Ken Styles shared the following notes with us at our last meeting. Thanks Ken!
· In recent decades, almost a mantra of business
· Some advocate figuring it out – others eschew the attempt
· How does our change culture and our changing culture tend to affect the church?
o More and more people are becoming aware of options and aren’t afraid to ask for them, or simply move on with their feet
o Don’t focus on cosmetic changes – avoid merely racing to imitate, emulate ‘successful models’, deploy ‘best business’ practices
o It IS and it ISN’T about language … the rise in popularity of certain popular level theologians (eg. Brian McClaren, Donald Miller) and highly academic theologians (eg. Wright) points to the need to recast our approach to, and language for what it means to follow Jesus
o Emerging people’s distrust of easy claims and buffed up theology are bumping into the fear-mongering, conservative, political machines
o The roots for the need to change go deep … 100’s of years in some caseso The cost of true change is higher than most of us are willing to pay … lifestyle implications are significant
o Some of the changes we long for we have no clue how to actually realize – changes within a community which has largely ceased to be local and agrarian – but which is mobile, less systematic, more relational, variously individualistic, anti-something, pro-guerilla … many of the ways in which we have previously waged war no longer affect and sway younger generations – in fact they simply and boldly walk right through the religious crowds
· When we speak of managing change, there are some reasonably common secondary questions lurking in the background:
o How can we re-route trains heading in the wrong directions?
o How can we attract younger people, or people who have left the church?
o How can we hang on to those we have?
o How can we take bold steps with safety-conscious boards?
o How can visionary leaders work with churches designed to outlast any radical change proposals, or any change agents?
o How can leaders work for a better future when facing serious detractors, passive aggressives, or people with competing, popular, jargon-reinforced agendas?
o How can I make changes I am also reluctant to make?
o WHICH changes ought I to be making, in which order, with whom?
o Can I usher in some significant new health with a fresher coat of paint, or a better set of brakes?
o How can I introduce contemporary worship, make a Sunday-church into a small-group church, or help a self-serving church regain its sense of mission?
o How can I learn from other disciplines (including business) without appearing to have abandoned the faith, or sold out to a semi-marketing machine?
o How can I lead others to work through all of these questions with me, given the resources, time, history and the relational networks which characterize my community? o Which parts of the change process do I need to own and which parts can I entrust to others?
· Is it possible to find a way of saying “the king has no clothes” and not just leave our congregations feeling demoralized, hopeless and wandering without a light, or, if a light shines, without a way from here to there which they can affirm?
· How can we work within denominations and older relational networks in a way which respects and recovers and redeploys the best of who we’ve been, while striding boldly into a different future, into new territory? Some Suggestions: 1. don’t dodge truth, but lovingly walk with your people through an assessment of where things are at
a. things we’re good at, not so good at – give credit, be honest, be humble, avoid judging.
b. Find ways of affirming what’s been tried, tell stories of powerful moments in your church’s history in which your community character was somehow revealed or distilled – “life map” your congregation!
c. Find a descriptive, impartial ways of describing your current reality and invite consensus on ways of summarizing this. Include a listing of feelings and “soft” categories. Consider pulling in a trusted, credible, people-friendly person to help you through this staged. Place a high value on feedback from those NOT currently being reached, from those OUTSIDE, from those INSIDE who may be just hanging in there, but are wondering whether to go – let them know you sincerely value their constructive input2. Agree on some of the fundamental basics of God’s preferred calling for your church. a. Talk about what you long for – broad strokes
b. Agree on how radical you’re willing to be – how far you’re willing to go, what price you’re willing to pay
c. Be honest about your options – including the ones which will leave you where you are d. Be honest about process – don’t worry about accomplishing everything at once3. Agree on what kind of change you’re needing, or what change will be ‘normal’ for the future for which you’re heading … pick your most pressing change questions:
1. How can I introduce the changes needed to help my church regain its sense of mission, or find its sense of mission?
2. how can we open space for visionary, authentic mission and agree on the change needed?
3. how can we agree on WHERE we need to be headed
4. how can we agree on HOW to get there? What’s holding us back? What threatens our ability to make good on what we decide?
5. how can we agree on where to start and how to talk about how it’s going?
6. WHO will lead the change? Will we trust them? What are the boundaries and conditions to us trusting them to bring about future changes?
7. what is our plan for enlarging the vision-carrying group?
8. How will we educate and bring newcomers into an understanding of our vision?
9. How will we preserve the direction of the vision in our political/decision-making environment?
10. who do I need to have on the team to bring about the needed changes?
11. How can I open a clear path so progress is not impeded and resources are released at the right moment?
12. How can I positively contribute to a sense of momentum and build upon it?
13. How can I keep the vision bright?
14. How can I minister to those who will grow weary in overcoming obstacles?
15. How can I anticipate and build a solid and vital back end to complement a good front end?
16. When will I need additional full-time staff? Which staff am I likely to need, and in what order? Where should I look for them?
17. How will I build a solid volunteer core, including appropriate point leaders?
18. How will I transition my leaders as I approach different stages/different needs?
19. How directive do I need to be, or when?
20. How do I apportion resources for admin support? What kind of admin support do I need?
21. How do I encourage giving and the release of needed resources?
22. How do I balance and instill both leadership and management in the mix? Pick the most vital questions Ask:
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Are you in a place receptive to and looking for your God-given passion and gifts?
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Do you have access to those you who share a calling and who seem ready to be called to that calling with offers of help and a range of needed gifts?
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Does your community organize itself in a way you can work with? Will the organizational realities impede or facilitate you and the cluster of main players moving forward with the needed change? Do you have access to good will and to working within and beyond this system?
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What are the core requirements for resourcing a prevailing vision?
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Anticipating a faith venture, do those resources seem within reach?
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Much of successful change is about pace … can you gauge the appropriate pace for the changes needed? Can you find someone to help you with this?
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When facing a blockage, ask those you are leading to complete the following sentence: “We can move forward if ______.” This will help you to define and evaluate what the real blockages are.
Leading Change by John Kotter – excellent resource!!
READ, read, read. Talk, talk, talk. Meet, meet, meet.Your human resources will make or break you – quality people are needed
Don’t limit your thinking to your current circle of leaders – in fact, a part of your planning for change likely ought to include how you will “refresh” or change your leadership structure – however, be wise and figure out how to retain critical “influencers” within your community – the people others look up to.
Understand what constitutes a “win” for your congregation – look to where things may be in need of help and plan for a series of small but steady “wins” which will increase the sense of progress and hope in your people – this will generate credibility, will reassure people you are “there for them”, and that change is not all about swallowing distasteful medicine.
Where change involves changing attitudes and fundamental approaches to things, expect to spend 3-7 years on instilling a lasting set of values. Count on people waiting to see how much you persevere yourself before they “buy in”. © 2006 Hamilton TrueCity
As a Pastor attempting to lead a congregation through the excitingly murky waters of missional living, I am always looking for resources to aid in that journey. It is one thing to read the latest book on missional or kingdom living, but translating those concepts from theory to practice is tough for even those most seasoned in ministry. So last year when I became aware of the Missional Development Project of True City I took notice. And I am glad that I did.
