From the Revd Keith Elford
Sir, - Having read Dean Percy's article on the Green report (Comment, 12
December) and the outraged responses (
Letters, 19/26 December), I was agog to read the report itself
- especially as I was involved in the review of the predecessor
senior-leadership development programme.
Having now done so, I wonder how people have drawn the wholly
negative conclusions that they appear to have drawn. I see a great
deal to admire and agree with. The report is insistent, for
example, that all training will be set firmly in a theological
context, and will avoid uncritical managerialism, though you would
hardly think so from the commentary to date.
As I read the report, a great deal of it seems appropriately
challenging to the status quo, and, in intention, at least, is
highly welcome; for I do not doubt that the Church needs more
capable organisational leadership as a vital part of its response
to years of decline.
I have some reservations, however. First, the plan to develop a
talent pool of emerging leaders does seem too elitist. I would
prefer a more purposeful reform of continuing ministerial
development across the board - and that may be coming.
Second, the success of the programmes for senior leaders will be
dependent on how they are implemented. I do not doubt that business
schools have a lot to offer, but they are not noted for their
understanding of the Church, and I do worry that the learning will
be insufficiently anchored in a deep understanding both of Church
and organisation and the relationship between the two.
Third, the secrecy about the report and the failure to publish
it before agreeing (and beginning to implement) its proposals seems
like a serious own goal. It is the most basic truism of
organisational change that you need to engage people if they are to
accept change.
Above all, we need a much wider and deeper conversation about
the purpose, nature, and future of the Church of England if we are
to create a context in which particular initiatives like this can
be conceived and received most appropriately.
KEITH ELFORD
15 Canford Drive, Addlestone
Surrey KT15 2HH
From Brigadier Norman Allen (Rtd)
Sir, - The Green report would seem to bring the promotion of
church leadership into the 21st century, reflecting the rigorous
talent-grooming long practised by the Armed Forces.
The combination of practical experience in a wide variety of
roles, searching annual reports, and peer-group training, with the
maintenance of healthy minds and bodies, has served the nation
well. The Chaplain General may advise.
Norman Allen (Reader)
18 Viewfield Road
London SW18 1NA
From the Revd Alan Crawley
Sir, - Have the authors of the Green report considered the law
of unintended consequences? While I favour bringing some management
techniques into ministry, there are significant differences between
management and the Church which can lead to odd outcomes.
For example, since appointment to incumbencies became by
interview, parishes that would be good first incumbencies are often
offered to those with more experience. One consequence of this is
that I am aware of parishes that could be described as "difficult"
to which a curate has been appointed for a first incumbency. In
business, this would be less likely to happen, as the more
difficult roles would carry greater rewards, an approach not yet
being recommended.
If we are to endorse fully the management approach, will
bishops, deans, and archdeacons find themselves "sacked" if they
are seen to fail, as those in management are?
ALAN CRAWLEY
The Rectory, 25 Upper Hale Road
Farnham, Surrey GU9 0NX