One of my favourite radio programmes is More Or Less, the show about statistics presented by economist Tim
Harford. If I have a quibble with it, it’s that it so clearly feels the need to
undercut its radicalism – the radicalism that comes from the mere business of
challenging received wisdom, usually at the expense of politicians who’ve
plucked this or that dubious statistic that neatly confirms their own viewpoint
- with whimsy, which it just doesn’t
need to do.
There’s little of that in Mr Harford’s 2011 book Adapt, which I’ve just finished. There
are anecdotes, a great many of them, little economic parables that often
include humour, but they are all there to make a serious point about the way
organisations and ultimately individuals themselves cope with changing
circumstances. The world is massively, and increasingly, complex, says Mr
Harford. In a situation of such complexity, how do we best ensure the
inventiveness and adaptation that will produce solutions to our global, and local,
problems? His answer is to decentralise decision-making, to embrace the certainty
that most of our ideas will fail, to measure, to evaluate, and not to deceive
ourselves about the things we get wrong.
The book is lightly and lucidly written and great fun to
read. It would be a mistake to draw too many narrowly political conclusions
from its thesis, as while it makes a strong case for a capitalist economy as
the best means of encouraging innovation, it doesn’t argue that capitalism has a
moral basis rooted in human nature,
nor make any endorsement of the kind of world we live in at the moment, a free
market which is neither truly free nor truly a market. Instead I found myself
thinking how Adapt’s argument applied
to the Church, which is why I bought the book in the first place.
If what organisations need is a decentralised structure
whose top management devotes itself less to making decisions which aim at
controlling the organisation on the ground than to setting the tone and establishing
vision and purpose, the Church of England would seem to be an almost exemplary instance. Its ten thousand-or-so
parishes have almost complete operational independence and, to be fair, this
does result in a great deal of innovative practice on the ground as individual
churches come up with new ways of trying to respond to the changes of the
society around them, rooted in the circumstances of their own local contexts.
It is exactly the sort of thing Harford argues should be going on.
There are, however, three areas in which the Church fails to
embody the model, it seems to me. The first is that the management doesn’t
spend a great deal of its time establishing a sense of purpose and direction.
To be fair, it might not have that much effect even if they did. The Church of
England, riven as it is by sectarian differences (although we tend to be quite
polite about them), is a difficult beast to influence precisely because of that radical localism and
decentralisation. Until relatively recently, thanks to the ‘parson’s freehold’,
it was almost impossible for bishops to lever out a priest who was failing or
even damaging his parish community; now freehold is dying out (I was one of the
last incumbents in the diocese to receive it), but a bishop still can’t do very
much to affect life in a particular parish. Equally, we have a tendency to be a
bit dismissive of senior management whose outlook we don’t share, and not
without some justification, as it’s possible to travel up the hierarchy from an
Evangelical parish to be an Evangelical bishop without having to have much
experience of or sympathy with different visions of Church life (the same applies
to Anglo-Catholics, of course).
Secondly, we aren’t very good at questioning what we do in
the right way. Harford argues that organisations have to generate a culture of
challenge and self-questioning, and wise managers build this in to the
structure. On the one hand Anglicans are often a bit too nice to tell each
other blankly, ‘You’ve got this wrong’. On the other hand, in the absence of a
clear and articulable sense of purpose for the organisation as a whole, when
there is disagreement over a decision
or initiative it tends to emerge from personality clashes which are then
dressed up as an ideological difference, usually over something which the participants in the quarrel
tell themselves is very important but which is actually marginal to the life of
the Church as a whole – modern hymns or the clothing of ministers or this or
that interpretation of the Bible, and so on. As a result, a lot of heat tends
to be generated with very little light.
Thirdly, we are horribly bad at evaluating our initiatives,
and thus working out whether they’ve failed or not. This is partly because we
draw the wrong lesson from the Scriptures’ insistence that God so often
reverses human value judgements: St Paul sums it up in the First Letter to the
Corinthians, ‘God chose the weak things of this world to shame the strong’. We
tell ourselves this means that apparent failure is not the point. At Swanvale Halt
a couple of months ago we
were trying to work out what to do with a post-school children’s group whose
attendance had been dwindling for years: only one child was booked up for the
coming term. ‘It’s worth doing it just for that child!’ one of the passionately
committed volunteers told me. It wasn’t; that attitude prevented us seeing the
fact that the reason parents weren’t sending their children to the group was
that it was based at the church, meaning they had to bring them from school,
then come back an hour later to pick them up. We moved the group to the local junior school so parents
only had to make one trip, and attendance went back up to a healthy 6-10 or so.
Get this right, and the Church of England would of course be perfect ...