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'How to Make. Changes in Your Church' Presented by Ed Gilman ... Elbert Hubbard said that 'the greatest mistake a person can make is to be afraid of making one. ... – PowerPoint PPT presentation

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Title: How to Make


1
How to Make
Changes in Your Church
Presented by Ed Gilman
2
Some social analysts have stated that there was
more change in the 20th century than in the
previous 19 centuries together. Others analysts
claim that human knowledge is doubling every two
and a half years.
The Puzzle of Constant Change
3
Quotes About Change
  • Charles Kettering (inventor)
    We
    should all be concerned about the future because
    we will have to spend the rest of our lives
    there.
  • Leith Anderson (pastor)

    Some want to turn the calendar back and make
    tomorrow more like yesterday.
  • Doug Murren (pastor)
    Without the
    change-agent, change rarely occurs leaders
    initiate change by being voices of discomfort.

4
Quotes About Change
  • Bill Easum (church consultant)
    Churches with a slow
    pace of change are no longer adequate in a
    fast-changing world. Structures designed to
    coordinate ministry are unable to cause
    innovation.
  • James Belasco (business consultant)
    Change is a process,
    not a destination. It never ends. Regardless of
    how successful you are this year, there is always
    next year.
  • John Kotter (leadership professor)
    People will not
    make sacrifices, even if they are unhappy with
    the status quo, unless they think the potential
    benefits of change are attractive and unless they
    really believe that a transformation is possible.

5
Quotes About Change
  • Lyle Schaller (church consultant)
    An average
    of 50 to 60 congregations in American
    Protestantism chose to dissolve every week
    compared to perhaps 5 to 10 that are able and
    willing to redefine their role.
  • Kouzes Posner (leadership professors)
    Leaders are pioneers-people
    who are willing to step out into the unknown.
    They search for opportunities to innovate, grow,
    and improve.
  • Aubrey Malphurs (seminary professor)
    In light of the
    difficult circumstances of 80 to 85 of North
    American churches at the end of the 20th century,
    the hope for the future of the church is change
    change through two primary areas of ministry
    church births and church revitalization.

6
Observations
  • Many churches today who dont feel any need to
    change, make the assumption that their style of
    ministry that was established for a past
    generation is relevant and effective
    for all future
    generations.
  • BIG QUESTION if your church chooses to
    continue on its existing
    course, with the same
    strategy, structure, and successes, that it
    has had
    will you
    accomplish your God-given vision?
  • God is the ultimate change-agent, He radically
    changed us by giving us a new nature is
    constantly working to change us more into the
    image of Christ wants to use us to help change
    the world.

7
Observations
  • Another BIG Question if our culture is
    constantly changing
    and yet our churches
    chose not to change can they relate to
    culture?
  • Leith Anderson gives this example of church and
    culture
  • Many churches hold their Sunday morning
    services at eleven oclock, an hour originally
    chosen to accommodate the milking schedule of
    dairy farmers. Churches that begin having earlier
    Sunday morning services are often surprised at
    the number of people who prefer to worship
    earlier so they can be home to see the kickoff
    for the NFL football games.
  • Some say that the sacred should not be subject
    to the secular, and often that is true (although
    there was certainly nothing sacred about milking
    cows or the hour chosen to accommodate that).
  • We cannot view the church as an island isolated
    from the
    rest of society. It cannot be isolated.
    As the
    culture changes, the church changes.

8
Observations
  • Leaders initiate change by being voices of
    discomfort. To be effective, a leader must at
    times deliberately develop dissatisfaction. The
    easiest way to accomplish this may be to take
    your leadership team to see the change modeled
    effectively in another church.
  • Many times great change ideas come from those
    outside the leader team who may express off the
    wall ideas.
  • Change never happens in a vacuum, appreciate
    those who help you create positive change.

