Change  Is Constant: Ministry Management a Necessity Dr. Lou Jander Texas District LCMS
 
On “Change” <ul><li>“ Change is the law of life and those who look only to the past or present are certain to miss the fut...
Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail
Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn
Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn
Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire
Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire 5. Safe
Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire 5. Safe
Parable of the Skunk The Environment Changes: Roads
Parable of the Skunk New Threat: Trucks
Parable of the Skunk New Threat: Trucks Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire
Parable of the Skunk Result: 1. No learning 2. No change 3. No skunk
Moral of the Parable of the Skunk <ul><li>Doing what you’ve always done won’t necessarily get you what you’ve always gotte...
Lesson of the  Parable of the Skunk <ul><li>Human beings have it all over the skunk </li></ul><ul><li>We can communicate, ...
Brainstorm <ul><li>Why or why not is change in the church/situation necessary? </li></ul><ul><li>What are the external fac...
Good News <ul><li>4000 BC: Camel Caravan, 8 mph </li></ul><ul><li>1785: Stagecoach, 10 mph </li></ul>
Good News <ul><li>1825: Steam locomotives, 13 mph </li></ul><ul><li>1925:  Airplanes, 100 mph </li></ul>
Good News <ul><li>1960: Missiles, 1800 mph </li></ul><ul><li>Computer Chip </li></ul><ul><ul><li>Doubles every 12-18 month...
Bad News <ul><li>A world of “techno-stress” </li></ul><ul><li>Creates a “time sickness” </li></ul><ul><li>Future shock: “t...
The Trauma of Change
Change Progression <ul><li>Every two or three years, the knowledge base doubles. </li></ul><ul><li>Every day, 7,000 scient...
Change Progression <ul><li>Only 15 percent of jobs will require college education, but nearly all jobs will require the eq...
“ You’ll never get me up in one of those butterfly things!” Two caterpillars are conversing and a beautiful butterfly floa...
The Meaning: <ul><li>What is the meaning of this story? </li></ul><ul><li>Major paradox in the story:  “It’s dangerous to ...
The Meaning: Having the Answer <ul><li>Some sample answers: </li></ul><ul><ul><li>Caterpillars have no need to fly.  They ...
Ponderings about the Story <ul><li>Self-limit our perceptions and thinking because we “know the answer.” </li></ul><ul><li...
Change Is….
Definition of Change <ul><li>cause to change; make different; cause a transformation; </li></ul><ul><li>an event that occu...
Global
Constant
Inevitable
Stressful
Do you like change? Does it matter?
What are the risks of not changing?
Watch the Video
<ul><li>What can you use from the story to apply to your congregation/situation? </li></ul>
<ul><li>“Cheese” is a symbol for whatever is important to you.  The maze is where you look for Cheese.  (maze is the churc...
<ul><li>What are you holding on to? </li></ul><ul><li>What do you need to let go of -- if you wish to survive in a changin...
<ul><li>Are you becoming extinct in the old way you are doing things? </li></ul><ul><li>Do you know of once-powerful insti...
<ul><li>What are you afraid of? </li></ul><ul><li>Why does this frighten you? </li></ul><ul><li>What would you do differen...
<ul><li>Can you change quickly enough to succeed in a rapidly changing world? </li></ul><ul><li>What is keeping you from c...
<ul><li>List some new beliefs you could adopt today about change that would work to your advantage: </li></ul>When You Cha...
Who Are You In The Story? <ul><li>Sniff?  Who can small change in the air. </li></ul><ul><li>Scurry? Who goes into action ...
Imagine some things that you would like to see happening in your church/situation. <ul><li>Paint such a clear picture that...
Early Adopters Innovators Early Majority Late Majority Laggards 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 <ul><li>How good things were here in the past </li></ul><ul><li>They don’t really mean it </li></ul><ul><li>It...
Deny
Deny Resist/React Explore Commit
Resist/React <ul><li>Anger </li></ul><ul><li>Loss and hurt </li></ul><ul><li>Stubbornness </li></ul><ul><li>Blaming others...
Resist
React
Deny Resist/React Explore Commit
Anticipate/Explore <ul><li>What’s going to happen to me? </li></ul><ul><li>Seeing possibilities </li></ul><ul><li>Chaos </...
