Change Is Constant:Ministry Management a

Necessity

Dr. Lou Jander

Texas District LCMS

On “Change”

• “Change is the law of life and those who look only to the past or present are certain to miss the future.”~ John F. Kennedy

• “Everyone thinks of changing the world, but no one thinks of changing himself.”~ Leo Tolstoy

• ”Men make history, and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.”~ Harry Truman

Parable of the Skunk

Skunk’s response to danger:1. Face danger2. Raise tail

Parable of the Skunk

Skunk’s response to danger:1. Face danger2. Raise tail3. Turn

Parable of the Skunk

Skunk’s response to danger:1. Face danger2. Raise tail3. Turn

Parable of the Skunk

Skunk’s response to danger:1. Face danger2. Raise tail3. Turn4. Fire

Parable of the Skunk

Skunk’s response to danger:1. Face danger2. Raise tail3. Turn4. Fire5. Safe

Parable of the Skunk

Skunk’s response to danger:1. Face danger2. Raise tail3. Turn4. Fire5. Safe

Parable of the SkunkThe Environment Changes:

Roads

Parable of the SkunkNew Threat:

Trucks

Parable of the SkunkNew Threat:

TrucksSkunk’s response to danger:

1. Face danger2. Raise tail3. Turn4. Fire

Parable of the SkunkResult:

1. No learning2. No change3. No skunk

Moral of theParable of the Skunk

• Doing what you’ve always done won’t necessarily get you what you’ve always gotten….

• Sometimes it will get you killed!

Lesson of the Parable of the Skunk

• Human beings have it all over the skunk

• We can communicate, learn and change techniques that don’t work anymore

Brainstorm

• Why or why not is change in the church/situation necessary?

• What are the external factors that impact change?

• What are the internal factors that impact change?

Good News

4000 BC: Camel Caravan, 8 mph

1785: Stagecoach, 10 mph

Good News

1825: Steam locomotives, 13 mph

1925: Airplanes, 100 mph

Good News

1960: Missiles, 1800 mph

Computer Chip Doubles every 12-

18 months In last 40 years it

has grown 5 million times as powerful

Bad News A world of “techno-stress” Creates a “time sickness” Future shock: “too much change in too

short a time” What once took weeks, months, years,

now we hear on the evening news The fundamental situation:

We live in a time of rapid change Change itself is changing and becoming

faster

The Trauma of Change

Change Progression Every two or three years, the knowledge

base doubles. Every day, 7,000 scientific and technical

articles are published. Satellites orbiting the globe send enough

data to fill 19 million volumes in the Library of Congress – every two weeks.

High school graduates have been exposed to more information than grandparents were in a lifetime.

Change Progression Only 15 percent of jobs will require college

education, but nearly all jobs will require the equivalent knowledge of a college education.

There will be as much change in the next three decades as there was in the last three centuries.

“You’ll never get me up in one of those butterfly things!”

Two caterpillars areconversing and abeautiful butterflyfloats by.One caterpillarsays to the other:

The Meaning: What is the

meaning of this story?

Major paradox in the story: “It’s dangerous to think you know the answer.”

The Meaning: Having the Answer Some sample answers:

Caterpillars have no need to fly. They are well-grounded!

Butterflies are a stage beyond caterpillars. Change is not always a conscious decision.

Change will occur, inevitably. Caterpillars don’t like wings. Butterflies get blown around by the wind and

caterpillars can drag their feet! My Favorite: “I’ll NEVER be a butterfly; my

mother was a moth.”

Ponderings about the Story Self-limit our perceptions and thinking

because we “know the answer.” Talking about the story: we might

discover we have different perspectives and a diversity of ideas.

Some would agree on different perspectives.

Change Is….

Definition of Change• cause to change; make different; cause a transformation;• an event that occurs when something passes from one

state or phase to another;• undergo a change; become different in essence; losing

one's or its original nature;• a relational difference between states; especially

between states before and after some event;• become different in some particular way, without

permanently losing one's or its former characteristics or essence;

• the action of changing something;• switch: lay aside, abandon, or leave for another;• the result of alteration or modification.

Global

Constant

Inevitable

Stressful

Do you like change?

Does it matter?

What are the risks of not changing?

WatchWatchthethe

VideoVideo

What can you use from the story to apply to your congregation/situation?