My off the wall idea
9
Determining the Need for Change
The kind of thinking that led to past success
will not lead to future success.
Ken Blanchard

The significant competitive edge will be gained
by those companies who can quickly transform
ideas into incrementally better products He
advocates forgetting the bigness and instead,
expanding workers roles so that companies can
access and use the information they need for
overall gain. Tom P
eters
10
Determining the Need for Change
An example is the present decline in attendance
in more traditional, established churches across
America. The church paradigm of the 1940s 1950s
is producing all kinds of problems in the 1990s.
The primary manifestation is that these churches
are not reaching the baby boom baby bust
generations. Some believe that their church need
s only to redouble its current activities, we
need more commitment to work harder.
Increasingly, others are calling for
implementing a new paradigm to reach the
generation of the 1990s future generations for
Christ. Aubrey Malphurs Pouring New Wine into
Old Wineskins

11
Church Size in the United States
SMALLER- size (15 to 200 in Worship) 80
MEDIUM- size (201 to 500 in Worship)
10
LARGE- size (500 in Worship)
10
12
SMALLER 200 Under
Sizing the Church in Florida
Tier 1 35 or Less in Worship 328 Churches 15
1,666
78
Tier 2 36 to 75 in Worship 577 Churches 27
Tier 3 76 to 200 in Worship 761 Churches 36
Tier 4 201 to 350 in Worship 255 Churches 11
353
16.5
MEDIUM 350-500
Tier 5 351 to 500 in Worship 98 Churches 5
Tier 6 501 to 800 in Worship 69 Churches 3
Tier 7 801 to 1000 in Worship 14 Churches .06
120
5.5
Tier 8 1001 to 3000 in Worship 33
Churches 1.5
LARGER Over 500
Tier 9 3001 to 6000 in Worship 3
Churches .14
Tier 10 6001 to 12000 in Worship 1
Church .04
13
Observations
  • 78 of Southern Baptist churches in
    Florida have less than
    200 in worship.
  • 22 of Southern Baptist churches in
    Florida
    have more than 200 in worship.
  • Most of Florida is rural the density of
    population
    for Florida is 296 people per square mile.
  • The density of population for the Suncoast
    Association is over 3,200
    people per square mile.
  • There are only 80 Southern Baptist churches in
    Suncoast Association. (White, Black, Language)

14
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15
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16
2004 Church Size in S.B.A.
70 SMALLER 200 Under
87.5
Tier 1 35 or Less in Worship 28 Churches 35
Tier 2 36 to 75 in Worship 20 Churches 25
Tier 3 76 to 200 in Worship 22 Churches 27.5
Tier 4 201 to 350 in Worship 2 Churches 2.5
4 MEDIUM 350-500
5
Tier 5 351 to 500 in Worship 2 Churches 2.5
Tier 6 501 to 800 in Worship 3 Church
3.75
Tier 7 801 to 1000 in Worship 0 Church 0
6 LARGER Over 500
Tier 8 1001 to 3000 in Worship 2 Churches
2.5
7.5
Tier 9 3001 to 6000 in Worship 1 Church
1.25
Tier 10 6001 to 12000 in Worship 0
Churches 0
17
Comparisons
  • United States Florida S.B.A.
  • Smaller-size 80 78 87.5
  • Medium-size 10 16.5 5
  • Larger-size 10 5.5 7.5
  • While most of the land area of the United States
    and Florida is rural, our S.B.A. area
    has a very high density of population
    over 3,200 people per square mile.
  • Despite this high density of population and a
    large population base of over one
    million residents S.B.A. has a higher
    percentage of smaller-size churches than either
    the U.S. or Florida.
    (Which also means we have fewer medium or
    larger-size churches than either one.)

18
Have you been there?
19
Elements of the New Leader

Vision a focus
on drawing attention and commitment.

Empowering Practices coaching, teaching, and
nurturing of people as a competitive edge.

Alignment of the people and
purpose.

Shared Responsibility implement the
vision, change roles and ways of communicating.

Embracing Change change becomes
the norm.
Building Trust with Systems
information is shared with all hands.

On-Going Learning learn from
each other, or by formal
development
20
Creating Positive Change
  • Change the leader and you will change the
    organization.
  • Everything rises and falls on leadership! That
    is true
    for churches as well. However, its not easy
    to change
    leaders. In fact, leaders resist change
    as much as
    followers do. Remember, people do
    what people see.
  • The Pastor (or staff) is a Change Agent.
  • The leader must be out in front to encourage
    change and
    growth and to show the way to
    bring it about. He
    must know the technical
    requirements of the change,
    and understand
    the attitude and
    motivational demands for
    bringing it about in
    the church.

Drop-in Visits
21
Creating Positive Change
  • A doctoral dissertation by Robert Thomas, using
    the Biblical Personal Profile to discover
    specific personality characteristics of effective
    revitalization pastors who could successfully
    turn churches around, found that the persuader
    pattern was their dominant temperament.
  • This pattern (using the D.I.S.C. Profile System)
    is a very high I (8) and a high D (5).
    Their S was a -11 and their C was -4.

