Mind Shifts

If you’ve had an e-mail account for very long, you may have received the story about why the US standard for the spacing of railroad tracks is four feet and 8.5 inches wide.  The e-mail traces the measurement back to the spacing of the wheels of Roman chariots.  Though there is some question on Snopes.com (a great site for researching to see if the e-mail warnings you receive on a daily basis are true or just urban legend) about the validity of all of the conclusions of the e-mail, the reality is that railroad tracks are laid out to a size originally set to accommodate a beast of burden pulling a conveyance. Even though said beast was no longer part of the equation.

I am currently reading Everything is Miscellaneous: The Power of the New Digital Disorder by David Weinberger. Weinberger explains that current methods of retail were developed in response to the limitations of shelf space, then goes on to explore how the digital world is breaking them.  He also draws parallels where we’ve allowed our old “physical space thinking” to drive what we do on the web.

Allowing old structure to constrain your thinking about the future is a continual challenge.  And it is a challenge for everybody.

In my day job, we’ve spent a lot of time examining our consulting practice.  Once upon a time, consultants were knowledge-brokers.  However, the digital world has changed that that dynamic.  The Internet has made knowledge far more accessible now than it was ten years ago.  If we based our value on simply providing our clients with reports on what gear to use, we would very quickly be out of business.  After all, you, the client, have the power to research gear.  In fact, you likely have a preference. And, you can easily connect via list serves and forums with other users to get information in real-time on how well a piece of gear is performing. You don't need us to tell you what to buy.

As designers we’ve shifted.  Our practice has become more holistic...addressing all of the elements of production and how they work together to create an experience.  We’ve developed skill in helping groups of people make decisions. We help clients meet their goals of becoming more green, assist architects in rapid-prototyping rooms, bring brainstorming power to worship teams, design infrastructue and help our clients align spaces with mission.  We’ve had to change to become what is needed rather than holding our ground and continuing to provide what is no longer needed.  The laws of commerce demanded it.

Here’s the thing.  As a church, you aren't going to "go out of business" if you don't shift.  After all, you serve a higher calling than that of market trends.  But, you can watch what is going on in the commercial world, and learn some things from it.  Specifically, how to examine your "structure" (the man-made parts not the God developed ones) to see if it is still meeting the needs of the people you want to reach.

I encourage you this week to “blank sheet of paper” your planning process.  Write your high goals at the top of the page. What is your mission?  What do you want to accomplish in the lives of your volunteer teams?  In the life of your congregation?  What is the heart of your leadership team?

Now, ask…  What is taking time in your week that doesn’t help you hit the high goals?  What things might you be doing because of “beast of burden” elements that are no longer in place?    If you took your mental fences down about "how it has to be" or “what you could never do” and start asking “what is possible” would it change your approaches? 

If the thoughts that come out of this exercise are revolutionary, keep in mind that this isn’t a transition for a weekend.  After all, change takes time and you are working in a body that will need to come with you.  But you can make a plan, and you can set trajectory.   Because in the digital world, railroad tracks can be adjusted.

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