Administration

Authorities say that, due to a clerical error, a suspected murderer was released from county jail, but he’s now safely back behind bars.

A warrant for arrest was issued for 22-year-old Amarion Sanders who’d previously been held in the Cuyahoga County Jail on $1 million bail. Sanders was facing aggravated murder charges in connection with a shooting in September of 2023.

Sanders was released on June 24, because another defendant in an otherwise unrelated case had his charges dismissed, and one of the court personnel incorrectly entered that case number into the database for dismissal. The next day, the second arrest warrant was issued, and Sanders was re-arrested without incident.

County, state, and federal law enforcement agencies, including the U.S. Marshals Service, helped search for Sanders.

Possible Preaching Angle:

This is a great story to teach the lesson that small mistakes can have big consequences. It is important to maintain a system of checks and balances and to take immediate action when an error is discovered.

In March of 2024, aviation manufacturer Boeing announced changes to their internal processes after failing a safety audit by the Federal Aviation Administration (FAA). The audit followed a string of negative stories involving the safety of its aircrafts, including an incident in January where an Alaska Airlines flight experienced explosive decompression when an insufficiently secured door plug popped out.

The FAA reviewed 89 aspects of production at a plant in Renton, Washington, and found that the company failed at 33 of them. That amounts to a 63% success rate, which in school would normally earn students a letter grade of D.

In a memo to employees, president of Boeing’s commercial division Stan Deal said that the vast majority of failures involved employees not following approved procedures, and promised to provide opportunities for remedial learning. “We’ll be working with each employee noted with a non-compliance during the audit to ensure they fully understand the work instructions and procedures.”

Deal also acknowledged that the problems did not solely rest on the backs of production-level employees, but that many of Boeing’s procedures were confusing and changed too frequently. He said, “Our teams are working to simplify and streamline our processes and address the panel’s recommendations.”

Possible Preaching Angle:

Whether in secular work or in ministry, taking hazardous shortcuts in a responsible work position, because of laziness, inexperience, or time pressure, can lead to disastrous results. It is better to speak up and take responsibility to make sure that a trust is fulfilled (1 Cor. 4:2).

First, there was a pop. And then a big bang. Air loudly whooshed out of the side of the airplane, which was flying at 16,000 feet with an emergency exit size gash. A cellphone, a teddy bear, and a passenger’s shirt were sucked out the hole in the cabin. Oxygen masks dropped from overhead compartments.

Passengers on Alaska Airlines flight 1282—which was enroute to Ontario, Calif., from Portland, Oregon—were fearful for their lives. The flight, however, landed back at the Portland airport less than 30 minutes after takeoff, with 171 passengers and six crew members aboard, all of them alive.

One passenger said, “We literally thought we were going to die.” Bolts needed to secure part of an Alaska Airlines jet that blew off in midair appear to have been missing when the plane left the factory.

Boeing and other industry officials increasingly believe the plane maker’s employees failed to put back the bolts when they reinstalled a 737 MAX 9 plug door after opening or removing it during production.

The scenario was based partly on an absence of markings on the Alaska door plug itself that would suggest bolts were not in place when it blew off the jet around 16,000 feet over Oregon. They also pointed to paperwork and process lapses at Boeing’s Renton, Washington factory related to the company’s work on the plug door.

Skye Jethani writes, in Immeasurable, about good versus bad complexity in ministry. He illustrates it this way:

Bad complexity is like a Rube Goldberg machine. Those are the massive, jerry-rigged contraptions that fill an entire room with moving ropes, ramps, bowling balls, and buckets. One small motion, like a marble rolling or a domino tipping, begins a long and complicated chain reaction. A Rube Goldberg machine is a huge, inflexible apparatus that accomplishes one simple task. It’s not very useful, but it can be immensely entertaining.

Good complexity, in contrast, is like a Swiss Army knife—an elegant, nimble instrument that can accomplish an impressive number of tasks. No one would say Swiss Army knives are simple. They are intricate, with many precisely engineered parts, but this complexity of design paradoxically makes them adaptable and easy to use.

Many churches are marked by bad complexity. They are like Rube Goldberg machines—not very effective, but very entertaining to watch. They construct massive systems of control that are far larger than what is required for the task, and they are dangerously fragile. If one element of the system or environment changes, the weakness of the whole church or organization is exposed.

Possible Preaching Angle:

This could be used as illustration of the difference between strong and weak, healthy and unhealthy, complex yet meaningful church organizations and ministries.