22
Creating Positive Change
  • The high I is outgoing, a risk-taker, likes
    people, enthusiastic, motivational, desires to
    help others, likes being out-front.
  • The high D is outgoing, wants immediate
    results, loves challenge, quick decision-makers,
    dislikes status-quo, likes to be in charge.
  • This doesnt mean the more reserved C S
    could not be change-agents, but perhaps they
    would do best working through a transition team
    with other high I D personalities on the
    team.

23
Creating Positive Change
  • Make a list of the logical advantages and
    disadvantages that should result from the change
    in your church.
  • Just seeing this on a sheet of paper can be
    clarifying.
  • There is nothing more difficult
  • to undertake, or more uncertain
  • in its success than introducing change.
  • Those leaders who have done well
  • in the church in the past will be your
  • enemies and those who might do well
  • in the future will be lukewarm supporters of the
    change.
  • Resistance to change is universal.
  • It effects all classes and cultures. All
    types of churches. Some are even unwilling to
    change even when they see the facts that prove it
    would be better for the churchs ministry.

24
Creating Positive Change
  • Vision is what makes the difference in positive
    change.
  • Vision paints a picture of what you want
    to be
    and where you want to go as a church.
  • Vision empowers everyone on your
    church ministry team to
    change.
  • When you empower your team it
    adds
    personal value to their lives.
  • Vision does not necessarily mean you have every
    strategy and detail worked out, you do have a
    general direction that you feel God is leading
    your church.

25
Creating Positive Change
  • You can empower and mobilize your leadership
    team with a simple,
    but inspirational vision
    statement.
  • The vision becomes the goal line and all
    decisions and actions of
    your church are
    directed towards crossing it.
  • Remind your team continually that they are
    empowered to make changes if it impacts the
    churchs vision in a positive way.
  • If you dont tell your team that they are
    personally empowered, they wont attempt changes.
    People are very poor mind readers.

THIS WAY
26
Why People Resist Change
  • One of many possible real life scenarios
  • Switzerland had dominated the world of
    watch-making for the past 60 years. They were
    constantly improving their watches, inventing the
    minute hand the second hand. They were on the
    cutting edge in research in gears, bearing,
    mainsprings, waterproofing. They were constant
    innovators.
  • By 1968 they had more than 65 of watch sales
    80 of the profits. No one was even a close
    second. By 1990 their market went from 65 to
    less than 10, their profit dropped to less
    than 20. What happened?
  • They had run into a major change in
    watch-making, from mechanical mechanisms to
    electronics. Everything the Swiss were good at
    was irrelevant to the new way.

27
Why People Resist Change
  • Between 1979 1981, 50,000 Swiss watchmakers
    (81) loss their jobs. But Japan, who had less
    than 1 of the watch market in 1968, now had 33
    with Seiko leading the way.
  • They irony is that the Swiss themselves had
    invented the electronic watch, but their
    researchers were rejected because it didnt have
    a mainspring, no bearings, almost no gears, was
    battery operated. It couldnt possibly be the
    watch of the future.
  • They were so sure they showcased their useless
    invention at the World Watch Congress that year.
    Seiko took one look and the rest is history.
  • Joel Barker calls these major changes paradigm
    shifts. The leadership key is to anticipate the
    future, even help shape it, by being constantly
    innovative and open to new changes.

28
Why People Resist Change
  • Only in the last few decades have Christians been
    willing to accept that newer translations of the
    Bible were necessary to make it relevant to
    todays culture.
  • Here are some comments by Leith Anderson on this
    subject
  • The Bible was written not only in languages
    different from ours but in totally different
    cultures and centuries. Translating it into
    English may be the easiest part translating it
    into the 20th century American culture is far
    more difficult.
  • Knowing the Bible is not enough. The Bible must
    be made relevant to todays culture in order to
    benefit todays people. Life is difficult and
    disappointing, and typical churchgoers are
    struggling to survive they come to church
    overflowing with needs (family, marriage, job,
    money, health, relationships) and looking for
    answers.
  • Frankly, evangelical Christianity has done well
    on revelation (the Bible) but poorly on
    relevance (the culture).

