I often find that my theological/ecclesiological thinking is spurred by astute observers of the secular – and particularly business – culture. In a bit the same vein as The Starfish and the Spider comes Mark J. Penn’s (with E. Kinney Zalesne) compelling but easy read – Microtrends: The Small Forces Behind Tomorrow’s Big Changes. Penn’s thesis is deceptively simple. Small changes in patterns of behavior in our culture can achieve outsize influence, and those who identify them correctly can benefit.
Americans as people and the US as a nation have changed. We’re not the great melting pot anymore, but a sliced and diced conglomeration of micro communities and special interest groups. Think Mexican-American evangelical Protestants. Or Christian home schoolers. Penn is the one who first identified “soccer moms” as a crucial constituency in Clinton’s 96 reelection campaign, and is now intrigued by the lack of concensus in Republican party politics. His observation is that by using data, one can identify and isolate a particular group or trend, analyze it, and convert the resulting knowledge into investable action.
Penn asserts that one percent of the public – or a mere three million people – is enough to launch a new movement. He calls these “societal atoms – small trends that reflect changing habits and choices.” These operate just under the radar, and “are the seeds of unexpected change.” He provides 75 examples of such cells of activity, including groups as diverse as those with “uptown tattoos,” millionaires who live below their means, do-it-yourself doctors, sex-ratio singles, the new Luddites, and teen knitters. Find and identify a group, meet its needs, and reap the rewards.
Conversely, Penn warns that ignoring microtrends invariably results in bad decision-making. It’s a risky thing these days to process macro-level information from one’s own particular point of view, and rely on gut-feel. Conventional wisdom conclusions are frequently flat out wrong, and erroneous judgment has its own consequences. To avoid this, Penn challenges his readers to be intentional in recognizing their presuppositions, and to be willing to seek out and engage pertinent data.
Although Penn’s book is largely a postmodern, anti-meta narrative analysis of American life, his microtrends do reveal some common themes. Individualism and self-expression are on the ascendancy, and social cohesion is in decline. A small group of dedicated, intensely passionate people can spark a movement. And, contradictory trends are bound to emerge at once because there is almost always more than one way to approach things.
January 28, 2008 at 11:10 am
[...] Music, Reconciliation, Subculture Over at Conn-versation there is an interesting post titled Microtrends – an intriguing secular paradigm by Theological Mom. Microtrends is a review of Mark Penn’s new book Microtrends: The [...]
January 27, 2008 at 11:25 pm
[...] Theological Mom has a thoughtful post on “Microtrends – an intriguing secular paradigm.” [...]
January 24, 2008 at 4:00 pm
Thanks Theological Mom for your response. This gives me a lot to think about. I suppose my concern is that in my experience (as I think through examples over the past several years that fit the paradigm) being on the scene early enough is very difficult. For example, a group forming via the internet around a strong personality would be very difficult for a denominational leader to notice. The dynamics you describe, however, fit and so getting there early may be worth the effort.
January 24, 2008 at 3:11 pm
Hi Craig:
Thanks for your question. Microtrends was written from the perspective of the overseers of the large group. It urges them to be vigilant in identifying micro-changes in their group which may result in the rise of a discrete subgroup or cell. The notion is that pockets of change develop within the large group universe before it is necessarily evident to anyone. The earlier a decision-maker can detect the rise of a new cell, the better – in terms of analyzing what it may mean to the large group, and how best to respond smartly.
So, in your scenario, we have identified a movement inside a denomination. I’m going to be very broad here. The first step is to figure it out. Where did the cell come from, and what is it advocating? Why? What’s the mood of the people involved? You as the denominational leader have to be willing to engage with the information and the people until you understand it as well as they do. The next step is to evaluate it in the context of your own presuppositions. Is it a good thing, a neutral thing, or a threat? Why do you think that? Particularly in the case of a perceived threat, you need to be very clear as to what the problems are and why they are problems. If you as the leader perceive it to be a good thing, you’ll figure out how to incorporate the change to benefit the larger group, and that will be an optimal outcome. If you see the change as neutral, you can accommodate it, and that will be optimal. But if you perceive it as a bad thing, the optimal result or best possible outcome may not be the one you would favor. The key question: is this something you can control? Do the folks in the cell seem amenable to changing as a result of your arguments against what they’re advocating? If yes, then the optimal answer is to actively engage in persuasion, and win them over (or back). If the answer is no, it’s time to shift to another paradigm – we’re out of microtrends and into the starfish and the spider.
