7 Ways to Adjust How Your Ministry Teams Work Together

Different than a bureaucracy, an adhocracy is a theory of organizational management within which functions, groups, and structures within organizations cut across traditionally defined lines and defy standard bureaucratic constructs. At the risk of sounding like I’m describing organizational anarchy (I’m not), it’s a philosophy that has some pretty attractive-sounding tenets, at least when those tenets are reasonably applied to certain scenarios.

An adhocracy is most assuredly a textbook example of the old easier-said-than-done adage, and just like almost any organizational theory, it has its weaknesses. And just like any idea, it’s going to be neither universally applicable nor universally successful. This model won’t work in every organization, industry, or situation; but will probably work more often than we think and in more situations than we think.

What’s this adhocracy look like? Perhaps it would be helpful to think of them as being similar to cross-departmental project teams or task forces. Or like organizational Mighty Morphin Power Rangers. Or better yet–Voltron. Or something. OK, I don’t think any of those really captures the idea well, but an adhocracy has some of the below attributes:

1. People at multiple levels of the organization are empowered to make meaningful decisions.

2. No, really. They actually mean #1 above.

3. Instead of innovators being patronized or ideas being crushed, leaders value innovation over standardization, and therefore it’s more prevalent, encouraged, and rewarded. Creative confidence is built.

4. In an adhocracy, people are more OK with the gray. Folks are flipping out if authority roles aren’t as clearly defined. Find people who specialize in things, give them the information and connections they need to do their thing, and then grab some popcorn and a soda and get the heck out of the way. It’s amazing what people can do when we get out of their way.

5. On the whole, it’s well-suited to problem-solving and innovating. If that’s the sort of environment you’re going for, maybe you should give some of this a look. If you prefer having very clearly-defined authority structures where power originates more from position in hierarchy than from something else; and if your organization and/or industry is more well-suited to a methodical, measured, conservative, reactive, traditional business model; I wouldn’t suggest incorporating elements of an adhocracy.

6. Members of the organization have authority within their respective areas of specialization to make decisions and take action. This one’s tough. It means we have to let go. We don’t get to control everything. We need to trust our folks enough to let them do their thing. Often, the best thing we can do as leaders is create space for our folks to do what they’re good at and then–as I said above–get out of the way. Let them work, collaborate, and make things happen. Be there to support, advise, and roll up your sleeves and help; but not to dictate.

7. The structure itself is very organic in nature, meaning that it is very free-flowing, loose, constantly evolving, etc. I’ve said it so many times that I’m sure you’re annoyed, but organizations are clumps of humans, and since that’s the case, we need to embrace the fact that we’re all flawed, unique, weird-in-our-own-way people. So knowing that, why not roll with it more? Heck–why not harness it and take advantage of the fact that humans have this amazing ability to adapt, create, collaborate, progress, perform, grow, learn, and propel themselves and the collective forward.

Like I said, I don’t think the adhocracy is for everyone, but it may be that your team could unlock and unleash some hidden potential by employing one or more of the above adhoc-ish (I know, I know–that’s not a real word) ideas with your teammates. Or maybe there’s a particular project coming up that might lend itself to being successfully completed via an adhocracy.

So think about it. How might you be able to adjust how your team works together? What new forms or structures or constructs could potentially be tweaked in such a way that it produces new and better outcomes?

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ABOUT THE AUTHOR

Matt Monge

Matt Monge

Matt is a cancer survivor who’s dead set on making the world a better place by helping organizations be better places to work. He’s currently Chief Culture Officer at Mazuma Credit Union, and also does speaking and consulting work to help other organizations with culture, development, recruiting, and leadership. He has been recognized as one of Credit Union Times’ “Trailblazers 40 Below,” and has spoken at national conferences for CUNA and NAFCU in addition to other events. He has written articles for Training magazine, the Credit Union Times, the Credit Union Executives Society, is a contributor for CU Insight, and an editor for CU Water Cooler. He is also a Training magazine Top 125 Award winner. Matt is earning his Master’s degree in Organizational Leadership from Gonzaga University.

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comment_post_ID); ?> Great article. Thanks. Love this emphasis.
 
— dmmsfrontiermissions
 
comment_post_ID); ?> Thanks, this is interesting and helps the preacher to navigate and plan is goals and objectives during difficult seasons and changing times
 
— Paul B Thomas (@Pentecostaltv)
 
comment_post_ID); ?> Christinah Facing the dilema in church planting has just given me sleepless nights with headache in this small town in Swaziland Southern Africa. The model we used is not working. People around are shunning our services. I do not feel like quitting, but some of my team members are discouraged now.
 
— Tau Kutloano Christinah
 

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