29
Why People Resist Change
  • RESISTANCE TO CHANGE WILLINGNESS TO CHANGE
  • Satisfaction Dissatisfaction
  • No vision of a better alternative Vision of a
    better alternative
  • Fear Sense of security
  • Insecurity about future steps Confidence about
    future steps
  • Unwilling to pay the cost Believe the change
    worth the cost

Dickson states that The most effective ways to
reduce, increase, or change the direction of
forces (against to for) is through more
information, through more experience, through
more assurances from trusted persons, and through
participation in decision-making as change is
made.
Adapted from Say No, Say Yes to Change,- Elaine
Dickson
30
Why People Resist Change
  • The Change isnt self-initiated.

  • When people lack ownership of an idea, they
    usually resist it, even when it is in their best
    interests! They simply dont like the idea of
    being manipulated or feeling like pawns.
  • Routine is disrupted.
  • Habits allow us to do things without much
    thought, which is why most of us have so many of
    them. Change threatens our habit patterns and
    forces us to think, reevaluate, and sometimes
    unlearn past behavior.
  • Change creates fear of the unknown.
  • Change means traveling in uncharted waters, and
    this causes our insecurities to rise. Therefore,
    many people are more comfortable with old
    problems than with new solutions.

31
Why People Resist Change
  • The purpose of the change is unclear.
  • When a decision has been made, the longer it
    takes for members to hear and the further the
    desired change is from the decision-maker, the
    more resistance it will receive.
  • Change creates fear of failure.
  • Elbert Hubbard said that the greatest mistake a
    person can make is to be afraid of making one.
  • The rewards for change dont match the effort
    change requires.
  • People in the church will not change until they
    perceive that the advantages of changing outweigh
    the disadvantages of continuing with the way
    things are.

32
Why People Resist Change
  • People are too satisfied with the way things are.
    Many churches will choose to die before they
    will choose to change.
  • Their philosophy of ministry (core values) is to
    resist anything new and untried.
  • The status quo feels familiar safe, change
    the unknown does not.
  • (We wont go were status
    quo!)
  • The followers lack respect for the Pastor/leader.
    When followers dont like the leader who
    oversees the change, their feelings wont allow
    them to look at the change objectively. In other
    words, people view the change according to the
    way they view the change-agent.

33

Why People Resist Change
  • Change may mean personal loss.
  • Whenever change is imminent, the question on
    everyones mind is, How will this affect me?
  • Change requires additional commitment.
  • Time is the most precious commodity for many
    people in the church today. Whenever change is
    about to happen, we all look to see how it will
    affect our time.
  • Tradition resists change.
  • How many church members does it take to change
    a light bulb? Answer Four. One to change the
    bulb and three to reminisce about how good the
    old light bulb was.

34
Pastor, weve put up with choruses, praise
bands, and you preaching in blue jeans but we
draw the line at bungee baptisms!
35
Why People Resist Change
  • Churches are like elephants slow to change. Both
    have been taught by conditioning to stay in one
    place. They dont
    know they have potential to move and change,
    because they are bound by artificial restraints
    they have learned in the past.
  • If the circus tent catches on fire
    the
    elephant forgets his old
    conditioning and
    runs.
    The way you get
    people in a church to
    change is to light a fire
    without burning
    down the tent
  • 1- build a sense of urgency,
  • 2- show the a vision of how it could be
  • 3- develop a strategy of how to get there
  • 4- encourage them when they take steps towards
    change

36
A Checklist For Change
  • YES NO
  • ___ ___ Will this change benefit the
    followers?
  • ___ ___ Is this change compatible with the
    purpose of the organization?
  • ___ ___ Is this change specific and clear?
  • ___ ___ Are the top 20 percent (the influencers)
    in favor of this change?
  • ___ ___ Is it possible to test this change
    before making a total commitment?
  • ___ ___ Are physical, financial, human
    resources available?
  • ___ ___ Is this change reversible?
  • ___ ___ Is this change the next obvious step?
  • ___ ___ Does this change have both short- and
    long-range benefits?

