Category Archives: Chapter 2

Organizational Vision in the Bible

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Here are links to several examples I found in Tanach (the Bible) of organizational vision.

What do you think?  Are these examples of vision helpful to you in forming your own organizational vision?  Let’s talk about it in the comments!

Abraham’s vision Genesis 15:12-16
Jacob’s visions Genesis 28:12-22;
Genesis 32:25-31
Joseph’s visions Genesis 37:6-7, 37:9
Moses’ visions Exodus 3:2 – 4:17;
Exodus 33:18 – 34:8;
Deuteronomy 34:1-4
Joshua’s vision Joshua 1:1-9
Ruth’s vision Ruth 1:16-17
David’s vision II Samuel 7:1-16
Zechariah’s vision Zechariah 4:1 – 5:11
Esther’s visions Esther 4:16;
Esther 7:3

To a Louse, on Seeing One on a Lady’s Bonnet at Church (Robert Burns, 1786)

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Join me in being a poetry fan.  Click here to read Burns’s full poem in its original Scots glory.

Burns, in his poem, wrote of social class and putting on airs, with the church providing center stage for pretentiousness.  To what extent does social class prevent your organization from seeing yourselves as others see you?  Do you face different obstacles to self-awareness as an organization — and if so, what are they?

I’m willing to bet our organizations face all sorts of different obstacles to self-awareness, and yet, I’m also willing to bet we have an awful lot in common with Scotland in 1786.  What do you think?  Does Burns’s poem speak to you?

Duress and the Legitimacy of Jewish Commandedness

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The Rabbis of the Talmud were concerned about duress: is any commitment legitimate if it was imposed under duress?  They go so far as to relate a wild story (b. Shabbat 88a) of the Israelites’ experience at Mount Sinai.  The conventional interpretation of the Sinai story, I think, is that the Israelites hear God’s instruction, and they reply obediently, “We will do and we will hear” (Exodus 24:7; note that the JPS translates this differently).  I enjoyed reading my friend Rabbi Jill Jacobs’s learned article on this verse.

Well, in the Talmud, the Rabbis turn the story of Sinai on its head.  Actually, they have God turn the mountain on its head!  In the Talmudic story, God holds the mountain upside-down above the people, saying that if the Israelites accept the Torah, well and good; if not, they will be crushed by the mountain.  The Rabbis were sufficiently bothered by the problem of duress as to explore their own (and our own) Jewish commandedness in this striking way.

Rabbi Dr. Raymond Apple has a wonderful exposition of the Rabbis’ upside-down mountain story, which appeared in the Jewish Bible Quarterly in 2013.  Click here to read Rabbi Dr. Apple’s fascinating article.

The Oven of Akhnai

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Read my exposition of the “Oven of Akhnai” story from the Talmud, to see a great example of when the legitimate answer was the Wrong Answer.

This story is often cited as a paean to the autonomy of human decision-making from God’s control.  God is proud of us, having outgrown divine control and gained the ability to make consequential decisions for ourselves.  The story certainly does endorse human autonomy in that way, but when the Oven of Akhnai story is cited to support human autonomy, we tend to miss that the story ended in disaster.  The legitimacy of the decision did not make it any more right or less wrong.  It was legitimate, and it was wrong.

The Oven of Akhnai is one of the great stories of the Talmud.  Don’t miss it!

Is God a Sculptor?

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At first glance, the words I wrote may seem to entail the idea of deism, that is, “God as watchmaker.” This is a particularly rationalist view of God; it might be about as rationalist as theology gets. The idea is that God has fashioned the world as a clock, with the clockwork running on its own, without divine intervention, once created. It leaves room for the idea of divine creation, without impinging on any of the laws of physics, which, once created, were left to run on their own. In the West, the deist idea rose to popularity during the Enlightenment. Deism contrasts with the idea of God’s complete and immediate control over the world in that it restricts God’s involvement to the creator role, while it also contrasts with atheism in that it does posit a creative God.

