Over the past decade, the business community as well as many church leaders, including Chinese churches, have begun to study and successfully use the Starfish model for church planting and general expansion.
In 2006, Ori Brafman and Rod Beckstrom, two American MBA experts, co-authored a book called The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations In their book, they put forward the concept of a starfish organization. The book became one of Amazon’s top ten business bestsellers for that year.
The book divides organizations into two categories: One is the traditional “spider” type with strict hierarchical structures and top-down leadership. The other is the new “Starfish model”, which sports a flat structure and decentralized decision-making. Commentators state that while enterprises in China are still learning to be good spiders according to the Western model, “Starfish” has already demonstrated its great power in the Internet era.
Since the publication of the book, many organizations, especially companies and non-profit organizations, have begun to practice the Starfish model with varying degrees of success. In this process, the church community is gradually recognizing that a church also needs to accept this new management model in order to boost growth.
As early as 2013, a media professional who covers the Chinese church reported that he attended a conference entitled “The Starfish Exhibition” in the autumn of 2012. All participants were leaders from business and non-public organizations. The theme of the conference was inspired by the book The Starfish and The Spider (by Ori Bravman and Rod A. Beckstrom).
He writes that this model is worthwhile for many ministries: “In today’s highly- connected society, organizations that rely on the control of headquarters to operate will find it difficult to thrive. However, Starfish institutions can thrive by decentralizing and spreading their authority to multiple circles capable of managing their own affairs. These circles communicate with other peers, which not only effectively transmits information, but also serve as bridges to other networks outside the organization. These characteristics give institutions the ability to absorb new blood, condense new blood under a common goal through informal channels, and establish their sense of belonging to institutions. These so-called “futuristic” institutions exist today. Driven by social media and timely personnel arrangements, they are flexibly shaping and transforming themselves in response to ever-changing needs in order to achieve their original mission.”
Over the past decade, many Chinese churches in Hong Kong, Macao, Taiwan, and North America have gradually focused on the role of the Starfish model in outreach and growth. Some church members have discussed how the decentralized thinking within the Starfish model has been especially beneficial to the churches in mainland China, helping them to move beyond the patriarchal culture and develop more flexibility in a complex environment.
One pastor, Pastor W., who began to put the Starfish model into practice for his own church renewal and development in the post-epidemic era, believes that the transformation of the Spider and Starfish models is in line with the global trend of churches increasingly recognizing the importance of micro-churches.
He said that the vitality of starfish is very tenacious. A starfish has five horns. If one horn is cut off, it will grow back. If it is cut off again, it will grow back again and the cut horn can develop into a new starfish. This is the kind of vitality that people need to live out as well.
Pastor W. said that the traditional church model is more of a Spider model, a centralized model, while the current re-emerging trend of micro-churches is a Starfish one. The key to the Starfish model is decentralization. In this model, any part of the organization can be like the organs of a starfish: flexible, flat, and completely autonomous.
He compares the differences between starfish and spiders: spiders - a fragile organizational system. The more wisdom and power are concentrated in the hands of a few, the more fragile the system becomes. Starfish though is a “counter-fragility organizational system” emphasizing the decentralization of power and functions as much as possible. In this way, it can effectively prevent the church from becoming too institutionalized. An “institutionalized church” will lose its vitality, whereas becoming a starfish model will maintain the advantages and vitality of a vibrant church.
The specific manifestations of these two modes in church form are:
Spider - one or more churches; one congregation; one or more services; one leader (senior pastor plus council) or a centralized leadership team with a high level of control.
Starfish – a decentralized expression around churches with multiple locations, congregations, gatherings and leaders. The church is a scattered network, composed of many believers, leaders and micro-churches. It is the smallest and most basic expression of the church.
In Pastor W.’s view, the Starfish model can be combined with the model of the early church in Acts: "The Starfish movement is an apostolic movement organized around the mission of breaking through into a new context. It is organized as a network of micro-churches with a common focus."
In an age where everything can be "flattened," the test of control that such a high degree of decentralization can bring to an organization is clearly another source of great concern. He explained that what lies in the middle between flat decentralization and collegiality is the values, vision, and mission that the congregation needs to uphold, and on which more lay people are encouraged to participate. This is more significant than just a handful of clergy.