This checklist contains questions that you should
review before attempting changes within the
church. Yes answers tend to mean change will be
easier and no answers mean change will be more
difficult.
37
The Process of Change
  • When a proposal for change is introduced in your
    church, people fall into five categories in terms
    of their response

10 Early Adapters
2 Innovators
60 Middle Adapters
8 Laggards
20 Late Adapters
38
The People of Change
  • Innovators are highly creative dreamers. (2)
  • They are the originators pioneers of new ideas
    and generally are not acknowledged as leaders or
    policy makers.
  • Early adopters are those who know a good idea
    when they see it. (10)
  • Although they did not create the idea, they are
    open to change they will try to convince others
    to accept it. They are quick to spot a good idea
    when they see one.
  • Middle adopters are the majority. (60)
  • They will respond to the opinions of others.
    Generally they are reasonable in their analysis
    of a new idea, but inclined to maintain the
    status quo. They can be influenced by the
    positive or negative influencers of the church.

39
The People of Change
  • Late adopters are the last group to endorse an
    idea. (10)
  • They often speak against proposed changes and
    may never verbally acknowledge acceptance.
    Generally they will adopt it if the majority of
    the church demonstrates support.
  • Laggards are always against change. (8)
  • Their commitment is to the status quo and the
    past. Often they try to create division within
    the church. They believe they can recreate
    yesterday. They will adamantly oppose change
    they can be very abrasive. Probably will never
    be won over.

40
Brother Jones just beat his old record of
7 straight no votes!
41
Some will be against change regardless of the
benefits.
42
Creating A Climate For Change
  • The Pastor/leader must develop a trust with the
    people.
  • It is wonderful when the people believe in the
    leader. It is more wonderful when the leader
    believes in the people. When both are a reality,
    trust is the result.
  • The leader must make personal changes before
    asking others to change.
  • It is hard to take people where you have not
    been yourself.
  • Good leaders understand the history of their
    church.
  • The longer a church has gone without change, the
    more effort introducing it will require.

43
Creating A Climate For Change
  • Place influencers in leadership positions.
  • Leaders have two characteristics. First, they
    are going somewhere and second, they are able
    to persuade other people to go with them.
  • Check the change in your pocket.
  • Every leader is given a certain amount of
    change (emotional support in the form of
    bargaining chips) at the beginning of a ministry.
  • Good leaders solicit the support of influencers
    before the change is made public.
  • The ten-item checklist on the next slide
    includes all the steps a good leader will go
    through in soliciting support for a change from
    the major influencers in his church.

44
Creating A Climate For Change
  • List the major influencer(s) of the major groups
    within your church.
  • How many will be affected directly by this
    change?
    (These people are the most important
    group.)
  • How many will be affected indirectly by this
    change?
  • How many will probably be positive?
  • How many will probably be negative?
  • Which group is the majority?
  • Which group is the most influential?
  • If the positive group is stronger, bring the
    influencers together for discussion.
  • If the negative group is stronger, meet with the
    influencers individually.
  • 10. Know the key to each influencer.

45
Creating A Climate For Change
  • Encourage the influencers to influence others
    informally.
  • Major changes in the church should not surprise
    the people. A leadership leak done properly
    will prepare the
    people for the formal meeting.
  • Show the people how the change
    will benefit
    them.
  • Assumption The proposed change
    is
    what is best for the church, not

    the leader. The church must be first.
  • Give the people ownership of the change.
  • Openness by the leader paves the way for
    ownership by the people.

46
Handling Critics
  • Talk directly to the critics, dont accept second
    hand information.
  • Personally find out the problems and
    what you can do to
    improve the situation.
  • When you show personal interest you
    often can
    transform the critic into a
    supporter.
  • Direct talks can sometimes surface
    problems that have
    been overlooked.
  • Another possibility is to enlist the aid and
    support of the critic. That also can transform a
    harsh critic into an enthusiastic supporter.

47
How to Offer Ownership
  • Inform people in advance so theyll have time to
    think about the implications of the change.
  • 2. Explain the overall objectives of the
    changethe reasons for it and how and when it
    will occur.
  • Show people how the change will benefit them. Be
    honest about any possible down side. If it is a
    change that doesnt require much adjustment, you
    might try a trial period for the change.

48
How to Offer Ownership
4. Keep communication channels open. Provide
opportunities for members to discuss the
change. 5. Be flexible and adaptable throughou
t the change process. Admit mistakes make
changes. 6. Constantly demonstrate your belief
in and commitment to the change. Indicate your
confidence in their ability to implement the
change in the church. 7. Provide enthusiasm, as
sistance, appreciation, recognition to those
implementing the change.
49
Change and Church Size
Experience continues to say that the size of a
congregation is the most critical variable in
determining how it behaves, and that
congregations of very different sizes behave in
very different ways.
Gil Rendle

Congregations May-June 1997
50
The Pastors Role
  • In every church, people place their
    trust in what
    is constant
  • Smaller-size the key family or
    long-term
    leaders.
  • Medium-size the programs provide
    the continuity.
  • Large-size the senior pastor (sometimes
    staff)
  • The longer a pastors tenure, (continuity) the
    more likely the church will follow his
    leadership.

