2024 in a Tech-Shaped Culture: 5 New Year's Resolution for The Church

Happy New Year!

As we turn the page to another year, here are five resolutions that I hope the church can keep in the months ahead. Each of these resolutions addresses or aligns with the values that shape our tech-shaped culture (values that I wrote about in "Grace and Gigabytes").

Resolution 1: Preach More Lived Stories and Fewer Theological Abstractions

Secularization has accelerated. Church attendance has plummetted. Belief in the trasncendent, let alone the dogma of organized religion, is constantly contested. In this default context of fragmentation and disbelief, the church cannot afford to preach the language of abstraction.

What is abstraction?

Abstraction is a claim about God that is made without a supporting story, example, or illustration.

In the year ahead, let's resolve to tilt the balance in our preaching towards to the lived stories of God's work in our contexts. Let's resolve to proclaim so many lived stories in our context that we discern a common "watch word," or statement of how God shows up in the particulars of our time and place.

Resolution 2: Enrich In-Person Conversations through Digital Content

As we continue to move beyond the pandemic, live streaming has become less appealing as a regular worship habit. According to Gallup, only 5% of Americans are attending services remotely.

Still, digital ministry will continue to serve as the front door to visitors and guests, necessitating that we continue to offer online worship.

What will happen to digital ministry? We might shift to a content-supported model of digital ministry, in which we create and distribute digital content in service to furthering the dialogues started through our liturgies. We might move from events (streaming worship, for example) to posts and stories that enrich our understanding of a topic and expand our theological imagination. This is the model we've tested at Good Shepherd with "Conversation Sundays" - discussions that start in worship and are furthered through digital content in the week ahead.

Resolution 3: Make Space for AI Experimentation

AI is a once-in-a-generation technological leap. AI will shape our culture, and how our culture makes meaning, in ways that we can only begin to imagine. This new technology will inevitably change not just how we execute tasks but how we process information - how we come to learn something, how we come to believe in something.

It's no exaggeration. AI will change what it means to have faith.

The church cannot sit by idly and observe the AI disruption. We must be active experimenters. From creating digital content based on sermon manuscripts to writing newsletters with chatbots, from using ChatGPT to help us articulate personal faith stories to using text to image generators for our newsletter and website, we must resolve to voraciously experiment with these new tools.

Resolution 4: Teach Tech Sabbath as a Spiritual Practice

Just as AI has the potential to be used for purposeful ministry, it can also create a vicious cycle that further retrenches us in digital isolation. As AI creates better content it will command more of our focus. As it consumes more of our attention, we become more enmeshed in the content of our screens.

Tech Sabbath, whether practiced regularly for an hour or for an entire day of the week, is the defiant claim that these vicious cycles do not have ultimate power over my being. To practice a Tech Sabbath is to remember that we are created for much more than digital consumption.

Resolution 5: Model Gratitude as a Leadership Practice

I recently heard Professor Tom Thibodeau define servant leadership in three parts. Prof. Thibodeau suggested that the first job of a leader is to define reality. The second job of a leader is to say thank you. Everything in between is service.

We live in a world where gratitude is missing - or where it is so shallow and superficial that it loses all meaning. When our technology accelerates our communication, we tend to jettison that which is most essential: expressions of thanks, and articulations of our stories. Each is fundamental to the formation of trust. Yet both become increasingly absent the faster we move.

In the year ahead, let's resolve to model how to set aside the drive towards productivity to give meaningful thanks for the service we receive, and to give thanks for those who serve at our side.

In all contexts, in any forums, we are called to partake in the spiritual practice of gratitude in ways that are deep, meaningful, and enriching.

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@ryanpanzer would like to wish everyone a Blessed 2024!

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The Kingdom of God is Like the New Beatles Song

Nearly 50 years ago, John Lennon recorded Now and Then in his New York City apartment. Using nothing more than a boombox and his own piano, Lennon wrote what would become the Beatles' final song some five decades later. Lennon recorded the track through a single mono microphone, resulting in low quality audio that the band declined to release as part of their 1995 Anthology project.

Recent advances in AI made it possible to revisit Lennon's recording, isolating all aspects of the recording as separate tracks. This allowed the surviving two Beatles to add new vocals and guitar atop suddenly crystal clear audio, as if John were in the stuido with them today.

As I have listened and re-listened to Now and Then, I’ve read into the backstory of the song: Lennon’s composition, perhaps written as a statement of love and loss directed at Paul. The band’s decision not to release the track as part of the 1990s Anthology project. And finally, the arrival of new AI technology that allowed McCartney and Starr to finish and release the chart-topping track. 

And as I listen and read about the Beatles’ closing song, I can’t help but think that this track resembles, in no small way, what a life of faith looks like: our small efforts contributing to invisible transformation, one we glimpse in part yet do not experience in full. 

American theologian Reinhold Neibuhr said: 

“Nothing that is worth doing can be achieved in our lifetime; therefore we must be saved by hope… Nothing we do, however virtuous, can be accomplished alone; therefore we must be saved by love. No virtuous act is quite as virtuous from the standpoint of our friend or foe as it is from our standpoint. Therefore we must be saved by the final form of love which is forgiveness.”

Neibuhr’s quote had echoes of Martin Luther, who wrote in the Small Catechism that “The kingdom of God certainly comes by itself without our prayer, but we pray in this petition that it may come to us also.” 