Explore
Deny Resist/React Explore Commit
Commit <ul><li>Where I am headed? </li></ul><ul><li>Focus </li></ul><ul><li>Teamwork </li></ul><ul><li>Vision </li></ul><u...
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 <ul><li>What do you believe your change response style might be? </li></ul><ul><li>Discuss how you ...
Embracing Change in a Church Setting
Challenge <ul><li>The choice for most established churches is between making deep, painful  change or accepting a slow, pa...
This Does Not Change <ul><li>Whom we proclaim </li></ul>God the Father God the Son God the Holy Spirit
This Does Not Change <ul><li>Who we proclaim </li></ul><ul><li>What we proclaim </li></ul>God the Father God the Son God t...
This Does Not Change <ul><li>Who we proclaim </li></ul><ul><li>What we proclaim </li></ul><ul><li>Where we proclaim </li><...
This Does Not Change <ul><li>Who we proclaim </li></ul><ul><li>What we proclaim </li></ul><ul><li>Where we proclaim </li><...
Typical Drivers of Congregational Life <ul><li>Habit </li></ul><ul><li>Crisis </li></ul>
Difficult Changes for a Church   <ul><li>Changes in Leadership </li></ul><ul><li>Becoming an Outreach Church </li></ul><ul...
Reasons for Not Changing   1. Stability   Church is an island of calm  in the midst of a hectic life   2. Continuity Comfo...
Reasons for Not Changing   4. Complexity  Growth complicates things   5. Neglect  Staff size lags behind membership increa...
Reasons for Not Changing   <ul><li>Stability </li></ul><ul><li>Continuity </li></ul><ul><li>Giving Cycles </li></ul><ul><l...
Discuss <ul><li>When you went through a time of personal change, what provided you with stability? </li></ul><ul><li>Which...
“ So last night we of the decorating committee were able to hammer out our differences and agree on a plan.”
Signs You're  Not Ready for Change   <ul><li>Congregation sees change as counterproductive </li></ul><ul><li>Church lacks ...
 
Dealing Successfully with Transition
“ IT ISN’T THE CHANGES THAT DO YOU IN, IT’S THE TRANSITIONS” WILLIAM BRIDGES in MANAGING TRANSITIONS P.3
CHANGE VS. TRANSITION <ul><li>CHANGE IS  SITUATIONAL , ...EXTERNAL. </li></ul><ul><li>TRANSITION IS THE  PSYCHOLOGICAL  PR...
RULES FOR SUCCESSFUL TRANSITION A. YOU HAVE  TO  END   BEFORE  YOU  BEGIN .
RULES cont. B. AFTER THE ENDING  AND BEFORE THE BEGINNING  THERE IS A  CONFUSING IN-BETWEEN TIME CALLED THE “ NEUTRAL ZONE”
RULES cont. <ul><li>C. THE CONFUSING  </li></ul><ul><li>NEUTRAL ZONE  </li></ul><ul><li>CAN ALSO BE  </li></ul><ul><li>A T...
RULES cont. <ul><li>D. WHILE  CHANGE </li></ul><ul><li>CAN OCCUR </li></ul><ul><li>RANDOMLY, </li></ul><ul><li>TRANSITION ...
RULES cont. <ul><li>E. TRANSITION IS ALSO A PRIMARY SOURCE OF PERSONAL AND ORGANIZATIONAL  RENEWAL . </li></ul>
RULES cont. <ul><li>F. MOST PEOPLE ARE RUNNING A  TRANSITIONAL  “DEFICIT” </li></ul><ul><li>MOST OF THE TIME.  SOME PEOPLE...
AVOIDING DISASTER DURING  CHANGE
“ THERE ARE TWO  FUNDAMENTAL  BASES FOR CONFLICT”
<ul><li>“ THE FIRST IS  INFORMATION . </li></ul><ul><li>THE SECOND IS  PERCEPTION . </li></ul><ul><ul><li>PEOPLE SIMPLY SE...
SOME SUGGESTIONS <ul><li>1. RECRUIT WITH SCRUPULOUS  HONESTY . </li></ul><ul><li>2. GUARD AGAINST THE  CRAZIES . </li></ul...
