Change Is A Constant
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Transcript of Change Is A Constant
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?
Ear
ly A
do
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Inn
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Ear
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ajo
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Lat
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Lag
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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
I
Urgent&
ImportantImp
ort
an
tN
ot
Imp
ort
an
t
III
Urgent&
Not Important
IV
Not Urgent&
Not Important
II
Not Urgent&
Important
Urgent Not Urgent
Ministry Management Matrix
IIm
po
rta
nt
No
t Im
po
rta
nt
III IV
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
IIm
po
rta
nt
No
t Im
po
rta
nt
III IV
II
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
IIm
po
rta
nt
No
t Im
po
rta
nt
III IV
II
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.
IIm
po
rta
nt
No
t Im
po
rta
nt
III IV
II
Urgent Not Urgent
Ministry Management Matrix
Key Words:
Delegate
Empower
Permission-giving
Trust
Bible Study & Prayer
IIm
po
rta
nt
No
t Im
po
rta
nt
III IV
II
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...
IIm
po
rta
nt
No
t Im
po
rta
nt
III IV
II
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