God’s Kingdom breaks in slowly and silently. Our efforts, love, and service feel fragmentary and incomplete. Yet like John Lennon’s recording, they provide the raw material that will one day produce something wonderful, moving, even transformative. They become catalysts to future reversals and redemption that we may not be around to witness.

The Kingdom of God is like a Beatles song, released 50 years later in a way Lennon never would have expected. To paraphrase Walt Whitman, this powerful play goes on, and we may contribute a verse. Whether or not we see that verse added to song, whether or not we hear that song inspire and delight, the song comes nonetheless. 

The Kingdom of God is like a Beatles song. We create our verses. We may not ever press play on their recording. But they join the inevitable song of a band of witnesses, proclaiming grace, goodness, redemption - messages the world needs, both now and then. 

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@ryanpanzer writes about technology, religion, and servant leadership. He is an avid Beatles fan.

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How to Become a Servant Leader in a Digital Age

Perhaps no other thinker has done more to define the practice of servant leadership than Larry Spears. Spears, who runs a center for servant leadership and has written over a dozen books on the topic, has searched the canon of servant leadership texts, case studies, and examples to distill 10 characteristics of servant leadership.

After years of analysis of servant leadership scholarship and theory, Spears determined that servant leaders share the following characteristics:

• Listening: clarifying the will of a group

• Empathy: listening with positive intent

• Healing: creating wholeness

• Awareness: of the self, and of the situation

• Persuasion: convincing, rather than forcing compliance

• Conceptualization: seeing the bigger picture

• Foresight: identifying likely outcomes

• Stewardship: "holding something in trust for another"

• Commitment to the growth of people

• Building community

According to Spears, not every servant leader embodies all or most or even some of the characteristics on this list. But chances are, those who are committed to this practice will find some overlap with these characteristics.

Still, I question whether this list holds up today.

Spears published this list in an article printed in the 2010 edition of the Journal of Virtues & Leadership, and 2010 was a remarkably different cultural moment. Social media was gaining popularity but was still mostly the domain of the young and tech-oriented. Smartphones were widely available but were mostly owned by affluent, professional consumers. Today, digital distraction is the default experience: swiping and scrolling having replaced small talk and conversation - multi-tasking and messaging having become the normative ways of working.

Can you really listen deep enough to clarify a group's sense of will when pings and alerts divert both your own attention, and certainly the attention of other group members? Can you actually create a sense of group wholeness when digital distractions cut into our moment to moment experience?

I would argue that Spears' list is still a useful and authoritative compendium of the habits of the servant leader. I would also argue that such a list has pre-requisites for a distracted, digital culture. In other words, these traits of servant leadership require pre-work.

The pre-requisites are simple: First, slow down. And then, tell stories.

Slowing down: Each of Spears' attributes requires the servant leader to step aside from the fast flow of the digital age. One can't listen deeply if you're sprinting from one task to another, nor is it possible to take the time to persuade others without effort and intentionality. Conceptualization is constrained by our tendency to sprint from one meeting to the next. Thus the first-prerequisite of servant leadership is to "slow the proverbial roll" that engulfs our efforts. While slowing down seems simple in theory, it is nearly impossible to adopt in practice, with everything in our surrounding culture pushing us to accelerate. It's not so much that the servant leader creates intentional moments of slowness: leadership retreats, mindful pauses, cleansing breaths. Rather, it's that the servant leader consistently deploys micro-habits to subtly slow things down.

A few specific habits of slowing down come to mind from the servant leaders I have worked with:

• A commitment to small talk: Idle chatter is not irrelevant, and the servant leader recognizes this. Not only does the servant leader tolerate small talk at the start of a call, a meeting, or a presentation - he or she welcomes it. Moreover, the servant leader remembers the details that emerge from these conversations: who is seeing which movies, who supports which sports teams, who is doing what over the weekend. When prioritized, small talk makes a big difference in slowing the pace.

• An elimination of digital distraction: The servant leader recognizes that multi-tasking is a myth. Whether closing a laptop screen and turning off a phone in a face-to-face setting, or turning on one's webcam in a group Zoom, or taking a weekly digital Sabbath - the servant leader sees the tension between analog focus and effective service.

• A return to shared values: Many organizations have shared aspirations, many workers take assessments to understand their core values or personality types. The servant leader draws upon these commitments and sources of motivation at the start of a shared effort.

When we slow down, we create one of the pre-conditions for servant leadership, and make it possible to share stories.

Telling stories: A few years ago I toured the offices of Menlo Innovations, a small software development firm in Ann Arbor, MI. Menlo is led by Rich Sheridan, who describes himself as the company's Chief Storytelling Officer. Among the standard executive-level responsibilities, Rich sees himself as responsible for the telling of stories: those of the customer, the employee, and the end-user. It's this ability to create coherent, compelling narratives that makes Menlo Innovations a joyful place to work.

The digital age is saturated with content but short on stories. We know what people do but we rarely understand the why.

Telling stories is about creating coherent stories from the scattered, fragmentary data of our day-to-day existence. It's about pushing ourselves to understand purpose - of our own efforts and those with whom we collaborate. It's about starting with small talk and gradually moving towards the big picture conversations that create deep trust.

When we commit to slowing down and telling stories, we begin to practice servant leadership. When we slow down and tell stories, Larry Spears' list of 10 characteristics is all the more likely to describe how we lead people. And our communities are more likely to say they were better off because of our leadership.