SOME SUGGESTIONS <ul><li>5. DON’T SETTLE FOR  RHETORICAL  CHANGE. </li></ul><ul><li>6. DON’T ALLOW THOSE WHO ARE OPPOSED T...
SOME SUGGESTIONS <ul><li>8. APPRECIATE  ENVIRONMENTAL  FACTORS. </li></ul><ul><li>9. AVOID FUTURE  SHOCK . </li></ul><ul><...
<ul><li>“ NOTHING MAKES PEOPLE RESIST NEW IDEAS OR APPROACHES MORE ADAMANTLY THAN THEIR BELIEF THAT CHANGE IS BEING IMPOSE...
A FINAL QUOTE <ul><li>WILLIAM BRIDGES in  MANAGING TRANSITIONS  (1991) suggests that leaders approach change by applying “...
<ul><li>paint  a  PICTURE  of how the new outcome will look and feel; </li></ul>
<ul><li>lay out a step-by-step  PLAN  for phasing in the outcome ; </li></ul>
<ul><li>and give each person a  PART   to play in the process . </li></ul>
A Fifth &quot;P&quot;
PRAYER <ul><li>PRAY  for all those  </li></ul><ul><li>involved in the </li></ul><ul><li>  process that  </li></ul><ul><li>...
Experiment with New Behaviors <ul><li>Take a different route to work tomorrow </li></ul><ul><li>Spend your lunch time in a...
Experiment with New Behaviors <ul><li>Volunteer to do something you normally wouldn’t agree to do </li></ul><ul><li>Every ...
Thoughts <ul><li>What is the main change issue we’re facing right now? </li></ul><ul><li>What key principles have we learn...
<ul><li>Ministry Management – Application </li></ul>
Learnings for Leading Change <ul><li>Even though we often resist change and risk, it is often inevitable! </li></ul><ul><l...
Learnings for Leading Change <ul><li>“Applied to personal growth and change, we will often limit ideas and possibilities f...
The Wheels of Change <ul><li>Square Wheels: </li></ul><ul><ul><li>traditions, habits </li></ul></ul><ul><ul><li>processes ...
Up to our Axles in Glop <ul><li>Things are this way because they got this way and unless things change, things will contin...
Trial and Error <ul><li>Identify keys points this illustration might indicate for “how change and improvements occur.” </l...
Steps for Leading Change <ul><li>Establish a sense of urgency </li></ul><ul><ul><li>Get people out of the bunker & ready t...
Steps for Leading Change <ul><li>Create a guiding coalition </li></ul><ul><ul><li>Get the right people in place with trust...
Steps for Leading Change <ul><li>Develop a vision and strategy </li></ul><ul><ul><li>Create the right vision & strategies ...
Steps for Leading Change <ul><li>Communicate the change vision </li></ul><ul><ul><li>Get as many people as possible acting...
Steps for Leading Change <ul><li>Empower broad-based action </li></ul><ul><ul><li>Remove obstacles that stop people from a...
Steps for Leading Change <ul><li>Create short-term wins </li></ul><ul><ul><li>Plan successes often during the process in o...
Steps for Leading Change <ul><li>Consolidate gains and produce more change </li></ul><ul><ul><li>Wave after wave of planne...
Steps for Leading Change <ul><li>Anchor new approaches in the culture </li></ul><ul><ul><li>Create supporting structure th...
Barriers to Change <ul><li>a tendency to mandate change from the top </li></ul><ul><li>organization-wide initiatives that ...
Factors for Successful Change <ul><li>dissatisfaction with the status quo </li></ul><ul><li>a spirit of shared ownership <...
Preferred Future <ul><li>“… seeing and believing God's ideal and unique image of the future.” </li></ul>
Achieve Avoid Preferred Future Preserve
Present Situation Picture the difference... Preferred Future
Sense of Urgency <ul><li>“ What are you willing to endure to see the vision become a reality?” </li></ul>
Create a Need for Change <ul><li>Dissatisfaction </li></ul>+  Vision + First Steps > Costs
People Involved <ul><li>Build a coalition for change and engage an ever-enlarging circle of people in the process. </li></ul>
Probing Analysis <ul><li>Carefully evaluate  </li></ul><ul><li>for forces </li></ul>and opposing  enhancing  change .
How to create a force field <ul><li>Choose any specific change situation </li></ul>Enhancing Forces Inhibiting Forces On t...
