Diagnosed The Adaptive Challenge Summary

In chapter V, labeled Diagnosed the Adaptive Challenge, the authors lay out in systematic detail the necessary steps to informing the reader how to recognize cracks or gaps among specific values and behaviors that exist among varying organizations as well as conflicting engagements and actions that may arise and derail progress. One challenge that is most prevalent in most church settings is the issue of what should be retained and dispose of from old formatting and cultural norms in an effort to birth new practices that build upon past successes .
Likewise, organizational leaders must take in to account the human factors that contributes to such problems where changing or reorganizing of personnel and their positions becomes an inevitable issue in achieving success. When addressing the human factor; “How does a church leader apply this method of change successfully without further fragmenting or paralyzing the congregation of whom most are unpaid volunteers? This leads us to section that is called: “On the Practice Field,” wherein the authors suggest that leaders meet with their team members, one on one and ask them to provide an analysis of the single most pressing challenge that is hindering or delaying the success of the team or organization. Once meetings are complete, the leader then discusses in a team forum the challenges presented and listens to the constructive criticism provided on how to best handle the challenges. This method seeks to further address the advantages or limitations within your own organization while also serving as yet another useful tool towards improving the total utility of your organization and it effectiveness .
Diagnose the Political Landscape In Chapter VI, titled: “Diagnosing the Political Landscape,” the main emphasis or focus of this section is contained within the framework of the following areas:
Values - Those commitments and beliefs we have as
humans,
Loyalties - Where does the loyalty reside on your staff? Are there obligations to outside stakeholders? This in particular is a slippery slope for most church leaders who need time on target to fully understand who is loyal and who is not .
Losses at Risk - What resources will be adversely affected or lost completely if things do not go as planned; comfort, power, money or status ? What are the risk vs. gain?
Hidden Alliances - What are the personal and professional interests among your personnel that will be impacted negatively? Heifetz book attempts to demonstrate the types of alliances a leader should consider leveraging within an organization . These are but a few issues that most organizational leader will face especially pastors and church leaders; proper preparation and practice in applying these principals will help church leaders tremendously.

Qualities of an Adaptive Organization
In Chapter VII, the final portion of Part Two, the authors provide five key characteristics that make some organizations more adaptive than others are discussed at length. In summary, Elephants in the room are named; the responsibility for the organizations future is shared, independent judgment is expected, leadership capacity is further developed and reflection and continuous learning are institutionalized . Towards the end of this chapter, a survey is provided that ask the question, “On a scale of 1-10; how adaptive is your organization ?” This survey draws heavily from the 5 characteristics mentioned at the beginning of chapter 7. Like the earlier chapters, there is a wealth of knowledge in this section that has application for almost every possible setting. For pastors and church leaders the techniques contained in this book may take some practice to develop and successfully implement, but are well worth the challenge and effort given that it further eliminates guessing how to approach challenges and identifies areas of needed improvements.