait for permission resent those who grant themselves license and those who initiate new structures are frustrated with the larger structure.
This relates to enabling and encouraging lay participation. To empower people in the parish to take legitimate initiatives, to pray and work without the need to be supervised personally by the priest, is a laudable objective. It means that the priests will have to end being control freaks and that the people will not always wait for “Father” to come up with all the ideas. Just because the priest is not there doesn’t mean that the activity is less Catholic. The concept of the sensus fidelium underpins this concept. This means that the people themselves have an awareness of what it means to be Catholic which is predictable since they are as much Church as are the hierarchy.
The reputation of the Church in the past decades has been that it is authoritarian in its approach. However, a closer look will reveal that it is demand based. The priests respond to the desires of the people and seek to meet their needs. Since the people wish to be Catholic they are open to the priest and his teaching about what it means to be Catholic so they can undersand it more profoundly. At the same time the priest is open to learning from them.
LK 9:49-50 “John answered, “Master, we saw someone casting out demons in your name, and we tried to stop him, because he does not follow with us.” But Jesus said to him, “Do not stop him; for whoever is not against you is for you.”
Mtt 24: 45-47 “Who then is the faithful and wise slave, whom his master has put in charge of his household, to give the other slaves their allowance of food at the proper time? Blessed is that slave whom his master will find at work when he arrives. Truly I tell you, he will put that one in charge of all his possessions.”
4. “Move towards a single supplier for any one item.”
The Church is like a sacrament, or living sign of Christ who in turn is the living sign of God the Father. Therefore, the church is limited to Christ but God is not limited to the Church. Christ is the supplier of grace and our salvation. The Church cannot be tempted to yield to other forms of spirituality or prayer which are contrary to the Gospel. This will cause conflict and confusion since the people all need to work towards the same goal.
Lk 16:13 “No slave can serve two masters; for a slave will either hate the one and love the other, or be devoted to the one and despise the other.”
Gal 1:7b-8 “there are some who are confusing you and want to pervert the gospel of Christ. But even if we or an angel from heaven should proclaim to you a gospel contrary to the gospel contrary to what we proclaimed to you, let that one be accursed”
Mtt 23:8-12 “But you are not to be called rabbi, for you have one teacher, and you are all students. And call no one on your father on earth, for you have one Father-the one in heaven. Nor are you to be called instructors, for you have one instructor, the Messiah. The greatest among you will be your servant. All who exalt themselves will be humbled, and all who humble themselves will be exalted.”
And
Eph 4:4-6 “There is one body and one Spirit, just as you were called to the one hope of your calling, one Lord , one faith, one baptism, one God and Father of all, who is above all and through all and in all.”
5. “Improve constantly and forever.”
This principle looks very much like the first. The purpose of improvement must be manifest in action. To constantly improve saves the trauma of sporadic and occasional reform. This is different from the ongoing revolution of Mao as it is not imposed on the people but emerges from the desire for transformation.
The reform of Vatican II has only really just begun. It took forty years to get over the shock of having a Council and now we can start getting on with the real work. The Church is always in need of reform and this will certainly be the case for our life time. If the need to improve is embraced the results will be apparent in our own lives and in the lives of others. The Church in New Zealand is at a precious stage of its growth. For most of its existence it was informed by first French and then Irish history and experience. It now has the opportunity to grow according to its own identity in an organic fashion rather than periodically shedding its exoskeleton. For this to happen the members of the Church need to strive constantly to implement the vision of the Council and its reforms.
Mtt 5:48 “Be perfect, therefore, as your heavenly Father is perfect.”
Rom 14:17-19 “For the kingdom of God is not food an drink but righteousness and peace and joy in the Holy Spirit. The one who thus serves Christ is acceptable to God and has human approval. Let us then pursue what makes for peace and for mutual upbuilding.”
And
Eph 4:15-16 “But speaking the truth in love, we must grow up in every way into him who I the head, into Christ, from whom the whole body, joined and knit together by every ligament with which it is equipped, as each part is working properly, promotes the body’s growth in building itself up in love.”
6. “Institute training on the job.”
This can be applied to preaching and the way in which we relate to and deal with others. To be truly collaborative, even if, on the face of it, it is inefficient will structure in continuity and a sharing of burdens. No one is indispensable. Since the training is on the job the danger of careerism is avoided as people get to employ their talents and skills rather than being promoted into them and then having to learn. By living what is preached we are training others also how to be as Church.