“Cheese” is a symbol for whatever is important to you. The maze is where you look for Cheese. (maze is the church or situation)

What is your Cheese?

What are you holding on to?

What do you need to let go of -- if you wish to survive in a changing situation?

Is it the old way of doing something -- or an old way of behaving?

The more important cheese isto you, the more you want

to hold onto it!

Are you becoming extinct in the old way you are doing things?

Do you know of once-powerful institutions that are now extinct? Was it because they did not change? Or individuals who did not change and have lost what they had?

If you do not change,You Can Become Extinct!

• What are you afraid of?

• Why does this frighten you?

• What would you do differently if you were completely unafraid?– – –

• How would these new actions improve your situation?

The Quicker You Let Go OfOld Cheese

The Sooner You FindNew Cheese

• Can you change quickly enough to succeed in a rapidly changing world?

• What is keeping you from changing now?

• What actions can you take soon?

• List some new beliefs you could adopt today about change that would work to your advantage:– – – –

When You ChangeWhat You Believe,

You ChangeWhat You Do!

Who Are You In The Story?• Sniff? Who can small change in the air.• Scurry? Who goes into action immediately.• Hem? Who does not want to change. “It’s not

fair!”• Haw? Who is startled by change, but then

laughs at himself, changes and moves on to enjoy New Cheese.

• Which character most represents you and why?

Imagine some things that you would like to see happening in your

church/situation.

Paint such a clear picture that you already feel yourself enjoying it.

Close your eyes, smile and imagine it is happening…what would it be like?

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Everett Rogers - Adoption/Innovation Curve

We can’t control change…

We can control our attitude towards change…

Deny

Resist/React Explore

Commit

Deny

Resist/React Explore

Commit

Deny/Ignore

• How good things were here in the past

• They don’t really mean it

• It can’t happen here

• Numbness

• Everything-as-usual attitude

• Minimizing

• Refusing to hear new information

Deny

Deny

Resist/React Explore

Commit

Resist/React

• Anger

• Loss and hurt

• Stubbornness

• Blaming others

• Complaining

• Getting sick

• Doubting your ability

Resist

React

Deny

Resist/React Explore

Commit

Anticipate/Explore

• What’s going to happen to me?• Seeing possibilities• Chaos• Indecisiveness• Unfocused work• Energy• Clarifying goals• Seeing resources• Exploring alternatives• Learning new skills

Explore

Deny

Resist/React Explore

Commit

Commit

• Where I am headed?

• Focus

• Teamwork

• Vision

• Cooperation

• Balance

Commit

Change can be difficult

Personal change precedes organizational change

Negativity

Contagious

I can learn and I can change and I can do it quickly.

What can you do to deal with change?

Accept that change is an

attitude

Create a personal vision

Focus on what you can do…

……not what you can’t do

Develop a perspective of opportunity

Create a willingness to learn & develop

Learn to love ambiguity

iChange Survey

Discuss Results

Change Response Styles

Change Response Styles

Change Response Styles

Change Response Styles

Change Response Styles

Small Group Discussion

• What do you believe your change response style might be?

• Discuss how you see these change responses in your congregation.

• Percept: Link2Lead• www.link2lead.com

– 47702– 54321

Embracing Change

in a Church Setting

Challenge

The choice for most established churches is between making deep, painful change or accepting a slow, painful death. And the choice is yours!

This Does Not Change

• Whom we proclaim

God the Father God the Son God the Holy Spirit

This Does Not Change

• Who we proclaim

• What we proclaim

God the Father God the Son God the Holy Spirit

For it is by grace you have been saved, through faith--

This Does Not Change

• Who we proclaim

• What we proclaim

• Where we proclaim

God the Father God the Son God the Holy Spirit

For it is by grace you have been saved, through faith--

in Jerusalem, and in all Judea and Samaria, and to the ends of the earth.

This Does Not Change

• Who we proclaim

• What we proclaim

• Where we proclaim

• When we proclaim

God the Father God the Son God the Holy Spirit

For it is by grace you have been saved, through faith--

in Jerusalem, and in all Judea and Samaria, and to the ends of the earth.