Forces can be: <ul><li>people </li></ul><ul><li>values </li></ul><ul><li>structures/programs </li></ul><ul><li>contextual ...
Force Field Analysis Enhancing Forces Inhibiting Forces People for change People against change Values for change Values a...
Facilitate Change by... <ul><li>Reducing opposing forces </li></ul><ul><li>Strengthening supporting forces </li></ul><ul><...
Practice with Field Analysis
and Ministry Management Focuses On... preserving and enhancing relationships accomplishing the mission
Ministry Management Matrix I Urgent & Important Important Not Important III Urgent & Not Important IV Not Urgent & Not Imp...
Ministry Management Matrix Urgent Matters: + usually visible + insist on action + popular with others + usually right in f...
Ministry Management Matrix + Deals with significant results that require immediate attention + Crisis or Problems + Consum...
Ministry Management Matrix On the Matrix worksheets you  received, work in your small group identifying the different comp...
Ministry Management Matrix Key Words: I Important Not Important III IV II Urgent Not Urgent Delegate Empower Permission-gi...
Ministry Management Matrix ...what one or two things you could do in your meeting(s) that, if you did on a regular basis, ...
Ministry Management Matrix I Important Not Important III IV II Urgent Not Urgent with a focus on the important from a cent...
Identify Roles Select Goals Mission Statement Meeting Schedule Making Assignments
If the past was wonderful -- Celebrate it! If the past was miserable -- lament it and have hope in the future. One option ...
<ul><li>Questions </li></ul><ul><ul><li>Comment s </li></ul></ul><ul><ul><ul><li>Observations </li></ul></ul></ul>
 
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  • Change Is A Constant

    1. 1. Change Is Constant: Ministry Management a Necessity Dr. Lou Jander Texas District LCMS
    2. 3. On “Change” <ul><li>“ 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 </li></ul><ul><li>“ Everyone thinks of changing the world, but no one thinks of changing himself.” ~ Leo Tolstoy </li></ul><ul><li>” 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 </li></ul>
    3. 4. Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail
    4. 5. Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn
    5. 6. Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn
    6. 7. Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire
    7. 8. Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire 5. Safe
    8. 9. Parable of the Skunk Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire 5. Safe
    9. 10. Parable of the Skunk The Environment Changes: Roads
    10. 11. Parable of the Skunk New Threat: Trucks
    11. 12. Parable of the Skunk New Threat: Trucks Skunk’s response to danger: 1. Face danger 2. Raise tail 3. Turn 4. Fire
    12. 13. Parable of the Skunk Result: 1. No learning 2. No change 3. No skunk
    13. 14. Moral of the Parable of the Skunk <ul><li>Doing what you’ve always done won’t necessarily get you what you’ve always gotten…. </li></ul><ul><li>Sometimes it will get you killed! </li></ul>
    14. 15. Lesson of the Parable of the Skunk <ul><li>Human beings have it all over the skunk </li></ul><ul><li>We can communicate, learn and change techniques that don’t work anymore </li></ul>
    15. 16. Brainstorm <ul><li>Why or why not is change in the church/situation necessary? </li></ul><ul><li>What are the external factors that impact change? </li></ul><ul><li>What are the internal factors that impact change? </li></ul>
    16. 17. Good News <ul><li>4000 BC: Camel Caravan, 8 mph </li></ul><ul><li>1785: Stagecoach, 10 mph </li></ul>
    17. 18. Good News <ul><li>1825: Steam locomotives, 13 mph </li></ul><ul><li>1925: Airplanes, 100 mph </li></ul>
    18. 19. Good News <ul><li>1960: Missiles, 1800 mph </li></ul><ul><li>Computer Chip </li></ul><ul><ul><li>Doubles every 12-18 months </li></ul></ul><ul><ul><li>In last 40 years it has grown 5 million times as powerful </li></ul></ul>
    19. 20. Bad News <ul><li>A world of “techno-stress” </li></ul><ul><li>Creates a “time sickness” </li></ul><ul><li>Future shock: “too much change in too short a time” </li></ul><ul><li>What once took weeks, months, years, now we hear on the evening news </li></ul><ul><li>The fundamental situation: </li></ul><ul><ul><li>We live in a time of rapid change </li></ul></ul><ul><ul><li>Change itself is changing and becoming faster </li></ul></ul>
