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<\/a>While we have been exploring the relationship of our faith with our social and economic context this spring, our exploration has primarily been theoretical, abstract and imaginary. Our discussions have been rich and our readings deep, but still hypothetical. Our final text, however, (perhaps the capstone of this course??), pulls ideas from many of our readings together into a lived possibility. Leadership is an Art<\/em>, by Max DePree, is a story of one person\u2019s (really, one family\u2019s) attempt to faithfully inhabit their place in the world, and answer some of the questions with which our previous authors have wrestled.<\/p>\nConsistently, even today, 30 years after DePree stepped down as chair of Herman Miller<\/a>\u00a0(pun intended), the company is still recognized as one of the most creative furniture companies, one of the best companies to work for, and one of the most sustainably responsible.[1]<\/a> Whatever the company\u2019s \u201csecrets,\u201d they obviously have figured out how to thrive in the competitive capitalist environment.<\/p>\n The Secrets \u201cExposed\u201d<\/strong><\/p>\n As if in direct response to Polanyi\u2019s explanation of capitalism\u2019s commodification of labor,[2]<\/a> DePree\u2019s leadership and company recognize each employee as a full human being\u2014capable of having interests outside of the workplace, providing necessary voice and creativity in a job they enjoyed, and well supported and valued by the company.[3]<\/a> Following Max Weber\u2019s theory on the emergence of capitalism\u2014while capitalism may be inevitable in today\u2019s context, DePree\u2019s company resisted the trend to simply see employees of any level as labor <\/em>(\u201cwhat do you do?\u201d), but real people (\u201cwhat can you be?\u201d).[4]<\/a> For the head of a company, and the company itself to genuinely respect the personhood of each employee\u2014and show in its practices\u2014seems almost unheard of today. We see it practically portrayed in the way the Herman Miller company has employee ownership\u2014the employees\u2019 voices and roaming leadership are valued.<\/p>\n By embodying a concept of persons rather than labor, DePree argues that \u201cevery person brings an offering to a group\u201d which \u201crequires us to include as many [diverse] people as possible.\u201d[5]<\/a> When a person is needed, when their desire to contribute in a workplace or a community is fulfilled, each transaction or interaction allows for \u201cthe flourishing of each person involved,\u201d Cavanaugh agrees.[6]<\/a><\/p>\n The same argument can be made for how DePree\u2019s company approaches the products they create, and the world around them\u2014with creativity and respect. His company values beauty and design, both in the items they create and in the environment they work to sustain (see Herman Miller’s things that matter to us<\/a>). As a company led by people of faith, they understand that \u201cA sacramental view of the world sees all things as part of God\u2019s good creation, potential signs of the glory of God; things become less disposable, more filled with meaning.\u201d[7]<\/a><\/p>\n Max DePree believes there is a cost for belonging, but that the cost is worth it.[8]<\/a> He recognizes that relationships are key to building a community of belonging, whether that be in a church community or, in his case, his company. James Davison Hunter, in introducing the theology of presence, suggests that, in light of God\u2019s presence with us, we must be fully present to each other, we must \u201cpursue each other, identify with each other, and direct our lives toward the flourishing of each other through sacrificial love.\u201d[9]<\/a><\/p>\n Conclusion<\/strong><\/p>\n Throughout this course\u2019s reading assignments this spring, I confess I felt discouraged and, to an extent, Whatever your task, put yourselves into it, as done for the Lord. Colossians 3:23<\/em><\/p>\n \u00a0<\/em><\/p>\n [1]<\/a> http:\/\/archive.fortune.com\/magazines\/fortune\/mostadmired\/2011\/snapshots\/772.html.<\/a> Accessed March 23, 2017.<\/p>\n [2]<\/a> Karl Polanyi, The Great Transformation<\/em>, (Boston: Beacon, 2001), xxv, etc.<\/p>\n [3]<\/a> \u201cOne of the great problems of the capitalist system\u2026 is that it has been primarily an exclusive system. It has been built primarily around contractual relationships, and it has excluded too many people.\u201d Max DePree, Leadership is an Art<\/em> (New York: Doubleday, 2004), 64<\/p>\n [4]<\/a> Max Weber,\u00a0The Protestant Ethic and the Spirit of Capitalism<\/em>\u00a0(New York: Scribner\u2019s Sons, 1958 [2003]), 70. Cf. DePree, 15.<\/p>\n [5]<\/a> DePree, 65.<\/p>\n [6]<\/a> William T. Cavanaugh, Being Consumed<\/em>, (Grand Rapids, Eerdmans, 2008), viii.<\/p>\n [7]<\/a> Cavanaugh, 58. They become even \u201cless disposable\u201d when you look at the price for the Herman Miller products. Unfortunately, the high cost out-prices most customers, but the reality of a high quality product where people are paid a respectable wage is the outcome.<\/p>\n [8]<\/a> DePree, 23, 69.<\/p>\n [9]<\/a> James Davison Hunter, To Change the World<\/em>, (New York: Oxford, 2010), 244.<\/p>\n<\/a> helpless, at the reality of capitalism\u2019s extreme reality of consumerism consuming our identities as followers of Jesus. How do we respond to that reality, I wrestled. Hunter\u2019s suggestion of living a theology of faithful presence inspired me and cracked open a hint of light. But does that faithful presence only make itself known in the walls of a church building, or among gatherings of Christians? Hunter crucially contends that where \u201cwe are able, faithful presence commits us to do what we can to create conditions in the structures of social life we inhabit<\/em> that are conducive to the flourishing of all.\u201d[10]<\/a> This is precisely what DePree\u2019s story gives us. Ostensibly a book on leadership, what DePree offers us is a tangible example of how one man, one family, one company can live out the ideals of God\u2019s faithful presence among us, even in the midst of a crazy commoditized consumer context. What DePree gifts us as leaders is the possibility that we ourselves and those we lead, those faithful pew sitters, can mightily enact God\u2019s faithful presence in the context we and they find themselves in\u2014(in my case, in a library), or perhaps even a furniture company.<\/p>\n