The Apostle Paul faced a tough task in writing to the wayward Corinthian church, bringing them back to the Lord while they assailed him. In a time when leadership is under fire across the globe, Paul can shed some light.
By Mark D. Harris
Corinth was a hotbed of scum and villainy in the first century Roman Empire. Located on a narrow strip of land between the Aegean and Adriatic Seas, Corinth grew rich and fat on the wares of merchantmen passing between the east and west of the Empire. In the AD 40s, God used Paul and his companions to plant a church in Corinth (Acts 18). Though it grew, the church stumbled from sin to sin and heresy to heresy. Writing from Ephesus in about AD 55, Paul confronted his wayward church in 1 Corinthians. The list of sins was long:
- The Corinthians abandoned Christian unity and were riven with internal strife (Acts 1).
- They were competing for status among themselves (Acts 1).
- They were abandoning godly wisdom in favor of worldly wisdom (Acts 1).
- They were denying the work of the Spirit (Acts 2).
- They were boasting in men (Acts 3)
- They were judging each other harshly at times and weakly at other times (Acts 4)
- They were tolerating blatant sexual sin (Acts 5).
- They were suing each other in secular courts (Acts 6).
- They were denying intimacy to their spouses, divorcing, committing adultery, and simultaneously emphasizing marriage over mission (Acts 7).
- They were using their Christian freedom without care for how their conduct harmed others (Acts 8).
Continue reading “Paul, Leadership Under Fire”
Businesses and other organizations can be understood in three different types. Facilitated Networking, Value Added, and Solution Shop business models, and combinations thereof, have existed since before Rome ruled. Modern entrepreneurs will benefit as they think of their endeavors in these ways.
By Mark D. Harris
Several women at a baby shower share stories about giving birth, providing tips to an expectant mother on how to make delivery easier and less painful. One older woman provides a beautiful baby dress, while another shares the address of a bargain store.
A farmer plants acres of grain. He and his family labor over their fields for months, watering and weeding while the crop comes in. In due time, they harvest an abundance. They keep some grain for their own consumption and sell the rest.
Two colonels pore over a map on a battlefield, discussing how to defeat the enemy dug in on a ridgeline nearby. They are not sure of their opponent’s strength and disposition, but they are losing the initiative and need to act soon.
Continue reading “Business Models for the First and the 21st Centuries”
Expectancy theory in the public and private sector helps leaders predict behavior, better manage people, and serve customers.
By Mark D, Harris
Managers, coaches, politicians, teachers, and other leaders have tried to discover why people do what they do. Motivating followers, and oneself, to accomplish personal and organizational goals is challenging in the best of times and impossible in the worst. Cafferky (2017) reviewed management and leadership theories in light of Christian scriptures, discussing motivational theories, sources of power, and influence tactics. He felt that the Theory of Behaviorism, that motivation depends on rewards and punishments, explained Saul’s intentions when he honored David for fighting Goliath (1 Samuel 19). Cafferky suggested that an excellent biblical example of the Need Hierarchy Theory, that lower order needs must be met before higher order ones, occurred in Job.
Expectancy Theory (ET) argues that effort leads to performance which then leads to a reward. ET begins with expectancy, which is the amount of work that an individual expects to invest towards achieving an outcome. ET then considers valence, the degree of value that an individual attaches to the outcome. Finally, ET mentions instrumentality, the belief that an individual can attain his goal (Zboja et al., 2020). Mathematically, the Motivational Force = Expectancy x Instrumentality x Valence (Kiatkawsin & Han, 2017).
Continue reading “Why Do People Do What They Do?”
A useful organizational developmental framework derived from military sources and adapted to business needs.
By Mark D. Harris
From being the Commander of a small US Army clinic in Schweinfurt, Germany, to being the Chief Medical Officer for all of military medicine in the National Capital Region at the JTF Cap Med, I have led organizations. To train my colleagues, I have developed the ACES Framework of Organizational Development. It is based on the military model.
I have posted it here because some have found it useful in the past and others find it useful in the future. Happy reading!
ACES Framework of Organizational Development