Always be prepared to give an answer

Typical Drivers of Congregational Life

• Habit

• Crisis

Difficult Changes for a Church

Changes in LeadershipBecoming an Outreach ChurchChanges in ScheduleChanges in WorshipChanges in ProgramsChanges in Community DemographicsChanges in Economic SituationRelocation

Rev. SmithRev. Smith

Exodus: The Biggest Exodus: The Biggest Relocation, Ever!Relocation, Ever!

Rev. AndersonRev. Anderson

will be speaking on will be speaking on

Acts 17Acts 17

Reasons for Not Changing 1.1. StabilityStability

Church is an island of calm Church is an island of calm in the midst of a hectic lifein the midst of a hectic life

2.2. ContinuityContinuityComfort in familiar faces, Comfort in familiar faces, traditions, and eventstraditions, and events

3.3. Giving CyclesGiving CyclesContributions better match Contributions better match attendanceattendance

Reasons for Not ChangingReasons for Not Changing

4.4. Complexity Complexity Growth complicates thingsGrowth complicates things

5.5. Neglect Neglect Staff size lags behind Staff size lags behind membership increase; membership increase; people feel neglectedpeople feel neglected

6.6. Commitment Commitment Growth requires more Growth requires more commitmentcommitment

Reasons for Not Changing

1. Stability

2. Continuity

3. Giving Cycles

4. Complexity

5. Neglect

6. Commitment

Discuss

1. When you went through a time of personal change, what provided you with stability?

2. Which of the six “Reasons for Not Changing” are true of my congregation?

““So last night we of the decorating committee So last night we of the decorating committee were able to hammer out our differences and were able to hammer out our differences and

agree on a plan.”agree on a plan.”

Signs You're Not Ready for Change

Congregation sees change as counterproductive

Church lacks resources for changeLeaders lack credibility to lead change You’re inoculated

against changeYou’re pushing too

many changes

“IT ISN’T THE CHANGES THAT DO YOU IN, IT’S THE

TRANSITIONS”WILLIAM BRIDGES in

MANAGING TRANSITIONS P.3

CHANGE VS. TRANSITION CHANGE IS

SITUATIONAL, ...EXTERNAL. TRANSITION IS THE PSYCHOLOGICAL

PROCESS PEOPLE GO THROUGH TO COME TO TERMS WITH THE NEW SITUATION, ...INTERNAL.

RULES FOR SUCCESSFUL TRANSITION

A. YOU HAVE A. YOU HAVE TO TO ENDEND BEFORE BEFORE YOU YOU BEGINBEGIN..

RULES cont.

B. AFTER THE ENDING AND BEFORE THE BEGINNING THERE IS A CONFUSING IN-BETWEEN TIME CALLED THE “NEUTRAL ZONE”

RULES cont.

C. THE CONFUSING C. THE CONFUSING

NEUTRAL ZONE NEUTRAL ZONE

CAN ALSO BE CAN ALSO BE

A TIME OF A TIME OF

GREAT GREAT

CREATIVITYCREATIVITY..

RULES cont.

D. WHILE CHANGE

CAN OCCUR

RANDOMLY,

TRANSITION

IS DEVELOPMENTAL

RULES cont.

E. TRANSITION IS ALSO A E. TRANSITION IS ALSO A PRIMARY SOURCE OF PRIMARY SOURCE OF PERSONAL AND PERSONAL AND ORGANIZATIONAL ORGANIZATIONAL RENEWALRENEWAL..

RULES cont.

F. MOST PEOPLE ARE RUNNING A F. MOST PEOPLE ARE RUNNING A TRANSITIONAL TRANSITIONAL “DEFICIT”“DEFICIT”

MOST OF THE TIME. SOME MOST OF THE TIME. SOME PEOPLE LEAVE TOWN BEFORE PEOPLE LEAVE TOWN BEFORE THEY KNOW THEY ARE THEY KNOW THEY ARE GONEGONE..

AVOIDING DISASTER DURING CHANGECHANGE

““THERE ARE TWO THERE ARE TWO FUNDAMENTALFUNDAMENTAL BASES FOR BASES FOR

CONFLICT”CONFLICT”

“THE FIRST IS INFORMATION. THE SECOND IS PERCEPTION.

PEOPLE SIMPLY SEE THINGS DIFFERENTLY.”

