Kingdom Collaboration, described on another page of this website, is a term I use to describe both the mindset and the application of three elements that make up a church or ministry system- Relational, Spiritual, and Operational. Relational is about the people involved. Their personalities, experiences and callings. Operational is about the practices, policies and processes a ministry or church employs. Spiritual is what separates a ministry or church and any other type of organization. As the Body of Christ our focus is not on performance for performance sake, but only as a way to accomplish God's call for our organization.
Understanding these three elements allows a church or ministry to consider how they interact to maximize impact. The interaction between relational and Spiritual is prayer. We pray for one another and for the whole of the system. The interaction between Spiritual and Operational is discernment. Churches and ministries can do many different things, but determining the "right" thing to do and how to do it takes spiritual discernment. Finally the intersection between Operational and Relational is gifting. Do you have the right people in the right roles and doing the right jobs to allow their individual gifts and abilities to be fully put into practice?
Understanding this model frees pastors and ministry leaders to consider collaboration in each of the different elements.
This model shows the difference between just increasing scale and multiplying impact as you consider the three elements of Kingdom Collaboration (Relational, Spiritual, and Operational). If a church or ministry requires complete alignment in all three areas to partner or collaborate, you can see that at best it can only increase in scale. That is, do more of what it is already doing, the way it is already doing it and with the same types of people. However, if a church or ministry considers collaboration in each element, then it creates for itself endless opportunities. It allows the best of a church or ministry to collaborate with the best of another organization in a specific area. This retains the integrity of the overall model, while enabling new opportunities. These opportunities are not just more of the same, but new and expanded impact.
These are the 6 main principles of Results-based Conversations (RbC). The first 3 are action principles.They given what you do in a session. You begin with the decisions you are trying to make as a group, and what actions you will take based upon those decisions. Then consider what knowledge or information you have to base your decisions upon. Most of the time is spent developing a real and practical understanding the knowledge to make the best decisions you can. The second three are attitude principles. They given how the participants interact in a session. Participants need to be present, free of distractions. They need to have a sense of discovery to explore new ideas, and have a positive attitude looking for solutions not problems or blame.
This model was some of my original thinking back in 2001, when I developed RbC. It represents 2 opportunities for consideration. One, that participants often will see things through the lens of one of the "realities". Second, it allows you different views to create exercises that force participation from different viewpoints. What was - is about history. What is - is about current realities. What Might be - is about wild possibilities and dreams. What Could be - is about real possibilities for success. What Should be - may be the most important view. It asks the question, we could do this, but should we? It is a view of discernment. Finally, What Will be - decisions made and actions taken.
This model represents a typical WaveChange engagement. You can see that it creates two major benefits. First, is the value created by the learning community for the participants. Second, is the participants ability to use the WaveChange approach for themselves after the learning community is complete due to the integrated training provided. This model drives implementation throughout the process, creating feedback for learning, improvement and collaboration to help all involved. It creates a rich training environment for the selected WaveChangers as it integrates training with real learning community delivery. Finally, it creates a directed flow of action, while allowing for adjustment to continually meet the context of the churches or ministries involved.