A deist, therefore, would say that God is not a sculptor, and would read my drash as an endorsement of that view. A deist would be likely to agree that God created the original block of possibilities of the universe, and would say that thereafter, it is we human beings — along with the rest of the created world — whose trajectories through existence serve to chip off possibilities and sculpt creation into actualities. I think a lot of support for deism would be found within the Reform and Reconstructionist movements of Judaism, and it remains a popular idea across the Jewish world outside of Orthodoxy.

Philosophically, however, and in Jewish text, deism is not necessarily entailed by distinguishing God’s original creation from any future divine involvement in the world. There is still room for a sculptor God, and there is some support in Jewish text for that idea. One important note is that biblical Hebrew has two different words for creation: בריאה (bri’a) and יצירה (yetzira). In the Kabbalistic system of the four worlds, these become two different planes of the spiritual emanation of God. Both might be translated into English as “creation.” But bri’a is used only for the original creation of the world, and yetzira is used otherwise. In modern Hebrew, yetzira means creation in the sense of an artist making art, while bri’a is reserved for its biblical use, referring only to God’s original creation. The Hebrew language, therefore, consistently makes a distinction corresponding to that in my drash. In terms of the drash I offered, we might explain bri’a as the original creation of the universe’s complete block of possibility, while yetzira might refer, as it would in modern Hebrew, to the artist’s work chipping off unused possibilities to create a beautiful sculpture of reality.

Another way to frame the question is to ask whether prayer is efficacious: in other words, does supplicative prayer result in change to the physical world? A believer in God’s power of sculpture — of yetzira — would say yes, among the purposes of prayer is to change our reality. A deist would say no, once God has created the world it’s up to us to change it, so therefore prayer ought to be restricted to praise and thanksgiving.

Wherever you stand on the question of supplicative prayer, I think an appreciation of the beauty and the excellence of the material we have to work with is in order. With earthly materials, a mistake might doom the whole work, forcing the artist to start over. For example, when a scribe write a Torah scroll, even the smallest mistake necessitates ceremonially burying the affected parchment and starting over from the last successfully completed section. The process is quite a reminder of the irreversibility of our chipping off those possibilities. But in life, with God’s excellent material, it is possible to fashion out of an ugly mistake an even more complex, beautiful, and nuanced sculpture. We can’t undo our past deeds, but we can always make something beautiful and valuable out of the work we’ve done so far. If we don’t know how, then it’s time to pause, think about what’s most important — which in organizational life is called strategic thinking — and gain a sense of vision.

The Decision Belongs to the Organization

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I just want to give due recognition to the importance of knowing which people make an organizational decision, which was very well articulated in Light’s book, which I cited there in footnote 14. In Growth through Governance I teach the idea of organizational decisions — decisions that belong to an organization, not to any one individual. I think the example I gave, of the dinner party, is sufficient to show that organizational decisions exist. If you and I join President Obama for dinner, and the three of us have a discussion about whether we’d prefer pastrami sandwiches, enchiladas or Korean barbecue, then whatever decision we make will belong not to any particular one of us, but to our dinner party corporately. The joint decision creates an organization around it, if the organization wasn’t there before. This is not very different from the way in which most nonprofit organizations emerge by having a meeting of people and voting themselves into existence.

But to underscore Light’s emphasis on the people behind decisions, I mention my undergraduate first-year advisor, Prof. Larry Bacow, who went on to serve as Chancellor of MIT and President of Tufts University. Larry would critique what he called the “talking building syndrome”: the idea that “MIT decided,” or “the City of Boston decided” this or that. Larry would point students to the importance, for being effective in organizations, of pinpointing how and by whom those decisions emerge.

Neither side of this dialogue is wrong. Both sides are right. In Growth through Governance I concentrate on organizational decisions, about which you’ll see even more in Chapter 3. But let’s not discount the need to know which people are behind which organizational decisions, and why.

M. Sanhedrin 4:5

“Whoever saves a life is credited as if they had saved an entire universe.”

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Not all of our decisions are as momentous as God’s original, first decision.  But in the shiur to Chapter 2, I use this mishnah to argue that at least some of our decisions are comparable in magnitude.  The saving of one life is credited the same as the saving of the entire universe from destruction, which is to say, saving God’s entire creative plan.  That suggests that we humans are capable of making at least some decisions at a comparable level of importance even to the original Creation.