sustain:if:able kiwi

engaging innovation in cultural change

As a Uniting College, we have a number of innovation projects that this year are moving from dream to reality.

We have a Certificate in Bible and Leadership for English as a Second Language. This began as a dream at the start of last year. Funding was obtained and by the middle of the year, a person appointed. After research and networking, at the start of this year they offered a trial topic. Seven students, from six different nationalities have begun.

We have a Big Year Out, designed to grow young adults in ministry and mission. Last year it was touch and go, with four students and a lot of learning. This year we have seven students and a much clearer idea of where we are going.

We have a Diploma of Ministry, with a specialisation in chaplaincy. This began back as a spark late in 2012 and since then we’ve offered an annual topic in the Theology and Practice of Chaplaincy. This year we’re about to graduate our first student, who has completed the entire course by distance, from New South Wales. It’s a great story of an innovation becoming a reality.

Together, these programmes are changing the shape of our student cohort. It is younger, more multi-cultural with a greater breadth in conversation, vocation and passion.

Each of these areas are led by a dedicated and gifted leader. They are part-time, so there is a risk of a sense of isolation from the wider Uniting College team. So as part of our team retreat this year, I designed a process that would help the team connect with these parts of our life.

Here’s what I suggested. That each of these dedicated and gifted leaders share, for around 25-30 minutes each. First, in 10 minutes, the individual share with the team

• 3 challenges they face in implementing their role in 2015
• 2 things they most need from the team
• 1 question they don’t currently know the answer too

Second, in 15 minutes the team respond to the one question. Whether in groups or as a whole group, we as a team offer our good minds in working with the challenges these innovations face.  My hope was that as a result of this process, we as a team would be better informed, that individuals would feel heard and supported and that from the brainstorming some constructive ideas might emerge.

The process worked well.  The energy in the room went right up. The discussion was deep, rich and engaging.

But the next day, something unexpected happened.  We were discussing our team values and someone piped up. “We need to add take risk and celebrate failure. You see, we’ve got all these innovations happening and one way to support them is to be willing to risk and learn in our journey together.”  And around the room, the team nodded.

It was a lovely moment to watch. I don’t know many theological colleges that have risk and fail in their team values. One of my goals in becoming Principal was to increase the innovative capacity of the organisation and here it was emerging so spontaneously and naturally, from the team, not me.  Engaging innovation was resulting in cultural change. Simply by creating processes to listen and reflect.