WARREN BENNIS IN WHY LEADERS CAN’T LEAD, P.158

SOME SUGGESTIONS

1. RECRUIT WITH SCRUPULOUS HONESTY.

2. GUARD AGAINST THE CRAZIES.

3. BUILD SUPPORT AMONG LIKE-MINDED PEOPLE.

4. PLAN FOR CHANGE FROM A SOLID CONCEPTUAL BASE.

SOME SUGGESTIONS

5. DON’T SETTLE FOR RHETORICAL CHANGE.

6. DON’T ALLOW THOSE WHO ARE OPPOSED TO CHANGE MISUNDERSTAND THE BASIC ISSUES.

7. KNOW THE TERRITORY.

SOME SUGGESTIONS

8. APPRECIATE ENVIRONMENTAL FACTORS.

9. AVOID FUTURE SHOCK.

10. REMEMBER THAT CHANGE IS MOST SUCCESSFUL WHEN THOSE WHO ARE AFFECTED ARE INVOLVED IN THE PLANNING.

“NOTHING MAKES PEOPLE RESIST NEW IDEAS OR APPROACHES MORE ADAMANTLY THAN THEIR BELIEF THAT CHANGE IS BEING IMPOSED ON THEM.”

BENNIS

A FINAL QUOTE

WILLIAM BRIDGES in MANAGING TRANSITIONS (1991) suggests that leaders approach change by applying “the four P’s”:

provide a PURPOSE for the change;

paintpaint a a PICTUREPICTURE of how the new of how the new outcome will look and feel;outcome will look and feel;

lay out a step-by-step PLAN for

phasing in the outcome;

and give each person a and give each person a PARTPART to to play in the processplay in the process..

PRAYER

PRAY for all those

involved in the

process that

the Lord’s will

be done!

Experiment with New Behaviors Take a different route to work tomorrow Spend your lunch time in a totally new

way Move your desk Plan to do something this weekend

you’ve never done before Every day this week, force yourself to

say “no” to three requests

Experiment with New Behaviors Volunteer to do something you

normally wouldn’t agree to do Every day this week, find at least one

occasion when someone is talking about how things have to be a certain way and ask why?

Say why not to someone who says that something can’t be done

Thoughts

1. What is the main change issue we’re facing right now?

2. What key principles have we learned about change?

3. How can we implement these principles?

Ministry Management – Application

Learnings for Leading Change Even though we often resist change and

risk, it is often inevitable! Change will occur; we can choose to be

active participants or attempt to resist. Needed: to be engaged and involved in

the process itself rather than imprisoned by our environment.

“One cannot become a butterfly by remaining a caterpillar.”

Learnings for Leading Change “Applied to personal growth and

change, we will often limit ideas and possibilities for improvement because we already know the answers.”

“By limiting our thinking, we are limiting our possibilities and innovations as well as limiting the self-esteem that comes from successful accomplishment of change and the rewards of self-improvement.”

The Wheels of Change

Square Wheels: traditions, habits processes and practices represent things we are so used to doing

Up to our Axles in Glop

Things are this way because they got this way and unless things change, things will continue to remain the same.

The Key: getting out of the ditch and up on the road.

Trial and Error

Identify keys points this illustration might indicate for “how change and improvements occur.”

Steps for Leading Change Establish a sense

of urgency Get people out of

the bunker & ready to move

People start telling each other, “Let’s go, we need to change things!”

Steps for Leading Change Create a guiding

coalition Get the right people

in place with trust, emotional commitment & teamwork

A group powerful enough to guide large change that works well together

Steps for Leading Change Develop a vision

and strategy Create the right

vision & strategies to guide action through all stages of change

Shared vision

Steps for Leading Change Communicate the

change vision Get as many people

as possible acting to make the vision a reality

People begin to buy into the change

Steps for Leading Change Empower broad-

based action Remove obstacles

that stop people from acting on the vision/change

More people feel able to act

Steps for Leading Change Create short-term

wins Plan successes

often during the process in order to encourage and defuse the cynics

Momentum builds as people see small positive victories

Steps for Leading Change Consolidate gains

and produce more change Wave after wave of

planned change steps

People remain energized & motivated to push change forward

Steps for Leading Change Anchor new

approaches in the culture Create supporting

structure that provides roots for the new ways of operating

“This is the way we do things around here!”