What does an optimium look like if the cell is growing despite your objections – maybe even as a result of your objections – and you are no longer in control? It’s important to recognize that rapid communication, decentralization, and the force of a strong idea will aid the cell and hinder the hierarchy. Historically, in such situations, the denomination will eventually either capitulate or divide, although capitulation is rarely pure and usually results in some churning – in other words, some leave, but others join. An example of capitulation might be the Southern Baptist reversion to conservatism in 1998. An example of division is the formation of the PCA. Optimum, in other words, may not describe the outcome you, the current leader in charge of the denomination want, but the realistic, aware, and if possible – charitable – management or participation in a process which results in the change that is going to happen whether you like it or not. Is there opportunity for negotiating some concessions to your side? Is it possible to keep more peace than less during a painful time?
The value of microtrends is to urge decision-makers – or as applied in your hypothetical – denominational leaders to be active in spotting the development of cells, and taking advantage of an early heads up in figuring out what it means and how best to respond.
Actually, it has application at the individual church level that might be even more down to earth and helpful. As an example, assume that a church has had a small but nothing special youth ministry for many years. The current youth pastor is competent, but the kids in the ministry are ho-hum. A new family moves into town, and begins to attend this church, and as it turns out, their kids are not only dynamic young Christians, but alphas in the local public schools. Attracted by these kids, soon, a few other new families begin attending your church for the youth program, such as it is, and then a few more.
In this case, the cell is your youth, and the only thing that has really changed is (in strictly observable terms, and from a human perspective!) the chemistry between the youth pastor and the go-getter kids in the new family. But within a year, you have increasing numbers of kids and their parents checking out your church. Your strength in the past, however, has been in your ministry to the elderly. That’s where your resources have been put, and your services cater to that cohort. What do you do?
If you have been paying attention to microtrends, you’re on top of the shift in culture. You recognize it early, and begin to plan to accommodate it, and stay a step ahead of the changes it may force in your church, which hasn’t changed much in recent years. If you haven’t been paying attention, and you’re not flexible, the youth ministry can disappear as quickly as it arose. Another possibility is that you’ll be caught behind the curve of the influx of new people, who begin to make new ministry demands, and push for changes in the way you’ve always done things. The result? The culture of your church fractures, frustrating your loyal core, and causing an unrest and divisiveness that . . . fill in the blank. You can likely think of your own scenario.
This has been a long answer to a good question. My main interest with these and similar posts is to suggest ways that the church and its leadership can benefit from advances in the disciplines of management and strategy that originate in the secular realm.
January 23, 2008 at 7:38 pm
Let’s put some flesh on this. A group finds that even though it’s small relative to the size of its denomination it’s able to launch a movement. It didn’t start out with the goal of starting a movement, but when it sees that it has an impact, its leaders become convinced that they’re at the helm of a new reformation. This puts them at odds with other groups that either don’t care for the changes or want to start a reformation of their own.
Given this scenario, what insights does the paradigm give us? Or, to ask your question again, how ought decision makers respond so as to achieve an optimal outcome?
January 23, 2008 at 6:47 pm
Hi Craig: Fun thought! I clearly think that the paradigm has applications in – say – a denomination. There, you have a large group which has at least historically and on paper adhered to a common set of shared values or creeds. But, at the same time, this community is segmented all the time into specialty niches – the youth, the singles, families, women, men, survivors of a common illness or crisis, the elderly, the elders, the clergy . . . Microtrend analysis suggests that we would be remiss if we weren’t also attuned to other ways the group might be becoming segmented – as cells form unofficially in response to a new idea, a different worship style, the prompting of a charismatic leader,and so forth. In such cases, how ought decision makers respond to so as to achieve an optimal outcome? Such questions are very real, and have implications for both the leaders and the cells.
January 23, 2008 at 4:45 pm
I wonder if we might find the same sort of patterns in a group (say a denomination) even when the group appears to be homogeneous. Could this explain the lack of basic civility in some of the current theological debates? I would love to be able to show that the whole FV debate is really a sociological problem