Thinking Theologically in the Business World: Part Four
This post is the final article in a four-part series following-up on the post titled "Why I chose a master's in theology over an MBA." In each of these four posts, we'll look at techniques for thinking theologically in the workplace.
The first three steps in theological thinking in the business world are asking "what is happening," discerning "why it is happening," and applying spiritual/theological norms in answering "what ought to be happening." Our fourth, and final question in this framework, is West Wing President Jed Bartlet's preferred question: "what's next?"
One's ability to think theologically in the workplace is contingent upon one's ability to take a step forward. Once we have identified the possibilities, how will we move one step closer to their realization? Based on what we have identified as theologically/ethically normative, what is the next move on the proverbial workplace chess board?
Asking "what's next" is not the same as creating a "plan." The pesky thing about "planning" in the workplace is that our job environment changes at far too quick of a pace for even the most well-intentioned plan (for more on why cascading goals and longterm plans seldom matter in the business world, check out this fantastic video from Marcus Buckingham). Acclaimed Scottish poet Robert Burns may well have been lecturing at a human resources conference when he wrote rhapsodized in the poem "To a Mouse":
"But Mouse, you are not alone,
In proving foresight may be vain:
The best laid schemes of mice and men
Go often askew,
And leave us nothing but grief and pain,
For promised joy!"
It might be surprising to some that to think theologically in the business world is not to come up with a grand, long-term strategy for synthesizing scripture, ethics, and tradition. Instead, it is to act decisively and quickly using the detailed intelligence gathered in our first three questions - hence making it all the more important that we take the time to observe our reality, understand its ultimate root causes, and think normatively about what should be happening. With these insights as our foundation, we can proceed with the twin ideals of agility and impact. Thinking theologically, then, is something that must be practiced so that some of the necessary pre-work might be taken over by sub-conscious thought processes.
Answering "what's next" is akin to the play of an elite offensive lineman in the sport of American football. In mere seconds before the snap, the player assesses the reality of the situation - do I see three down linemen or four? Is the linebacker going to blitz or drop into coverage? They articulate the why - the linebacker is showing blitz because of our short yardage situation. They surmise what ought to happen - that they should block the linebacker and leave the defensive end for the tailback to pick up. And then, in the split second before the center snaps the ball, they decide to take that next step, to pick up the linebacker, to make the block that springs the fullback for first down yardage.
So when we think of how theology might influence the workplace, it gives us a framework for rapid decisions in decisive action, one that respects the realities of the situation but affirms the hope within it. To that extent, the process of thinking theologically at work is an important antidote for many varieties of challenges encountered in the workplace - from unethical business decisions to situations in which a firm finds themselves mired in stagnation and indecision. It is a framework that focuses on the promise within the system, leading us to choose outcomes that are at once efficient, effective, and easy.
Ryan Panzer is a theology blogger and learning and development professional in Madison, WI.
The first three steps in theological thinking in the business world are asking "what is happening," discerning "why it is happening," and applying spiritual/theological norms in answering "what ought to be happening." Our fourth, and final question in this framework, is West Wing President Jed Bartlet's preferred question: "what's next?"
One's ability to think theologically in the workplace is contingent upon one's ability to take a step forward. Once we have identified the possibilities, how will we move one step closer to their realization? Based on what we have identified as theologically/ethically normative, what is the next move on the proverbial workplace chess board?
Asking "what's next" is not the same as creating a "plan." The pesky thing about "planning" in the workplace is that our job environment changes at far too quick of a pace for even the most well-intentioned plan (for more on why cascading goals and longterm plans seldom matter in the business world, check out this fantastic video from Marcus Buckingham). Acclaimed Scottish poet Robert Burns may well have been lecturing at a human resources conference when he wrote rhapsodized in the poem "To a Mouse":
"But Mouse, you are not alone,
In proving foresight may be vain:
The best laid schemes of mice and men
Go often askew,
And leave us nothing but grief and pain,
For promised joy!"
It might be surprising to some that to think theologically in the business world is not to come up with a grand, long-term strategy for synthesizing scripture, ethics, and tradition. Instead, it is to act decisively and quickly using the detailed intelligence gathered in our first three questions - hence making it all the more important that we take the time to observe our reality, understand its ultimate root causes, and think normatively about what should be happening. With these insights as our foundation, we can proceed with the twin ideals of agility and impact. Thinking theologically, then, is something that must be practiced so that some of the necessary pre-work might be taken over by sub-conscious thought processes.
Answering "what's next" is akin to the play of an elite offensive lineman in the sport of American football. In mere seconds before the snap, the player assesses the reality of the situation - do I see three down linemen or four? Is the linebacker going to blitz or drop into coverage? They articulate the why - the linebacker is showing blitz because of our short yardage situation. They surmise what ought to happen - that they should block the linebacker and leave the defensive end for the tailback to pick up. And then, in the split second before the center snaps the ball, they decide to take that next step, to pick up the linebacker, to make the block that springs the fullback for first down yardage.
So when we think of how theology might influence the workplace, it gives us a framework for rapid decisions in decisive action, one that respects the realities of the situation but affirms the hope within it. To that extent, the process of thinking theologically at work is an important antidote for many varieties of challenges encountered in the workplace - from unethical business decisions to situations in which a firm finds themselves mired in stagnation and indecision. It is a framework that focuses on the promise within the system, leading us to choose outcomes that are at once efficient, effective, and easy.
Ryan Panzer is a theology blogger and learning and development professional in Madison, WI.
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