In this regard, Pastor W. added that micro-churches are indeed decentralized, but it does not mean that they have no center at all. “In fact, we think there must be a center. So-called decentralization is intended to let more believers have the power and opportunity to participate in the service rather than limiting the power to full-time staff.” Pastor W.’s decentralization and encouragement of laypersons to participate in ministry is essentially a return to the early church model of the Apostolic period. Everyone is intended to be a disciple.
“Moreover, it is better if more believers than just full-time staff participate in ministry. Each person has a different vision and each person has a God-given gift. They can be very detailed and thoughtful when involved in ministry." In a microchurch, many things can be done with flexibility and mobility, yet some things must be done in an integrated manner, such as personnel and financial management. These powers cannot be delegated to micro-churches, for that could easily cause very serious problems leading to a division of the church. Likewise, many micro-churches and other churches are organically linked together in order to accomplish jointly the Great Commission.
- Translated by Charlie Li
十多年下来，不仅企业界，全球教会界包括华人教会界也有许多领袖开始研究和使用海星模式在植堂和教会拓展上，并获得许多经验和成就。
MBA界的二位大师美国人奥瑞·布莱福曼和罗德·贝克斯特朗2006 年合作出版了一本书叫《海星模式》(The Starfish and the Spider)，在这本书中他们提出了海星型组织的概念，这本书也成为当年亚马逊年度十大商业类畅销书之一。
《海星模式》这本书将机构组织分成了两大类：一类是传统的“蜘蛛”型，具有严格的科层结构和自上而下的领导关系；另一类是新的“海星”型，拥有扁平化的结构和分散的决策权。有评论说，当中国的企业还在学习西方的明星企业如何做好一只蜘蛛的时候，海星已经向网络时代展现了自己巨大的力量。
《海星模式》这本书出版以来，很多的组织尤其是公司和非营利机构开始开始实践海星模式并且取得了不同程度的成功。在这样的过程中，逐渐也有教会人士看到教会也需要学习这一新的管理模式的改变，为教会成长赋能。
早在2013年，一位关注中国教会的媒体人士就提到自己于2012年秋天出席了一个以 "海星展览" 为主题的年会，其中的参与者悉数为商界及非公营机构的领导人。大会的主题构思取自《海星与蜘蛛：无领袖机构之恒久冲劲》(The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations, by Ori Brafman and Rod A. Beckstrom)。
他写到这样的模式对于很多服事机构也是很值得借鉴的：“在今日高度连结的社会里，倚赖总部操控才能运作的机构，将难以茁壮成长。但是，那些类似海星的机构，却可大展鸿图：他们把权力下放，扩散到多个能自理己事的圈子；这些圈子在同侪间彼此沟通，不但高效传递信息，更可成为桥梁，与机构外的其他网络相互沟通，建立关系。这些特征又赋予机构吸纳新血的能力，透过非正式渠道，将新血凝聚在共同的目标下，建立它们对机构的归属感。这些所谓‘未来式’的机构，其实今日已经存在。在社会传媒的推动下，配合适时的人事安排，它们因应变幻多端的需求，正在灵活地塑造及改造自己，以期达成原定的使命。”
陆续十几年来，也有不少港澳台、北美的华人教会逐渐关注到海星模式在教会外展活动和增长上的作用，也有教会人士谈到海星模式分权化的思路尤其对于中国内地教会从家长制的氛围中走出来，并且在复杂的环境下更为灵活的发展是很有裨益的。
一位在后疫情时代开始将“海星模式”实践于自身教会更新和发展的牧者W牧师认为，其实蜘蛛和海星的模式的转变切合了全球教会愈来愈重新认识到微型教会重要性并使用的趋势，是值得借鉴。
他介绍说，海星的生命力非常顽强，一个海星有五个角，把一个角切断，它很快就能够再长出来，再切断 ，还会再长出来，而且被切断的角也能够重新发育成为一只新的海星——海星生命力和繁殖力之旺盛由此可见一斑，这其实是拥有福音的人也需要活出来的生命力和模式。
W牧师说，传统教会的模式更多是一种蜘蛛的模式，是一种集权模式，而当下重新兴起的微型教会趋势就是一种海星模式，海星模式的关键在于分权。在海星模式的组织机构当中，组织的任何一部分都能像海星的器官，灵活扁平，完全自治。(==当summary_
