Changing the Rules at the World Council of Churches: Action Learning as Large-Scale System Change

Konrad Raiser and R. Morgan Gould

Chapter 13 in Action Learning Worldwide, 2002, pp 184-199 from Palgrave Macmillan

Abstract: Abstract Faced with increasing conflicts worldwide, religious pluralism and increased competition for resources among ecumenical bodies, the World Council of Churches (WCC) was compelled to take action. An institution celebrating its 50th year, the WCC sought to ‘de-institutionalize’ so as to become more flexible and responsive to the needs and concerns of its members. After 10 years of dialogue and close consultation with its 337 member churches, the WCC wished to implement a team-based structure and evolve a different work ethos in-house. The WCC knew ‘what’ it wished to do, and action learning became the vehicle for knowing ‘how’ to implement these changes.

Keywords: Action Learning; Secretary General; Central Committee; Member Church; Corporate Sector (search for similar items in EconPapers)
Date: 2002
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-2024-9_13

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DOI: 10.1057/9781403920249_13

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