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The Process of “Change”
Sources: Chip Arn, Church Growth, Inc.Kent Hunter, “The Church Doctor Report”
Who wants change?
“Only a wet baby appreciates change.”
Mark Twain
The Issues Behind the Issue
1. World-view (V.A.B.E.s) Values Attitudes Beliefs Expectations
2. Philosophy of Ministry What business are we in?
World-view and Philosophy
V.A.B.E.s determine & reflect outlook on life
comfort vs. courage safety vs. risk maintenance vs. mission self vs. others control vs. consensus fellowship vs. mission
Possible World-Views in Churches
“What do we want?”
“What do we need?”
“What does God want?”
Costs of non-God-centered V.A.B.E.s ...
Greater tendency to vote than prayhigher priority for control than consensusrational argument preferred to biblical
“types”human-centered (vs. Spirit-driven) decision-
making culture-soaked priorities (i.e. consumerism)
To move to a God-centered world view ...
Study the character of God What is God like? What’s on God’s mind and heart? How does God think? Why did God include “church” in his strategy? What does God intend the church to be? What’s God’s mission? What’s mine?
Overcoming Change-Resistance
The most difficult changes to make in the church:
The WORSHIP SERVICE (surprise!)
Difficult Worship ChangesAddition of a worship service
esp. a contemporary service
Change in time-slot of worship service
Change in time for Sunday School
Attempt to introduce contemporary elements into an existing worship service
6 Guidelines for Presenting New Ideas for Change
Most people are allergic to change.
Here’s a process for giving people their “allergy shots” before sneeze season hits.
How you introduce change will greatly affect whether it’s adopted. never assume an idea will be adopted on its
own merit
1. Present the idea as a way to reach an agreed-upon goal.If the church has a
mission statement or articulated philosophy of ministry, then the new idea is more likely supported if seen as a step toward agreed-upon church goals
2. Introduce the idea as an addition, not a replacement.
Most people resist change not for fear of discovering the future, but for fear of discarding the past
i.e. adding new service with the promise that the present service won’t be changed
3. Usher in the idea as a short-term experiment instead of a long-term commitment.
Agree upon time for evaluation, review
We’re more tolerant of change that is seen as a temporary condition (labor!)
Trial periods increase openness because they reduce loss of dignity and enhance self-esteem and reputation for innovation
4. Encourage others’ enhancements to create ownership.
“Good goals are my goals; bad goals are your goals.”
Input into process enhances finished product and strengthens buy-in
5. Sow seeds of creative discontent.
Voluntary change occurs only when there is sufficient discontent with the status quo
For many, the primary comfort of church is its predictability and stability
Leadership is helping people discover that not everything is all right
Warning about Discontent!
There is a difference between destructive and constructive discontent
Destructive: leaving the present for a more appealing past
Constructive: desire to leave the present for a more appealing future
6. Start with the leaders.
A wise leader will take 3 steps:
1. Explain the idea to the core group.
2. Collaborate with the committed workers.
3. Share with the entire congregation.
Diffusion Sequence for
Introducing the New Idea
Church Chairperson
Staff
Church Board
Other Leaders
Congregation
Conclusion
Leaders who pay as much attention to the process of change see more of their great ideas come to pass in the church.
Leadership involves overcoming a congregation’s change-resistance skills for Kingdom purposes.
“Thinking like we have is what got us where we are. It is not going to get us where we are going.”
Albert Einstein
The Process of “Change”
Dr. John P. ChandlerThe Ray and Ann Spence Network for Congregational Leaderwww.rasnet.org [email protected]
Copy right John Chandler, 2000
