The Seventh-day Adventist Churchin the 21st Century

European Pastors’ ConferenceRogaška Slatina, Slovenia

August 22-26, 2012Presenter: Lowell C Cooper

Change is inevitable.We can fight it,

rebel against it,pretend it doesn’t exist,

hide from it,curse it,

cry to God against it.But there will always be change…

Do not conform to the pattern of this world, but be transformed by the renewing of your mind. Then you will be able to test and approve what God’s will is—his good, pleasing and perfect will.   —Romans 12:2

“…I press on to take hold of that for which Christ Jesus took hold of me…I do not consider myself yet to have taken hold of it. But one thing I do: Forgetting what is behind and straining toward what is ahead,  I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus.

—Philippians 3:12-14

Continuity factors• Mission

“To make disciples of all people, communicating the everlasting gospel in the context of the three angels’ messages of Revelation 14:6-12, leading them to accept Jesus as personal Savior and unite with His remnant Church, discipling them to serve Him as Lord, and preparing them for His soon return. “

Continuity factors• Mission• Vision

“…the restoration of all His creation to full harmony with His perfect will and righteousness.”

Continuity factors• Mission• Vision• Bible as foundation for belief and

practice• Ministry of Ellen White as a prophet• Relatively stable organizational

structure• Relatively unchanged polity

Congregational

Hierarchical

Interdependent

SDA Church polity

“People do not mind change…they just mind being changed.”

1. Incremental change– Almost imperceptible because it happens

slowly– Gentle and decentralized adaptation– Produces a broad and lasting shift– Less sense of upheaval and thus low

resistance

Types of organizational change:

2. Drastic/involuntary change– Often forced on an organization by

circumstance or leadership, in the wake of technology, resource, or regulatory environment

– Happens quickly—often involves pain, confusion, resentment and upheaval

Types of organizational change:

Change--Internal1. Membership growth

1. Membership growth

2011

1960

17,214,683

1,245,125

1. Membership growth

2011

1960

17,214,683

1,245,125

Change--Internal1. Membership growth2. Membership distribution

2. Membership distribution--1960

Africa20%

Asia13%

Europe16%

North Amer-

ica27%

Latin Amer-

ica20%

Oceania4%

2. Membership distribution--2011

Africa37%

Asia19%

Europe2%

North America

7%

Latin America

32%

Oceania3%

Change--Internal1. Membership growth2. Membership distribution3. Resources—financial and human

3. World Resources--Tithe

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 20110

500

1,000

1,500

2,000

2,500

North America Other Divisions

38% 40% 42% 43%

46% 50% 53%

62% 60% 58% 57% 54% 50% 46% 47% 44%

3. World Resources• Relative size of the GC budget—

decreased• Nationals in leadership almost

everywhere• Need for personnel with international

exp.

Change--Internal1. Membership growth2. Membership distribution3. Resources—financial and human4. Global infrastructure

4. Global infrastructure

Church members 17,214,683Churches 71,048Companies 65,553Local conferences 321Local missions 264Union conferences 51Union missions 55Unions of churches 13Divisions 13Countries with SDA presence209

Change--Internal1. Membership growth2. Membership distribution3. Resources—financial and human4. Global infrastructure5. Empowerment of laity

5. Empowerment of laity• Independent initiative• Coalition of resources• Hold leaders accountable

Change--Internal1. Membership growth2. Membership distribution3. Resources—financial and human4. Global infrastructure5. Empowerment of laity

Change--External1. Mission context: cultural and social2. Technology3. Economy4. Political5. Leadership climate6. Role of religion in society

“The truths of the Judaic-Christian tradition are infinitely precious, not only, as I believe, because they are true, but also because they provide the moral impulse which alone can lead to that peace...for which we all long.... There is little hope for democracy if hearts of men and women in democratic societies cannot be touched by a call to something greater than themselves. Political structures, state institutions, collective ideals are not enough. We parliamentarians can legislate for the rule of law. You the church can teach the life of faith.”

—Prime Minister Margaret Thatcher in an Address to the General Assembly of the Church of Scotland.

Facing change together1. Theological convictions based on Bible

“called to global task”“called to unity and community”

2. Local and global sense of identity3. Global name and logo (registered/use protected)

4. Shared foundations (doctrines, Church Manual, policies)

5. Shared resources (“Together we can do more”)

6. Global media (SSBSG, Adventist World, Hope Channel)

7. Global business meeting (GC Session)

When an organization figures out what works it is tempted to become fixated on that. Unless an organization encourages regular and thorough internal challenge it is unlikely to keep up with the changing world. Persistent questioning, inquiry, is essential for remaining current.

Finding the comfort zone:

1. Visualize a bright future.• Leaders often rush too quickly to the

mechanics of change without investing the effort to create an appetite for change.

• Create a clear tomorrow—but do not denigrate the past.

• Build a belief that “we can do better”• Engage people’s emotions. When you

become inspired and excited about the change your influence begins to work in others.

Strategies for managing change:

2. Make a convincing case.3. Set up team and charter expectations4. Review the current state5. Educate (the need, the how and the

benefits) and energize6. Identify new symbols, systems, behaviors7. Implement (model the behavior you

expect)8. Keep at it for significant change will take

time

Strategies for managing change:

• Shock– Listening and understanding the sense of loss– Provide information as to why the change is

important– Give time and space for people to adjust to

the situation

Responding to reactions:

• Confusion– Provide as much information as possible– Focus on short-term objectives/goals

without losing sight of the big picture– Take time to address issues and concerns– Help to develop strategies for dealing

with each stage of the change envisioned

Responding to reactions:

• Denial– Don’t expect large leaps into acceptance– Allow people time to face up to change and its

impact upon them– Help people to see that remaining in denial is

risky

Responding to reactions:

• Anxiety and fear– Communicate directly, honestly and calmly– Don’t make rash promises that cannot be kept– Help people to comprehend the change and

their input into its realization

Responding to reactions:

• Hostility– Put yourself in their shoes in order to try to

understand the cause of the anger– Make sure there are avenues for expressing

concerns, issues, feelings, and ideas– Make sure person knows that he/she is

listened to, understood and respected

Responding to reactions:

• Resistance– Provide information about the reasons for

and benefits of change– Inform regarding the timeframe and how

the change will take place– Involve people as much as they want to

be involved—do not push

Responding to reactions:

• Sadness– Encourage expression of feelings and what might be their cause– Help person to manage their feelings and thinking patterns– Encourage person to take time for

physical rest, exercise and proper diet– Provide professional support if symptoms

of depression appear

Responding to reactions:

• Stress– Help to find the support needed: family,

friends, workmates, professional counseling– Identify stress reduction resources/techniques

Responding to reactions:

Dealing with resistance to change:

1. Recognize that things may get worse before they get better.

2. Identify key stakeholders and their preparedness to support change.

3. Engage and inspire commitment.4. Well-planned strategy for feedback and

input.

Dealing with resistance to change:

5. Willingness to examine options.6. Acknowledging supporters and rewarding

them.7. Recognize and prepare for reactions.8. Provide just-in-time training and coaching.

Dealing with resistance to change:

• Change is part of life—adopt or reject it• We can embrace change or be engulfed by it• Must carefully reflect on the impact of change• Change can occur on the surface (patterns of

action, etc.) or at the foundation (beliefs, values, etc.)

• Leaders can effectively address resistance to change

In summary:

• For Seventh-day Adventists what are the things that must not change?

• How should the world Church relate to change that does not happen everywhere at the same pace?

• How can the Church remain united if it does not require uniformity in action?

For discussion: