Emergent strategy in a global community of religious sisters and Leading organizational change through practical spirituality: A case study in two parts

Abstract

Purpose

This paper aims to report the process and results of strategic level renewal of an organization from two perspectives: a senior leader from within and an independent process consultant engaged to facilitate the organization's process. The organization is an active, not monastic, international congregation of Roman Catholic religious sisters.

Design/methodology/approach

The congregation has carried out a review of direction approximately every six years of its 164 year history. The 2010 review took a whole systems approach to increase active involvement of every single member and to address external and internal organizational challenges including diminishing resources in two provinces and growing and complex needs.

Findings

The paper concludes that the process met most of the needs of the organization in addressing global issues of change and gained commitment from its members to make major changes in its strategic and operational decision making. One part of the paper describes and reflects in depth on the experience and meaning of the series of events and interventions in the organization's systems.

Practical implications

It is suggested that leaders can learn much from case studies arising from well outside their normal fields. This is because creativity and innovation is stimulated when encountering difference and leaders' and organizations' values can be strengthened through questioning and refinement.

Originality/value

This is an original analysis combining practical spirituality in an historical context, and complexity theory and development practice as applied to an organization to meet precise needs at a specific time.

Citation

Darby, P. and James, V. (2011), "Emergent strategy in a global community of religious sisters and Leading organizational change through practical spirituality: A case study in two parts", International Journal of Leadership in Public Services, Vol. 7 No. 2, pp. 151-165. https://doi.org/10.1108/17479881111160140