他对比海星和蜘蛛的区别：蜘蛛——脆弱的组织系统，越是把智慧和权力集中在少数人手中，这个体系就越脆弱；而海星是”反脆弱的组织系统”，强调权力和职能尽可能分散。如此，可以有效的防止教会过于制度化，变成一种“制度化的教会”（instituionl church）失去活动，而成为海星模式可以很好地让教会保持“运动化教会”（movemental church）的优势和活力。
一些实际的操作经验
具体这两种模式在教会形态的表现是：
蜘蛛——一座或多座教堂；一个会众；一场或多场教会；一名领导负责人（主任牧师+理事会）或具有较高控制水平的集中领导团队。
海星——围绕多个地点、多个会众、多个聚集和多个领袖的教会分散表达；教会是一个分散的网络，由众多的信徒、教会领袖和小教会组成，是教会最小和最基本的表达方式。
在他看来，海星的模式其实可以与使徒行传中的初期教会的模式结合：“海星运动是围绕在新环境中突破的使命组织的使徒运动，组织为一个网络，由具有共同焦点的微型教会组成。”
在当今这样一个万物皆可”扁平化“的年代，如此高度分权对于组织的控制力带来的考验，显然又令很多人十分忧虑。他解释说，连接扁平化分权和共同协作中间的其实是会众需要持守的价值观、异象和使命，在此基础上鼓励更多的平信徒参与到服事中，而非只是少数的神职人员。
对此，W牧师分享他的经验说，微型教会确实是去中心化，但是并不是说完全就没有中心。”事实上，我们认为一定需要有一个中心。所谓的去中心化，我们的理解是让更多的信徒有权力和机会参与到服事当中，而不是让几个全职服事的人拥有所有的权力。W牧师这种去中心化、激励平信徒都参与到服事中其实是使徒时期初代教会模式的一种回归，即让人人做门徒。
“而且，更多的信徒参与到服事当中，一定比只让全职同工参与服事更好。因为每一个人的眼光都不一样，而且每一个人也都有上帝赐给他的恩赐，因此在参与教会服事的时候，可以做的非常细致周到。”
在微型教会里面，有很多的事情可以灵活的机动的来做，但有一些事情必须是要统筹进行的，比如说人事和财务的管理等等。这些权力不能下放到微型教会中，否则的话很容易就会引起非常严重的问题，甚至有可能导致教会分裂。同样，众多微型教会以及其他教会有机的联接在一起，才能够共同成就上帝国度的大使命。
观察|从“蜘蛛”到“海星”—— “海星模式”管理新趋势可为教会更新与发展赋能
Over the past decade, the business community as well as many church leaders, including Chinese churches, have begun to study and successfully use the Starfish model for church planting and general expansion.
In 2006, Ori Brafman and Rod Beckstrom, two American MBA experts, co-authored a book called The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations In their book, they put forward the concept of a starfish organization. The book became one of Amazon’s top ten business bestsellers for that year.
The book divides organizations into two categories: One is the traditional “spider” type with strict hierarchical structures and top-down leadership. The other is the new “Starfish model”, which sports a flat structure and decentralized decision-making. Commentators state that while enterprises in China are still learning to be good spiders according to the Western model, “Starfish” has already demonstrated its great power in the Internet era.
Since the publication of the book, many organizations, especially companies and non-profit organizations, have begun to practice the Starfish model with varying degrees of success. In this process, the church community is gradually recognizing that a church also needs to accept this new management model in order to boost growth.
As early as 2013, a media professional who covers the Chinese church reported that he attended a conference entitled “The Starfish Exhibition” in the autumn of 2012. All participants were leaders from business and non-public organizations. The theme of the conference was inspired by the book The Starfish and The Spider (by Ori Bravman and Rod A. Beckstrom).