It is also important that the verb is institute. It is not necessary for the manager to do the training. If the skills base is wide enough and the workers are not dependant on inspection they are able to train one another.
1 Pet 5:1b-4 “I exhort the elders among you to tend the flock of God that is in your charge, exercising the oversight, not under compulsion but willingly, as God would have you do it-not for sordid gain but eagerly. Do not lord it over those in your charge, but be examples to the flock. And when the chief shepherd appears, you will win the crown of glory that never fades away.”
Also
Phil 3: 17 “Brothers and sisters, join in imitating me, and observe those who live according to the example you have in us.”
7. “Institute leadership”
There is a difference between leadership and mere supervision. The latter is quota and target based. The good manager cannot simply be satisfied with having solid numbers and “overseeing” the parish. The priest is a presence among the people not just inside but also outside of the Eucharist. As an ontological change the Sacrament of Holy Orders conforms the priest in persona Christi Capitis. It is not his function but his presence that is paramount. His preaching but also in his life in the parish is of the greatest importance. Occasionally the priest should be satisfied to do little but be present to events in the parish and community’s life. He does not always have to say grace.
The word “institute” again alerts us to the reality that the priest or manager is not the only one who leads. He may have a qualitative difference in terms of presence and role from the people but they are all capable of leading. To allow for this to happen the priest needs to be aware of the boundaries of his role and have the flexibility to let others lead even if on occasions he could do so himself. This is an integral part of training on the job.
Lk 22: 24-27 “A dispute also arose among them as to which one of them was to be regarded as the greatest. But he said to them, “The kings of the Gentiles lord it over them; and those in authority over them are called benefactors. But not so with you; rather the greatest among you must become like the youngest, and the leader like one who serves. For who greater, the one who is at the table or the one who serves? Is it not the one at the table? But I am among you as one who serves.”
Mk 5: 35-37 When it grew late, his disciples came to him and said, “This is a deserted place, and the hour I now very late; send them away so that they may go into the surrounding country and villages and but something for themselves to eat.” But he answered them, “You give them something to eat.”
8. “Drive out fear.”
Fear must be dealt with assertively by managers and it is primarily his responsibility. This applies to fear exerted on the people from above and among them as well as within the manager himself. The virtue of “fear of the Lord” is not a fear of punishment or judgment from some headmaster God. Rather it is awe at the mystery of God and the strong desire not to offend one who is so good and loving to me. Fear of change is natural and requires trust to overcome such obstacles. The manager has to establish a relationship based on trust before being able to get the people to move forward. This will not happen if the priest himself is captive to fear and will not make the first steps.
The last thing that our parishioners should do is fear the priest. Occasionally it is tempting to use fear to get people to act in their own interest but this must be avoided Even if the people get things wrong or are having trouble they need not fear the wrath of the priest but be encouraged to keep improving. Much of the resentment against the Church when people have had the Church instill fear in them either when they were at school or from the pulpit.
1 John 4:18 “There is no fear in love, but perfect love casts out fear; for fear has to do with punishment, and whoever fears has not reached perfection in love.”
2 Cor 2:3-4 “And I wrote as I did, so that when I came, I might not suffer pain from those who should have made me rejoice; for I am confident about all of you, that my joy would be of joy of all of you. For I wrote to you out of much distress and anguish of heart and with many tears, not to cause you pain, but to let you know the abundant love that I have for you.”
Rom 8:15 “For you did not receive a spirit of slavery to fall back into fear, but you have received a spirit of adoption”
9. “Break down barriers between departments.”
Barriers of any description impede the implementation of reform. Sectors of the organization will strive to find ways of exempting themselves from the sometimes arduous process of transformation. Barriers also do not allow for the flexibility demanded by the other points.
Barriers invite the danger of binary oppositions: winners and losers, Protestant and Catholic, conservative and liberal. This encourages rivalry and unhealthy competitiveness rather than people working together regardless of where they are in the organization. Any manager will be labeled as belonging to a particular group which will automatically diminish his effectiveness. The ensuing conflict with other managers who have identified with other factions results in internecine warfare which can be exploited by the more unscrupulous by gaining advantage purely for political motives.
For the Church we need to break down barriers within the Church and with other churches. Other religions also need to be acknowledged in the areas in which we can work together. To be brave enough to do this the Church needs to be aware of what is important and what is not. It has a tendency to work on historical problems rather than those of the church today. In this sense it has to break down barriers to living in the present either by remaining in the past or moving too quickly into a perceived future.