Barriers to Change a tendency to mandate change from the

top organization-wide initiatives that lose

sight of individual units overwhelming people with too much at

once lack of shared vision appropriate resources not available comfort with the status quo

Factors for Successful Change dissatisfaction with the status quo a spirit of shared ownership skating to where the puck is or is going

to be consistency of vision allocation of appropriate and adequate

resources recognizing the fear anticipating sources of resistance

Preferred FuturePreferred Future

“…seeing and believing God's ideal and unique image of the future.”

Achieve Avoid

Preferred FuturePreferred Future

Preserve

Present Situation

Picture the difference...

Preferred Future

Sense of UrgencySense of Urgency

“What are you willing to endure to see the vision

become a reality?”

Create a Need for ChangeCreate a Need for Change

Dissatisfaction

+

Vision

+First Steps

>Costs

People InvolvedPeople Involved

Build a coalition for change and engage an ever-enlarging circle of people in the process.

Probing AnalysisProbing Analysis

Carefully evaluate

for forces

and

opposing

enhancing change.

How to create a force fieldHow to create a force field

Choose any specific change situation

Enhancing Forces Inhibiting Forces

On the right, write all forces that oppose a specific change

On the left, write all forces that support a

specific change

Forces can be:Forces can be:

people values structures/programs contextual factors crisis

knowledge/ideas benefits traditions/history vision/mission

Draw arrows toward the center line that indicate the strength of the forces involved

Force Field AnalysisForce Field Analysis

Enhancing Forces Inhibiting Forces

People for change People against change

Values for change Values against change

Structures for change Programs against change

Benefits for change Benefits of no change

Facilitate Change by...Facilitate Change by...

Reducing opposing forcesStrengthening supporting forcesChanging opposing forces into

supporting forces

Practice with Field AnalysisPractice with Field Analysis

MinistryManagementFocusesOn...

preserving and enhancing relationships

accomplishing the mission

and

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Urgent&

ImportantImp

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Urgent&

Not Important

IV

Not Urgent&

Not Important

II

Not Urgent&

Important

Urgent Not Urgent

Ministry Management Matrix

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II

Urgent Not Urgent

Ministry Management Matrix

Urgent Matters:+ usually visible+ insist on action+ popular with others+ usually right in front of us+ we tend to react to urgent matters

Important Matters:+ has to do with results+ contribute to the mission+ reflective of values+ usually are priorities+ usually not urgent+ require more initiative+ more proactivity

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Urgent Not UrgentMinistry Management Matrix

+ Deals with significant results that require immediate attention+ Crisis or Problems+ Consumes many people+ Can enlarge so much that it dominates our work+ Always putting out fires

+ Relationship Building+ Planning+ Exploring new opportunities+ Looks to the vision+ Long-range planning

+ Short-term focused+ Urgency usually based on priorities and expectations of others

+ Majoring in minors+ Busy work+ It’s only the basics+ Irresponsibility to mission

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Urgent Not Urgent

Ministry Management Matrix

On the Matrixworksheets you received, work inyour small groupidentifying thedifferent componentsof your meetingsand where they mightfit. Have someoneserve as a recorder.

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Urgent Not Urgent

Ministry Management Matrix

Key Words:

Delegate

Empower

Permission-giving

Trust

Bible Study & Prayer

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Urgent Not Urgent

Ministry Management Matrix

...what one or two things you could do in yourmeeting(s) that, if you did on a regular basis,would make a tremendous positive differencewith your group and in your congregation.

In your smallgroup discuss...

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Urgent Not Urgent

Ministry Management Matrix

with a focus on theimportant

from a center of soundprinciples

from a knowledge of ourmission/purpose

with an eye on ourpreferred future -- vision

How do we strengthenour work in QuadrantII Ministry Manage-ment:

IdentifyRoles

SelectGoals

MissionStatement

MeetingSchedule

MakingAssignments

Isaiah 43:18-19

If the past was wonderful -- Celebrate it!

If the past was miserable -- lament it and have hope in the future.

One option God never gives us: one can never live in the past!

“Forget the former things, do not dwell on thepast. See, I am doing a new thing!” Now itsprings up; do you not perceive it? I ammaking a way in the desert and streams in thewasteland.

Questions●Comments

►Observations