He writes that this model is worthwhile for many ministries: “In today’s highly- connected society, organizations that rely on the control of headquarters to operate will find it difficult to thrive. However, Starfish institutions can thrive by decentralizing and spreading their authority to multiple circles capable of managing their own affairs. These circles communicate with other peers, which not only effectively transmits information, but also serve as bridges to other networks outside the organization. These characteristics give institutions the ability to absorb new blood, condense new blood under a common goal through informal channels, and establish their sense of belonging to institutions. These so-called “futuristic” institutions exist today. Driven by social media and timely personnel arrangements, they are flexibly shaping and transforming themselves in response to ever-changing needs in order to achieve their original mission.”
Over the past decade, many Chinese churches in Hong Kong, Macao, Taiwan, and North America have gradually focused on the role of the Starfish model in outreach and growth. Some church members have discussed how the decentralized thinking within the Starfish model has been especially beneficial to the churches in mainland China, helping them to move beyond the patriarchal culture and develop more flexibility in a complex environment.
One pastor, Pastor W., who began to put the Starfish model into practice for his own church renewal and development in the post-epidemic era, believes that the transformation of the Spider and Starfish models is in line with the global trend of churches increasingly recognizing the importance of micro-churches.
He said that the vitality of starfish is very tenacious. A starfish has five horns. If one horn is cut off, it will grow back. If it is cut off again, it will grow back again and the cut horn can develop into a new starfish. This is the kind of vitality that people need to live out as well.
Pastor W. said that the traditional church model is more of a Spider model, a centralized model, while the current re-emerging trend of micro-churches is a Starfish one. The key to the Starfish model is decentralization. In this model, any part of the organization can be like the organs of a starfish: flexible, flat, and completely autonomous.
He compares the differences between starfish and spiders: spiders - a fragile organizational system. The more wisdom and power are concentrated in the hands of a few, the more fragile the system becomes. Starfish though is a “counter-fragility organizational system” emphasizing the decentralization of power and functions as much as possible. In this way, it can effectively prevent the church from becoming too institutionalized. An “institutionalized church” will lose its vitality, whereas becoming a starfish model will maintain the advantages and vitality of a vibrant church.
The specific manifestations of these two modes in church form are:
Spider - one or more churches; one congregation; one or more services; one leader (senior pastor plus council) or a centralized leadership team with a high level of control.
Starfish – a decentralized expression around churches with multiple locations, congregations, gatherings and leaders. The church is a scattered network, composed of many believers, leaders and micro-churches. It is the smallest and most basic expression of the church.
In Pastor W.’s view, the Starfish model can be combined with the model of the early church in Acts: "The Starfish movement is an apostolic movement organized around the mission of breaking through into a new context. It is organized as a network of micro-churches with a common focus."
In an age where everything can be "flattened," the test of control that such a high degree of decentralization can bring to an organization is clearly another source of great concern. He explained that what lies in the middle between flat decentralization and collegiality is the values, vision, and mission that the congregation needs to uphold, and on which more lay people are encouraged to participate. This is more significant than just a handful of clergy.
In this regard, Pastor W. added that micro-churches are indeed decentralized, but it does not mean that they have no center at all. “In fact, we think there must be a center. So-called decentralization is intended to let more believers have the power and opportunity to participate in the service rather than limiting the power to full-time staff.” Pastor W.’s decentralization and encouragement of laypersons to participate in ministry is essentially a return to the early church model of the Apostolic period. Everyone is intended to be a disciple.
“Moreover, it is better if more believers than just full-time staff participate in ministry. Each person has a different vision and each person has a God-given gift. They can be very detailed and thoughtful when involved in ministry." In a microchurch, many things can be done with flexibility and mobility, yet some things must be done in an integrated manner, such as personnel and financial management. These powers cannot be delegated to micro-churches, for that could easily cause very serious problems leading to a division of the church. Likewise, many micro-churches and other churches are organically linked together in order to accomplish jointly the Great Commission.
- Translated by Charlie Li
Observation: 'Starfish' Management Empowers Church to Renewal
