
(photo taken from the99percent.com)
I read a piece on The 99 Percent by Scott Belsky, focused on something dubbed the “IKEA effect” — the connection between participatory investment and satisfaction.
“I was in a board meeting the other day for a non-profit organization struggling to engage its constituents. Along with the staff, we were trying to find ways to keep people involved and motivated over time. So much work goes into programs and communications – but sometimes people still fail to listen and engage.
“Rather than focus on the reasons for the struggle, we decided to discuss the examples of success. Why were some programs especially successful?
“One early discovery was that the programs organically conceived by participants, rather than staff, seemed to have a higher success rate. In addition, the programs with especially large programming committees (i.e. number of people leading the event) were also quite successful.
“It was at this point that a fellow board member chimed in with the concept of the ‘IKEA effect.’ When people buy furniture at IKEA, they are forced to assemble it themselves. As a result, people report a high degree of satisfaction with their IKEA furniture – largely because of the greater sense of ownership from the labor required to assemble the furniture.”
This might very well be the greatest challenge standing in front of me in terms of ministry leadership — involving people beyond keeping them informed. As Belsky writes, just as programs aren’t always the answer, communication is not always the X-factor its often made out to be. Keeping people informed is wildly different than keeping them involved and thus invested.
Here’s where the intricacy comes in. We want people to have investment — to be the builders of the proverbial Swedish sofa — without doing so by creating bureaucratic watchdog positions. It’s easy to get people involved by giving them a voice on such and such a committee, but then, before you know it, organizational decisions that should have been simple are suffocated because they need layer upon layer of approval. There’s a difference between the “IKEA effect” and having a bunch of chefs in the kitchen.
Decision-making is a legitimate form of participation only when it goes hand-in-hand with the carrying out of said decisions. To use a ministry example, we can listen to someone’s armchair quarterback opinions about the role of music within a liturgy or the direction our teaching time should take, but the “IKEA effect” comes into play when that person picks up an instrument, runs a soundboard, or gives a sermon.
In other words, it’s easy to create positions of oversight, but creating positions of ground-level involvement is far more risky-yet-potentially-rewarding. The “IKEA effect” comes into play when people make the bed and sleep in it, too (metaphorically as well as quite-literally in the case of the Swedish furniture company).
When I think about how this connects to Paradigm and our calling in Seattle, the one word that comes to my mind is “liturgy.” Literally “the work of the people,” a great liturgy minimizes a hierarchal transfer of information in favor of something more communal and lateral. That’s not to suggest that a good liturgy is somehow leaderless; good leaders will find ways to direct while allowing others to build the proverbial Swedish sofa.
For this reason I draw a line between emphasizing learning and exalting the typical sermon form. I think people learn best when they take ownership of the “material.” In some ministries this comes into play through a dialogical sermon form. At Paradigm this means leaving plenty of room for people to engage God’s Spirit creatively in both the unison and free space components of our liturgy. The challenge for furthering the “IKEA effect” in our gatherings is to find ways that the reflections people generate during our worship can find back into the progress of the gathering.