51
How Does Change Take Place?
  • In the small-size church it comes from the
    bottom-up.
  • The process of change comes from the key family
    or other lay leaders.
  • The pastor may be the initiator of the change,
    but it must come from the key lay leaders to be
    accepted by the congregation.

Smaller-size Church
52
How Does Change Take Place?
  • Decisions are made by the congregation with heavy
    influence from a single person, family, or
    families.
  • Sometimes real decisions are made informally in
    the parking lot or around the kitchen table.

RECOGNIZE ANYONE? Can you believe what the Pa
stor wants to do now?
53
The Pastors Role
In the smaller church arena, more than any
other, leadership grows out of relationships. If
people know you, love you, trust you, are
convinced you have their best interest at heart,
they will listen to you follow you. So, the
quickest surest way to establish yourself as a
leader is to go to work at your pastoral duties.
Be among the people. Get to know them. Be
interested in them. Be a loving shepherd. Thats
the most important things any preacher can do.
We cant all be eloquent preachers. We cant all
be dynamic leaders. But we can have caring
hearts. We can all be good ministers. And that,
after all, is what weve been called to be.
Paul Powell Shepherding the Sheep in Smaller
Churcbes
54
The Pastors Role
  • Driven by tradition custom, the main concerns
    are keeping people happy, keeping building use
    down, keep expenditures as low as possible,
    maintain status-quo of relationships, and
    minimizing dissent.
  • For the pastor to lead successfully,
    he must
    take initiative influence

    the process by developing trust

    through building relationships

    one-by-one.

55
How Does Change Take Place?
  • Change in the medium-size church comes from the
    middle-out.
  • It must come from key committees, boards, or
    teams.
  • If the pastor wants to initiate change he must
    work through this key group in the church.

Medium-size Church
56
The Pastors Role
  • In the medium-size church decisions are made by
    the congregation after they have been hammered
    out and agreed
    upon by a committee, team, or board.
  • Most of the decisions are driven by
    need since
    the church is usually

    adding volunteers, hiring staff,

    motivating stewardship, coordinating
    facility use,
    establishing policies.
  • For the pastor to lead successfully, he must
    develop trust by building a relationship with the
    chairman of his key committees, teams, or boards,
    and working through them rather than initiating
    ideas himself.

57
How Does Change Take Place?
  • Change in the large-size church comes from the
    top-down.
  • It can be initiated by the pastor with the help
    of key staff and lay leaders.
  • Just remember, the Rawhide Rule of Leadership
    doesnt work in any church...

    (driveem, ropeem, and brandem.)

Large-size Church
58
Things to Remember About Change.
  • Shepherds dont drive sheep, they lead them.
  • In the early years of ministry in a new church
    follow the Law of the Snake Pit when making
    change.
  • (Keep moving, but dont make any sudden jerks)

  • (Make enough changes to move the church
    forward without frightening the people.)
  • Another way of saying it is make haste slowly.
  • If God opens the door, go in, but wait for Him.

59
Ann, would you change the church newsletter
mailing to this week?
60
How Does Change Take Place?
Create Discontent with the Status Quo.
Many people cling to the status quo because

they view reality as the way it ought to be.

The job of the change-agent is to tell it like

it really is. Give them the truth.
Cast a Vision of a Preferred Future. If people
cant see a clear tomorrow of

how things could be better, they wont

change no matter how uncomfortable they
are
with the present. Develop a Plan to Implement t
he Vision. The initial plan probably will n
ot be detailed, but more visionary and general
in nature. These are the first steps in the
change.
(ie priorities goals for the next 3 years)
The status-que has got to go!
61
How Does Change Take Place?
Recruit A Transition Team .
Their purpose is to help cast the vision and
implement it. Enlist the early adopters on your
team, those who
have caught the dream. They will
enlist the
middle adopters, who without which
change will not happen.