Another factor is the reality that the local church is the Diocese and not the parish. However, the idea of the “internal customer” means that we strive to look after all communities and groups of the faithful with regard to their needs rather than exploiting their good will or sacrificing smaller communities for the sake of bigger ones. The key term for the priest or manager is complementarity.
1 Cor 1:10 “Now I appeal to you, brothers and sisters, by the name of our Lord Jesus Christ, that all of you be in agreement and that there be no divisions among you, but that you be united in the same mind and the same purpose.”
Gal 3:28 “There is no longer Jew or Greek, there is no longer slave or free, there is no longer male and female; for all of you are one in Christ Jesus.
Jn 1720 “I ask not only on behalf of these, but also on behalf of those who will believe in me through their word, that they may all be one. As you, Father, re in me and I am in you, may they also be in us, so that the world may believe that you have sent me.”
10. “Eliminate slogans”
“...it’s not people who make the most mistakes-it’s the process they are working within. Harassing the workforce without improving the processes they use is counter productive.” This, applied to the Church, can tell us not to motivate people without considering the bigger picture of how I actually work with them and the process of decision making in the parish. A priest can be in danger of having the people tell him what they think he wants to hear or of waiting till he evinces an opinion before speaking their minds.
1 Cor 1:3 “For it has been reported to me by Chloe’s people that there are quarrels among you, my brothers and sisters. What I mean is that each of you says, “I belong to Paul,” or “I belong to Apollos,’ or “I belong to Christ.” Has Christ been divided?
11. “Eliminate management by objectives.”
This speaks of management not by managers but by objectives. Such an impersonal approach cannot take account of the variations in conditions faced by workers. Staff are burnt out by expectations and targets that often are impossible to meet. Rather than admit failure or burn out the individuals trickle away leaving a greater burden on the staff who remain. Consequently, this leads to a greater chance of that group leaving also. The ability of managers to establish healthy ongoing relationships with motivated staff is always going to bring about the optimal result.
The Church needs to ask itself are there unspoken, implicit or explicit targets in the parish? Does this encourage people to work in such away that the quality of education, catechesis or liturgy is impaired? Often we are oppressed by the mass-count from last year or the planned giving total. Such an approach is concerned with transformation but simply what will produce the best results in the short term. This will always be damaging as the intention of the reform is not primarily about numbers but the conforming of the church to the Mission given it by Christ.
Mtt 6:34 “So do not worry about tomorrow, for tomorrow will bring worries of its own. Today’ trouble is enough for today.”
Lk 15:7 “Just so I tell you, there will be more joy in heaven over one sinner who repents than over ninety-nine righteous persons who need no repentance.”
12. “Remove barriers to pride of workmanship”
Barriers to pride of workmanship occur when workers are alienated from the product and treated as machines. If they participate in the vision of the whole they will see how their respective efforts fit in. Isolating sections of the work force and compartmentalizing them will serve to reinforce a situation where the workers and the management regard each other with jealousy and hostility.
This can be effected by continually praising and thanking those who make efforts to forward the Kingdom of God. It is still important to affirm young people and the not so young. The worst possible scenario is that the parishioners become so discouraged that they give up and drift away. The enthusiasm of the pastor and the praising of a job well done cannot be underestimated.
1 Cor 3:5-9 “What then is Apollos? What is Paul? Servants through whom you came to believe, as the Lord assigned to each. I planted, Apollos watered, but God gave the growth. So neither the one who plants nor the one who waters is anything, but only God who gives the growth. The one who plants and the one who waters have a common purpose, and each will receive wages according to the labour of each. For we are God’s servants, working together; you are God’s field, God’s building.”
1 Thess 1:2-5 “We always give thanks to God for all of you and mention you in our prayers, constantly remembering before our God and Father your work of faith and labour of love and steadfastness of hope in our Lord Jesus Christ. For we know, brothers and sisters beloved by God that he has chosen you because our message of the gospel came to you not in word only, but also in power and in the Holy Spirit and with full conviction; just as you know what kind of persons we proved to be among you for your sake.”
13. “Institute education and self-improvement”
What does I mean to institute something? It means to initiate and to establish something as a part of the life of the institution. Ultimately it does not need to be questioned but is taken as a part of the way of life of those involved in the project. People throughout the Church should take it for granted that they will have self-improvement and ongoing education as a part of their lives both spiritually and professionally.
