The conference participants were asked to read chapters from a book by Thomas L. Friedman called The World is Flat: A Brief History of the Twenty-first Century. Then, the participants were to design an innovative approach or model of collaborative citywide ministry based on the practices and principles identified in the article, engaging as many as possible to have the greatest spiritual and societal impact on the community.
One chapter from the book was called Insourcing: What the Guys in Funny Brown Shorts are Really Doing. The chapter discussed UPS who focused on value horizontally in the organization. They created an environment of intimacy between organizations breaking down barriers and developing an enabling platform. This led to an increase in service. To have an effective collaborative effort, likewise the church must network working in all sectors of family, government, schools, non-profits, and the marketplace. Ask the question of what is the need? In this way a small church could act big.
Another chapter of the book was called Open Sourcing: Self-Organizing Collaborative Communities. Open sourcing is about people coming together to build on an idea which they in turn distribute to others without cost and about others being able to freely build on and improve that idea. The goal is limitless improvement driven by need. This fosters an environment of innovative behavior not motivated by funding. This might be exampled in the church by the issue of hunger. The focus would not be on reducing hunger but rather eradicating hunger.
Supply-Chaining: Eating Sushi in Arkansas focused on supply-chaining in Wal-Mart. They developed a horizontal collaboration to create value. Every part in the supply-chain was evaluated for its value. They turned their focus to how they could optimize value and engineer recovery. This led to constant innovation and adjustment. They were the first to recognize that information was critical, and they opened their information to suppliers. The church also has a need for innovation, trust, information flow, and common standards. Improve on what works and apply to other areas.
In the final chapter to be reviewed attention was drawn to the abolitionist movement. The movement started in the heart of one person, and it expanded from there. From the movement, the reading focused on the principle of a circle. The circle represents equal members who are all empowered. There was also a catalyst - something that happens to move something to happen. Additionally, an shared ideology is needed to pull people together. A collaborative effort among churches in the community could look like that circle, may need a catalyst, and need a champion to pull together people around a common ideology. In this case the catalyst may be this conference and the champion may be in this room.
One chapter from the book was called Insourcing: What the Guys in Funny Brown Shorts are Really Doing. The chapter discussed UPS who focused on value horizontally in the organization. They created an environment of intimacy between organizations breaking down barriers and developing an enabling platform. This led to an increase in service. To have an effective collaborative effort, likewise the church must network working in all sectors of family, government, schools, non-profits, and the marketplace. Ask the question of what is the need? In this way a small church could act big.
Another chapter of the book was called Open Sourcing: Self-Organizing Collaborative Communities. Open sourcing is about people coming together to build on an idea which they in turn distribute to others without cost and about others being able to freely build on and improve that idea. The goal is limitless improvement driven by need. This fosters an environment of innovative behavior not motivated by funding. This might be exampled in the church by the issue of hunger. The focus would not be on reducing hunger but rather eradicating hunger.
Supply-Chaining: Eating Sushi in Arkansas focused on supply-chaining in Wal-Mart. They developed a horizontal collaboration to create value. Every part in the supply-chain was evaluated for its value. They turned their focus to how they could optimize value and engineer recovery. This led to constant innovation and adjustment. They were the first to recognize that information was critical, and they opened their information to suppliers. The church also has a need for innovation, trust, information flow, and common standards. Improve on what works and apply to other areas.
In the final chapter to be reviewed attention was drawn to the abolitionist movement. The movement started in the heart of one person, and it expanded from there. From the movement, the reading focused on the principle of a circle. The circle represents equal members who are all empowered. There was also a catalyst - something that happens to move something to happen. Additionally, an shared ideology is needed to pull people together. A collaborative effort among churches in the community could look like that circle, may need a catalyst, and need a champion to pull together people around a common ideology. In this case the catalyst may be this conference and the champion may be in this room.
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