62
How Does Change Take Place?
Stabilize the Change. Once the change is in p
lace, how do you keep it from slipping back into
status quo. Lyle Schaller asks it this way
How can the change be stabilized at this point
of equilibrium to prevent slipping back to a
former state of affairs, but not fixed so rigidly
that the current effort at freezing will be a
barrier to further change in the future?

63
The Process of Change

Stabilize the Change

Recruit a Transition Team

Develop a Plan to Implement the Vision

Cast a Vision of a Preferred Future

Create Discontent with status quo
64
Organizational Change
  • Identify the key positions, those that can make
    the biggest difference. (ie team leaders)
  • Determine what it takes to do the job correctly,
    (skills, attitudes, knowledge) and go after the
    people in the church who are spiritually gifted
    with these abilities.
  • Be sure they are not over committed
    someplace else and
    can give the job
    the time it requires.
  • Give them the resources they need
    to
    do the job. (budget, calendar, team)
  • Help them have early successes, even
    small ones
    are important.

65
Good To Great
  • Jim Collins, author of the best-selling book
    Good to Great, used a research team to study
    why some good companies excelled over other good
    companies to become great companies in the same
    product market and under similar conditions. Here
    are three of those findings.

1- They began by first getting the right people
on the bus and the wrong people off the bus, and
then figured out where to drive it.
The key point is that who questions come be
fore what questions- before vision, strategy,
organization, structure, and tactics. If you get
the right people on the bus you will not need to
spend time energy motivating people. If you
have the right people on the bus, they will be
self-motivated. The real question becomes how do
we lead in such a way as not to de-motivate
people
66
Good To Great
  • 2- Another key point Collins research found was
    that, the great companies confronted the brutal
    facts of their current reality.
  • He states that it is impossible to make good
    decisions without infusing the entire process
    with an honest confrontation
    of the brutal facts.
  • He emphases the need to create a culture where
    people have an opportunity to be heard and
    ultimately for the truth to be heard.
  • 3- Another key find related to establishing a
    disciplined culture.
  • if you get the right people on the bus, and
    the wrong people off, you dont need stultifying
    bureaucracy. Bureaucratic cultures arise to
    compensate for incompetence and lack of
    discipline, which arise from having the wrong
    people on the bus in the first place.

67
Kotters Eight Step Process
  • STEP 1 Establishing a Sense of Urgency.
  • STEP 2 Creating the Guiding Coalition
  • STEP 3 Developing a Vision and Strategy
  • STEP 4 Communicating the Change Vision
  • STEP 5 Empowering Broad-Based Action
  • STEP 6 Generating Short-Term Wins
  • STEP 7 Consolidating Gains Producing More
    Change
  • STEP 8 Anchoring New Approaches in the Culture

Successful change may be in multiple phases at
once, but skipping a step or getting too far
ahead without a solid base almost always creates
problems.
Adapted from John Kotters- Leading Change
68
Start with dissatisfaction. A satisfied need
wont motivate anyone to change. Only when
people are discontent with something are they
willing to do anything about it. Establishing
a sense of urgency is crucial in the
church for gaining needed
cooperation from the
members.. Dont underestimate the
magnitude of the forces that reinforce
complacency that maintain the
status quo. Increasing
urgency usually demands bold or
even risky actions,
but you must remove or
minimize the sources of
complacency.
1 Establishing A Sense of Urgency.
NOW!
NOW!
NOW!
69
2 Creating the Guiding Team
  • We live in a fast moving world today, and a
    guiding team is needed to make major changes,
    even in churches, because no individual can
    adequately sustain the process alone.
  • In the slower moving world of the past,

    often a capable leader could
    make
    major changes and
    have the time to

    make all decisions, etc., that would

    make it successful.
  • The guiding team needs to be made

    up of the right composition and
    have
    sufficient trust among themselves
    to
    be effective.

    (needs
    both manager-types leader types)
  • When trust is present, you will usually be
    able to create teamwork. When it is missing, you
    wont.
  • Beyond trust, the element crucial to teamwork
    is a common goal that they all want to achieve.

70
Get the right people on the bus.
Leadin a guidin team
71
3 Developing a Vision and Strategy
  • Effective visions have these six
    characteristics
  • 1- Imaginable it conveys a picture of what the

    future will look like in the church.
  • 2- Desirable it appeals to those asked to
    achieve
    it.
  • 3- Feasible it is realistic, and has attainable

    goals.
  • 4- Focused it is clear enough to provide

    guidance for the church
    decision-making.
  • 5- Flexible it is general enough to allow
    individual initiative.
  • 6- Communicable it is easy to communicate.

