The following is taken from the Rockford Diocesan Website: http://www.rockforddiocese.org/pdfs/parishplanning/howgoodpeoplebecomecynical.pdf It is presented in its entirety with no comments for the reader to ponder as the parish faces its current crossroad.
How Good People Become Cynical:
Leadership and Credibility Issues
Diocesan Research and Planning Office
March 2003
While the Church was founded by Jesus Christ and manifests many characteristics of the
divine, it is also finds itself in the secular world and is subject to the same proclivities as any
other organization of humans. Just as the leaders of secular organizations have both strengths and
weaknesses, so one finds the same situation in the Church. Some church leaders – whether
priests, permanent deacons or parish lay leaders – may have great creativity and vision, while
others lack these qualities. Some leaders easily communicate ideas and plans while others have to
constantly remind themselves of the importance of good communication. Likewise, some
“employees” – whether paid professionals or volunteers – want to be intimately involved in
significant organizational decisions while others are content to follow the directives provided by
the leaders.
Because of these dynamics, the Church can learn from good organizational principles and
thus improve its effectiveness. This report examines important organizational issues and offers
strategies for managing cynicism which can condemn to failure parish or diocesan efforts at
consultation and strategic planning, or any other effort where the status quo is changed.
Skepticism and Cynicism. First, it is important to define some terms. Cynicism about
change differs from skepticism. Skeptics doubt the likelihood of success but are still reasonably
hopeful that positive change will occur. It also differs from resistance to change, which results
from self interest, misunderstanding and inherent limited tolerance for change. Cynicism about
change involves a real loss of faith in the leader of change and is a response to a history of
attempts at consultation or planning that have not been entirely successful. In many ways,
cynicism comes about in spite of the best intentions of an organization’s leaders.
Cynicism about consultation and planning can become a self-fulfilling prophecy if cynics
refuse to support change. Their lack of support may bring about failure or greatly limit success.
Failure then reinforces cynical beliefs, which further inhibit the willingness to try again. Few
changes can be mandated from the top and put into place without the need for considerable
acceptance from those lower in the organizational structure. The success of many church
innovations depends upon discretionary commitment and follow-through. Cynicism, then, is an
important barrier to any positive change.
Why Cynicism is Persistent. Cynicism functions as a defense mechanism for people who
perceive themselves to be powerless to affect change. Cynicism may simply help people make
sense of puzzling events in their environment. For example, people may be confused when
leaders announce changes with much fanfare, but with little authentic communication that
explains why the changes are necessary. To provide themselves with a greater sense of
understanding, people may conclude that the changes themselves are a sham, or that the leaders
How Good People Become Cynical making the changes don’t know what they are doing. People invent information to help
themselves make sense of a situation in which they do not have good information. This is a
survival mechanism. By doing this, though, they feed their cynicism about change.
Cynicism about an organization may also serve a defensive role, protecting people from
unpleasant thoughts, such as that the organization – the Church in this case – may be
experiencing serious problems. Such thoughts open people up to feelings of vulnerability and
loss of certainly about important matters of identity and fidelity.
People do not deliberately decide to become cynical, pessimistic, and blaming. Rather, these
attitudes result from experience, and are sustained because they serve useful purposes. Cynicism
persists because it is validated by an organization’s mixed record of successful consultation and
change, and by other people in the organization who hold and express similar views.
Ideas for Minimizing Cynicism about Consultation and Change. Some of the following
suggestions are similar to suggestions for dealing with generalized resistance to change. Most of
the following address issues of credibility and the relationship between “employees” (e.g., those
lower in the organizational structure) and leaders (e.g., those higher in such a structure).
Keep Key People Involved in Making Decisions that Affect Them. Involvement means
different things to different people, but key people must believe that their opinions have been
heard and given careful and respectful consideration. More substantive forms of participation in
decision making tend to be associated with higher commitment. This cannot be emphasized
enough: people must believe their opinions have been heard.
