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
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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.

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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.

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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.

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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.

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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.

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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
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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
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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

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Church Size in the United States
SMALLER- size (15 to 200 in Worship) 80
MEDIUM- size (201 to 500 in Worship)
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LARGE- size (500 in Worship)
10
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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
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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)

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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
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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.)

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Have you been there?
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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
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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
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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.
  

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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.

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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.

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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.

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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
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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.

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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.

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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).

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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
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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.

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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.

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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.

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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.

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Pastor, weve put up with choruses, praise
bands, and you preaching in blue jeans but we
draw the line at bungee baptisms!
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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
  

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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.
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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
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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.

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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.

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Brother Jones just beat his old record of
7 straight no votes!
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Some will be against change regardless of the
benefits.
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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.
  

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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.

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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.

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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.

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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.

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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.

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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.
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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
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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.
  

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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
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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?
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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
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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.

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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
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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.

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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
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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.

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Ann, would you change the church newsletter
mailing to this week?
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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!
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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.

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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?

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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
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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
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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.

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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
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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!
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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
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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)

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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
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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
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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.

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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
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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.

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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
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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