First, a rant about US National Parks, at least the two I am rather familiar with. There are, of course, lots of wonderful things to see at National Parks. But if you are inviting millions of visitors to your park each summer season, and you charge them a substantial fee to enter and enjoy the park, you arguably assume the duty to make available some basic services to all these car trip visitors. In particular, provide enough parking for all the cars and RVs that you invite to the park, provide enough restrooms for the crowds (thousands and thousands of people) that flow to the popular sites at your park each day in the summer, and give them a place to buy food and drink. Parking, food/drink, and restrooms. Not a lot to ask.

But no. Every single parking lot is overcrowded, with many visitors parking along the highway leading to the sites for up to half a mile, with visitors, often with children, then walking on the side of the highway with traffic cruising by. There is plenty of space to expand NPS parking lots, they just don’t want to. Restrooms, when available, there just aren’t enough of them and they don’t get the necessary upkeep and cleaning to make them adequate for human use (I could add the ugly details, but you can figure it out). I’m sure just about every NPS executive would blow a gasket if you suggested sprinkling a few Burger King’s around their park. But honestly, if you parked ten food trucks in the Old Faithful parking lot, for every visitor who bemoaned the incongruity of a food truck in Yellowstone, you would have about 200 visitors who were eternally grateful to get quick tasty food to feed their family so they could move along to the next attraction.

Here’s the difference between a retail business (that has to keep the customers happy or go out of business) and government entities like NPS. Execs at NPS have a host of excuses to not provide the services that every visitor would like to have, as I noted above. But can you imagine your average retail establishment replying to their customers anything like this? “Parking is their problem, not my business’s problem. I just put products on the shelf.” Or: “We open the stadium to visitors to watch the game, but don’t expect us to sell them food.” Or: “We clean both restrooms once a week. People shouldn’t be so messy.” You know, a hundred variations on “not our problem” when, in the view of customers or visitors, it certainly IS the problem that the people running the establishment should fix. For-profit outfits fix them or lose customers. NPS ignores these problems.

What about the LDS Church? Is it more like a business that pays attention to customers, takes feedback into account, and tries to make the customers happy? Or is it more like NPS, that ignores obvious problems of insufficient and inadequate services, instead offering excuses or blaming visitors? Yes, that is essentially a rhetorical question. But it’s not parking lots and restrooms that are the LDS problem. In fact, ample parking lots and clean restrooms are one of the real achievements of LDS buildings. I’ll give credit where it is due. We have the best parking lots in Christendom, along with excellent investment fund managers and real estate advisors.

I don’t even have to give explanations, just list a few topics. Garment design and practice. LDS mission rules and experience (somewhat modified for the better the past few years). Long, boring meetings (somewhat modified with the two-hour church schedule). Overbuilt and underused temples. Curriculum, ostensibly based on the scriptures, is in reality always a variation on the standard LDS indoctrination checklist. Stubbornly sticking with early morning seminary to the detriment of sleep-deprived LDS students. I could go on. You can offer your own particular concern.

The bigger question is why LDS leaders take so little concern for these and other items that irk some or many LDS participants. They just don’t seem to care about the customer (the members). Like NPS execs, LDS leaders have a host of go-to excuses. People should do less complaining and be more faithful. It’s our job to say inspired things and their job to listen and do. Sacrifice brings forth the blessing of heaven. Don’t criticize LDS leaders, especially if the criticism is true and accurate. And so forth.

This is an even more pressing issue in light of current membership issues, with more people leaving and more units being merged and missionary work stagnation. The leadership is certainly aware of many of these problems, the issues and practices that bother many members. Some members leave, others stay and just grumble privately, others grumble publicly and sometimes get reprimanded or exed. It just seems like (as I often remark in my posts) like this is a prime example of leadership failure. The Church (apart from parking lots and investment portfolios) is not a well managed organization. Maybe they need a big leadership retreat where they candidly acknowledge some organizational failures and honestly reassess the mission of the organization.

What do you think? I won’t even give a list of prompts on this one. You can expand on my points and try to explain why this is so — or you can come to the defense of the Church as a well-managed institution with leaders that spend day and night worrying about the well-being of the members and how to better meet their spiritual and temporal needs. The floor is yours.