There is always a need for the priest to maintain his reading and to refresh his ideas. Priestly renewal prevents burnout and cynicism. It is a shame if a priest travels for the whole of his priestly ministry on what he learnt at the Seminary. If there is going to be ongoing improvement the priest will have to be open to improving and educating himself. If the priest does not know what he is talking about how can the people be expected to know?
2 Tim 3:14-17 “But as for you, continue in what you have learned and firmly believed, knowing from whom you learnt it, and how from childhood you have known the sacred writings that are able to instruct you for salvation through faith in Christ Jesus. All scripture is inspired by God and is useful for teaching, for reproof, for correction, and for training in righteousness, so that everyone who belongs to God may be proficient, equipped for every good work.”
Phil 4:8-9 “Finally beloved, whatever is true, whatever is honorable, whatever is pure, whatever is pleasing, whatever is commendable, if there is any excellence and if there is anything worthy of praise, think about these things. Keep on doing these things that you have learned and received and heard and seen in me, and the God of peace will be with you.”
14. “The transformation is everyone’s job.”
The scope of reform is open ended since the purpose of improvement is unending. This means that reform, if it is to be successful, must affect the whole of the organization. For the organization to be transformed the members of it also must be transformed according to the life and aims of the organization they constitute. The job of transformation must necessarily belong to everyone because they ultimately are the organization and the transformation in themselves. If the individuals change then the whole will change. The job of the manager is to inspire, facilitate and coordinate the change that is achieved by everyone working together.
For the Church this can be seen as another major principle of Vatican II. The individuals are Church together as the People of God. They cannot exist as church as individuals. It is a hierarchical communion so there is a reality of the bishops and priests leading but they do so through service. They are also primarily oriented to the welfare of the Church itself while the primary orientation of the laity is towards the world. The priests and laity complement and support each other rather than compete for power, status or prestige. The reform of the Church therefore belongs to everybody.
1 Peter 2:9 “But you are a chosen race, a royal priesthood, a holy nation, God’s own people, in order that you proclaim the mighty acts of him who called you out of darkness into his own marvelous light.”
2 Cor 3:17-18 “And all of us, with unveiled faces, seeing the glory of the Lord as though reflected in a mirror, are being transformed into the same image from one degree of glory to another; for this comes from the Lord, the Spirit.
“Deming has been criticized for putting forward a set of goals without providing any tools for managers (priests) to use to reach those goals (just the problem he identified in point 10). His inevitable response to the question was: “You’re the manager (priest), you figure it out””
The letters of Paul as he strove to organize and manage his churches from a distance are especially helpful in seeing how modern principles of management and church reform can learn from each other. The danger for the manager/priest is that he becomes timorous. Held captive by the fear of failure, he becomes paralyzed and implements his tasks by using authority in rigid and unproductive ways. 2 Timothy is an excellent example of Paul exhorting his deputy not to lose sight of the vision and to keep striving despite opposition:
“...I remind you to rekindle the gift of God that is within you through the laying on of my hands; for God did not give us a spirit of cowardice, but rather a spirit of power and of love and of self-discipline(1:6b-7)...Hold to the standard of sound teaching that you have heard from me, in the faith and love that are in Christ Jesus. Guard the good treasure entrusted to you, with the help of the Holy Spirit living in us(1:13-14)...No one serving in the army gets entangled in everyday affairs; the soldier’s aim is to please the enlisting officer(2:4)...Do your best to present yourself to God as one approved by him, a worker who has no need to be ashamed, rightly explaining the word of truth.(2:15)...Shun youthful passions and pursue righteousness, faith, love and peace, along with those who call on the Lord from a pure heart. Have nothing to do with stupid and senseless controversies; you know that they breed quarrels. And the Lord’s servant must not be quarrelsome but kindly to everyone, an apt teacher, patient, correction opponents with gentleness(2:22-25)...as for you, continue in what you have learned and firmly believed, knowing from whom you learnt it(3:14)...I solemnly urge you: proclaim the message; be persistent whether the time is favorable or unfavorable; convince, rebuke and encourage, with the utmost patience in teaching(4:1b-2)...As for you, always be sober, endure suffering, do the work of an evangelist, carry out your ministry fully.”
Material for this article was taken from the webpage: http://www.hci.com.au/hcisite2/articles/deming.htm
