Creating, Leading and Managing Changepoenitzmentoring.com/uploads/Leading_Change-_Creating_Leading_… · Leading Change Creating, Leading and Managing Change. Facing Reality ...

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)