Emphasize and Reward “Middle Management” for Their Efforts to Communicate. In
parishes, the staff and key lay leaders often act as the spokespersons of the pastor in relationship
to volunteers and the typical Catholic in the pew. A similar situation is found in the Diocesan
structure, where department directors, vicars and deans act as the spokespersons of higher
diocesan leaders in relationship to diocesan employees and priests. In both situations, these
spokespersons assume the role of middle managers, and are frequently the main channel through
which information does (or does not) flow. Consequently, those who foster effective two-way
communication and good working relationships, and who show consideration and respect for
their “clientele” can help minimize cynicism about organizational change.
Keep Surprises to a Minimum. It is best to avoid surprising anyone, but especially “middle
managers.” Those who feel more informed and involved are less likely to possess cynical
attitudes. Routine notice about what is happening and why it is happening, prevents anyone’s
being caught off guard. If it is impossible to thoroughly lay the groundwork before announcing a
change, extreme care should be taken at the time of the announcement to provide answers to
questions.
Information and Timing. People need information most whenever they are likely to be
surprised by events. A sudden announcement of a new diocesan program, for example, would
catch most department directors, vicars, priests and parish leaders unaware. Among their
questions: Why is the program necessary? Why this particular program? Why now? Whatever
How Good People Become Cynical happened to the last program that was supposed to address these issues? Similar dynamics would
take place at the parish level if the pastor announced a new effort without providing a good
rationale.
Enhance Credibility. Persuading people to adopt change involves providing new information
that contradicts present understanding. Credibility is determined by the extent to which such new
information is believed by its audience. Cynicism cannot be moderated or changed by timely
information unless that information is believed. A message is more likely to be made believable
by using the following techniques.
# Use Credible Spokespersons. Those who are announcing changes will be more
believable if they are generally well-liked, seen as knowledgeable about the subject
matter, possessed of high power and status in the organization (parish or diocese) and
trustworthy.
# Use Positive Logical Appeals. Even when a spokesperson is not particularly well-liked
or trusted, credibility is enhanced if he/she presents the message seriously and sincerely.
A positive approach that emphasized benefits is preferred to a negative approach that
emphasizes dire consequences. Logical appeals, rather than emotional appeals that play
on fears or insecurities, are desirable. Consistency in words and deeds is important too.
# Use Multiple Channels and Repetition. The use of a variety of channels (formal
meetings, informal discussion, and printed material) helps ensure that everyone has a
chance to receive information through his/her most preferred medium.
Deal with the Past. To regain credibility after past failures someone in a leadership position
must first accept responsibility and admit that the mistakes were made. Leaders who fail to do
this are more likely to be viewed as dishonest, especially by those who are already cynical.
Admitting mistakes and then taking quick action to rectify negative consequences will enhance
the credibility of leaders. If mistakes of the past caused hardships or bad feelings among “middle
management” or “employees,” a sincere apology by a high leader is also in order. People can be
very forgiving when mistakes are admitted, apologies offered, and actions taken to correct or
prevent further problems.
See Change from the Perspective of “Middle Managers.” The problem in regaining
credibility may also lie in understanding how consultation and change are viewed by parish staff
and key lay leaders (at the parish level) or by department directors, vicars and deans (at the
diocesan level). If leaders are unaware that a change created a hardship for others or are
insensitive to that hardship, they may fail to understand that many may view the change as a
partial success at best. Leadership which is unaware that an action created a hardship can hardly
be expected to accept responsibility or apologize for it.
Provide Opportunities to Air Feelings. Strategies for managing cynicism must also give
people opportunities to air their feelings publicly, receive validation about their feelings, and
receive sincere reassurance that steps will be taken – or have already been taken – to alleviate
their concerns. This approach requires two-way communication and cannot be accomplished via
How Good People Become Cynical memos or even by face-to-face meetings that do not include open, honest dialogue. Often an
experienced facilitator is used to promote communication at public meetings.
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