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than the specific but is capable of being developed further. Several
aspects of Church of England organisation make that organisation
unique. First a diocese has virtually no enforcement powers over
parochial activity. Whilst a bishop has varying degrees of control
over the choice of a new incumbent, once installed that latter has
security of tenure for life short of a serious theological transgression.
A parochial church council is independent and responsible to virtually
no-one but itself, and in particular owes no legal financial obligation
to its diocese, which latter must therefore work on persuasion not
dictum: "You can direct to a point, but you can't even say you will
pay your diocesan share"
(C4)
. In practice the vast majority of
parishes do pay, and the few where there are quibbles tend to be due
to 'parish pump politics'. "There is a considerable amount of
[moral pressure] for them to pay up, and a parish feels very bad if
it doesn't manage to do it"
(C4)
. This is not altogether surprising,
there is sociological research available to suggest that people will
respond to such pressure to a surprising degree. The work of Milgram
is particularly interesting in this respect - in the conclusion to
his work 'Obedience to Authority' he states "A substantial proportion
of people do what they are told to do...so long as they perceive that
the command comes from a legitimate authority"
(B22)
. It would seem
that the Diocese could seek compliance from parishes and may not need
to worry too much about seeking commitment.
Whilst probably no-one would wish so soon to further restructure
the present hierarchical system, it would be prudent for any management
to be aware of the merits and demerits of that system and of the
possible further changes that could be made, should conditions be
deemed appropriate.
