Post on 15-Aug-2020
transcript
Leading Change Creating, Leading and Managing
Change
Facing Reality
Birth Energy, vision, hope, enthusiasmInfancy Assimilation, priority, adaptationGrowth Development of systems, programs, organizations, excitementMaturity Loss of energy, loss of vision, bureaucracy, powerDecline Tradition, bureaucracy, building decays, programs dwindleDeath Programs die
Birth Infancy Growth Maturity Decline Death
Organizational life cycle
Facing Reality
Organizational Life Cycle– Every organization has a life span, including
churches. Renewal is a normal process or an organization dies.
There is a time for everything and a season for everyactivity under heaven, a time to be born and a time todie, a time to plant and a time to uproot.
Ecclesiastes 3:1,2
Facing Reality
Organizational Renewal
Point A: Best time to re-launchPoint B: Re-launch more difficultPoint C: Re-launch requires drastic action
Improvements Refinements
Future Innovations
A
B
C
Facing Reality
Signs of a Biblically Functioning Church
• Evangelism _______• Discipleship _______• Fellowship (care groups) _______• Ministry/Serving _______• Compassion _______• Stewardship _______• Worship (private/public) _______• Prayer _______
By their fruit, you shall know them. Matt. 7:16
Rate from 1 to 10
Facing Reality
• Vision and Values– Key drivers in a church - often forgotten– Vision provides energy, passion, urgency, and enthusiasm.– Values are non-negotiable principles that determine behavior and
practices.
Which of these values are present, essential and desirable in your church?
We value lost people, helping them to develop a personal relationship with Christ
We value assisting people to understand the Bible better
Vision and Values (cont.)We value traditionWe value dynamic worship of God in our servicesWe value spiritual growth via small group communitiesWe value ministry involvement, unleashing spiritual gifts in people to help them grow through servingWe value discipling existing existing ChristiansWe value loving community among our membershipWe value teachingWe value excellenceWe value sound doctrineWe value having funWe value children and youthWe value________________________________We value________________________________We value________________________________
From How to Change your Church, Alan Nelson, Gene Appel
Why change and transition initiatives fail
Complacency, no sense of purpose
Failure to create a sufficiently powerful planning and transition team
Lack of vision, underestimation of vision’s power
The Change/Transition Process
From Leading Change, John Ketter
Primary reasons why change initiatives fail in churches
Inadequate leadershipLack of a compelling vision and shared valuesUnwillingness to address biblical essentialsAvoidance of confronting critical issues, fear and poor handling of conflictLack of an effective teamUnfamiliarity with change/transition processesDivisiveness
The Change/Transition Process
From How to Change Your Church, Alan Nelson, Gene Appel
The Change Transition Process
10 % of change is logical,physical
0102030405060708090
100
90 % of change is social,emotional
Change process done right
The Change/Transition Process
“point of no return”
“ground zero”Implementation Phase
praise, encourage, train, celebrate
everything seems to stop, the “old” ways are still present, the “new” ways have not yet taken a hold, avoid panic reaction, slow down process
Prepare congregation well for the planned change- include everyone who is impacted, affected- plan appropriate forums for people to voice opinions and concerns
- stagger decisions and implementation- stage regular information meetings- allow for all voices to be heard- be open to new ideas, change strategy and plan as necessary
From Aufbrechen, verändern, gestalten. Michael Noss
The Change/Transition Process
Seven unchangeable rules of change1. People do what they perceive is in their best
interest.2. People are not inherently anti-change. Most will
embrace initiatives provided the change has positive meaning for them.
3. People thrive under creative challenge but wilt under negative pressure.
From Why change doesn’t work, Harvey Robbins, Michael Finley
The Change/Transition Process
Seven unchangeable rules of change4. People are different. No single solution will
suffice.5. People believe what they see. Actions speak
louder than words.6. The way you make effective longer term
change is to first visualize what you want to accomplish and then inhabit this vision until it happens.
7. Change is an act of the imagination. From Why change doesn’t work, Harvey Robbins, Michael Finley
Prerequisites for congregational change
Spiritual and relational vitality
Everyone was filled with awe, and manywonders and miraculous signs were done by theapostles… and the Lord added to their numberdaily those who were being saved.
Acts 2:43, 47
Spiritual and relational vitality
Be prepared for spiritual warfare.People are not the enemy, but they are often victims and tools of the enemy.Who do you work for: God or people?
Let God be GodThe Holy Spirit provides divine guidance, direction and comfort – talk to him
Leadership…
Spiritual gift (Romans 12:6)
Leaders versus Managers?
Are we doing the right things?
How can we improve programs we
have?
Leadersdo the right thing;
Managersdo things right.
3.2 Leadership (cont.)
– Required for change to occur• Leaders cast vision, clarify values, provide
direction, build teams, identify problems and opportunities, develop strategies, set goals
– Different situations require different stylesImprovementsCrisis
Take charge Facilitate(Autocratic) (Democratic)