    (It can be explained in 5 minutes)

72
4 Communicating the Change Vision
  • 1- Simplicity drop jargon and religious
    language.
  • 2- Metaphor, Analogy, Example a verbal
    picture is
    worth more than a thousand words.
  • 3- Multiple Forums sermons, meetings,
    memo,
    newsletters, etc
  • 4- Repetition ideas sink in deeply only

    after they have been heard many times.
  • 5- Leadership by Example behavior from church
    leaders, consistent with the vision,
    communicates the best.
  • 6- Explanation of Seeming Inconsistencies dont
    avoid issues, unaddressed inconsistencies
    undermine credibility.
  • 7- Give and Take two way communication is always
    more powerful than one way.

NEW CHURCH VISION
73
5 Empowering Broad-Based Action
  • When Empowering People to Effect Change
  • Communicate a sensible vision

    if the church has a shared vision, it will
    be easier
    to initiate actions that
    achieve that vision.
  • Make structures compatible with the vision
    unaligned
    structures block needed action.
  • Provide the training that the people
    involved
    need

    without the right skills and attitudes, people

    feel disempowered.
  • Align information and personnel systems to the
    vision unaligned
    systems (financial, leadership, programming,
    etc) also block
    needed action.
  • Confront leaders who undercut needed change
    nothing
    dis-empowers people the way a bad leader can.

MY PART IN THE VISION
74
6 Generating Short-Term Wins
  • The Role of Short-Term Wins
  • Begins with a winner.

    Some changes are
    much more likely to succeed than
    others.
    It is important to start off well.
  • Provides evidence that sacrifices are worth it
    wins
    greatly help justify the short-term costs
    involved.
  • Rewards change agents with a pat on the back
    after a
    lot of hard work, positive feedback builds morale
    and motivation.
  • Helps fine-tune vision and strategies short-term
    wins gives the guiding team concrete data on the
    viability of their ideas.
  • Undermines cynics and self-serving resisters it
    makes it difficult for people to block needed
    change.
  • Builds momentum turns neutrals into supporters,
    reluctant supporters into active helpers, etc.

75
7 Consolidating Gains Producing More Change
  • More change, not less the guiding team uses the
    creditability afforded by short-term wins to
    tackle additional and bigger change projects.
  • More help additional leaders are brought in and
    developed to
    help with all the changes.
  • Leadership from key leaders

    they focus on maintaining clarity of shared
    purpose for
    the overall effort and keeping
    urgency levels up.
  • Leadership from team members they provide
    leadership for
    specific church projects and manage those
    projects.

HELP FOR
NEW LEADERS
76
8 Anchoring New Approaches in the Culture
  • Culture refers to the norms of behavior and
    shared values among a group of people.
  • Culture is important because it can powerfully
    influence human behavior, because it is difficult
    to change, and because its near invisibility
    makes it hard to address directly.
  • Churches have a culture. Changes can be undone,
    even after years of effort, if the new approaches
    havent been anchored firmly in the culture.
  • Anchoring change comes last in the change process
    because it depends so much on results. It has to
    be very clear they work and are superior to the
    old methods.
  • Changing culture in the church is very slow and
    very difficult and thus is step 8. Sometimes the
    only way to change a culture is to change some of
    the key people.

77
STEP 1 Establishing a Sense of Urgency
STEP 2 Creating the Guiding Team
STEP 3 Developing a Vision
Strategy
STEP 4 Communicating the Change Vision
Kotters Eight Step Process
STEP 7 Consolidating Gains Producing More
Change
STEP 8 Anchoring New Approaches in the Culture
STEP 5 Empowering Broad-Based Action
STEP 6 Generating Short-term Wins
78
Pastor, can we change our worship to allow mo
re time for your preaching?
Pastor
79
Developing the Leader Within You John
Maxwell Dying For Change Leith Anderson
Good To Great Jim Collins Leading Change
John Kotter Leaders On Leadership George
Barna One Size Doesnt Fit All Gary
McIntosh Paradigms The Business of
Discovering the Future Joel Barker Pouring
New Wine into Old Wineskins Aubrey Malphurs
Say No, Say Yes to Change Elaine Dickson
Teaching the Elephant to Dance James Belasco
RECOMMENDED READING
Change is Fun
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