Heed the artists

In The Age of the Unthinkable, Ramo tells the story of Gertrude Stein and Pablo Picasso walking down a street one evening in Paris when a military convoy rumbled by. What caught their attention was that it looked different: the first time either of them had seen camouflage. Picasso cried out, amazed. “Yes, it is we who made it, that is Cubism!” Sure, camouflage was the direct application of Cubism by a lesser artist than Picasso, who thought he could apply art to transform warfare. But at the same time, that moment summarized in a moment the completely different way of seeing the world that was Cubism. It took artists to start the transformation, and it took artists to note the cultural shift.

Today’s prophets are found among artists. They’re the ones who have the pulse of what’s next. For instance, they’re the ones who first debated postmodernism… in the 1970s. The rest of the world took notice thirty years later. And the Church began to debate it within the last ten years, as if they could make a difference entering the debate that late in the day.

I was first exposed to Postmodern thought at a conference in 1999. It was eye-opening for me. I still remember one of the organizers lamenting about the state of artistic expression in most churches as well as the exodus of young people — particularly the artistic class — from the Church. Her conclusion: “The Church kicked out all the artists and then decided it wanted art.” She’s right on so many points. Without artists, worship becomes formulaic and stagnant. Without artists, the Church is so late in attempts to contextualize the Gospel as to be irrelevant. Without artists, the Church is left out of public debate on culture shifts.

So, while the Church engages with yesterday’s cultural shift, the artists long ago moved on to other shifts. What were they discussing at the turn of the century? What are they discussing today? The reason artists can express or portray an idea in fresh ways is that they see in fresh ways. The key to thinking differently is seeing differently.

Remember the old Apple ad series? The only one I clipped was the one featuring Ansel Adams. I wish I had the one featuring Paul Rand. Recall the narration: “Here’s to the crazy ones. The misfits. The rebels. The troublemakers.”

Leaders would do well to maintain relationships with the arts community. Artists can make you uncomfortable. They are not always appreciated in their hometown. They love to note hypocrisy. But don’t try to forecast without your best “seers.” When it comes to anticipating the future, keep your artists close by.

People in parachurch agencies

I asked the question recently: In the world of social sectors, where should “parachurch” mission agencies like Wycliffe fall in the continuum between church and business? Let me try to outline the issues around the topic, and then next post we’ll look at how an organization like ours should act toward “the wrong people.”

One of my favorite metaphors for church is that it’s a hospital. Jesus himself said the healthy don’t need a doctor; those that need him are the sick, the poor and the needy. Those are the kinds of people the church is best suited to attract. The healthy aren’t the core audience, and certainly not the rich. Jesus said those are harder to corale for his kingdom than putting a camel through the eye of a needle.

A business exists to create value for its owners or shareholders. In order to do that well, it has to deliver a product or service of value to its customers, but a business doesn’t exist for its customers. At the end of the day, it has to make money.

Wycliffe is designed neither to heal the broken nor to make money. Its ultimate goal is to bring value to people in other parts of the world, but in order to do that, it must create value for that end with people and churches who are local. It therefore becomes a bridge, making connections between the two parties, and a broker, moving resources from one to the other and then communicating the effective use of those resources.

So, when the question is posed about how an organization like Wycliffe should act toward “the wrong people,” the response is complicated. If we have the wrong people on our bus, we will not effectively complete our mission. In that sense, we are like a business. We need to pursue sound strategies and good stewardship. On the other hand, few businesses recognize the role of the Holy Spirit, who is at the least a force multiplier, amplifying our meager resources and efforts. The Holy Spirit should play a huge role in our organization, as he does in each individual.

If you ask any business leader what his most important resource is, he’ll say it’s his people. With an organization whose members raise their own salaries, it may be even more so. Wycliffe is built on our staff and the relationships they bring with them. Personal relationships are our driving force, our economic engine. In addition, staff members not only serves the organization but their constituents: churches and individuals who sent them.

An organization built on a model where you screen heavily and only take in the top tier of candidates comes with a parallel value that you don’t let go of them easily or quickly. On the other hand, it comes with a value that you try to repackage and develop people for another role if they don’t work out in the initial one.

Let’s just say it’s complicated. Looking forward to further musings on the topic, and I welcome your thoughts as well.