    20. 21. The Trauma of Change
    21. 22. Change Progression <ul><li>Every two or three years, the knowledge base doubles. </li></ul><ul><li>Every day, 7,000 scientific and technical articles are published. </li></ul><ul><li>Satellites orbiting the globe send enough data to fill 19 million volumes in the Library of Congress – every two weeks. </li></ul><ul><li>High school graduates have been exposed to more information than grandparents were in a lifetime. </li></ul>
    22. 23. Change Progression <ul><li>Only 15 percent of jobs will require college education, but nearly all jobs will require the equivalent knowledge of a college education. </li></ul><ul><li>There will be as much change in the next three decades as there was in the last three centuries. </li></ul>
    23. 24. “ You’ll never get me up in one of those butterfly things!” Two caterpillars are conversing and a beautiful butterfly floats by. One caterpillar says to the other:
    24. 25. The Meaning: <ul><li>What is the meaning of this story? </li></ul><ul><li>Major paradox in the story: “It’s dangerous to think you know the answer .” </li></ul>
    25. 26. The Meaning: Having the Answer <ul><li>Some sample answers: </li></ul><ul><ul><li>Caterpillars have no need to fly. They are well-grounded! </li></ul></ul><ul><ul><li>Butterflies are a stage beyond caterpillars. </li></ul></ul><ul><ul><li>Change is not always a conscious decision. Change will occur, inevitably. </li></ul></ul><ul><ul><li>Caterpillars don’t like wings. </li></ul></ul><ul><ul><li>Butterflies get blown around by the wind and caterpillars can drag their feet! </li></ul></ul><ul><ul><li>My Favorite: “I’ll NEVER be a butterfly; my mother was a moth.” </li></ul></ul>
    26. 27. Ponderings about the Story <ul><li>Self-limit our perceptions and thinking because we “know the answer.” </li></ul><ul><li>Talking about the story: we might discover we have different perspectives and a diversity of ideas. </li></ul><ul><li>Some would agree on different perspectives. </li></ul>
    27. 28. Change Is….
    28. 29. Definition of Change <ul><li>cause to change; make different; cause a transformation; </li></ul><ul><li>an event that occurs when something passes from one state or phase to another; </li></ul><ul><li>undergo a change; become different in essence; losing one's or its original nature; </li></ul><ul><li>a relational difference between states; especially between states before and after some event; </li></ul><ul><li>become different in some particular way, without permanently losing one's or its former characteristics or essence; </li></ul><ul><li>the action of changing something; </li></ul><ul><li>switch: lay aside, abandon, or leave for another; </li></ul><ul><li>the result of alteration or modification. </li></ul>
    29. 30. Global
    30. 31. Constant
    31. 32. Inevitable
    32. 33. Stressful
    33. 34. Do you like change? Does it matter?
    34. 35. What are the risks of not changing?
    35. 36. Watch the Video
    36. 37. <ul><li>What can you use from the story to apply to your congregation/situation? </li></ul>
    37. 38. <ul><li>“Cheese” is a symbol for whatever is important to you. The maze is where you look for Cheese. (maze is the church or situation) </li></ul>What is your Cheese?
    38. 39. <ul><li>What are you holding on to? </li></ul><ul><li>What do you need to let go of -- if you wish to survive in a changing situation? </li></ul><ul><li>Is it the old way of doing something -- or an old way of behaving? </li></ul>The more important cheese is to you, the more you want to hold onto it!
    39. 40. <ul><li>Are you becoming extinct in the old way you are doing things? </li></ul><ul><li>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? </li></ul>If you do not change, You Can Become Extinct!
    40. 41. <ul><li>What are you afraid of? </li></ul><ul><li>Why does this frighten you? </li></ul><ul><li>What would you do differently if you were completely unafraid? </li></ul><ul><li>How would these new actions improve your situation? </li></ul>
    41. 42. <ul><li>Can you change quickly enough to succeed in a rapidly changing world? </li></ul><ul><li>What is keeping you from changing now? </li></ul><ul><li>What actions can you take soon? </li></ul>The Quicker You Let Go Of Old Cheese The Sooner You Find New Cheese
    42. 43. <ul><li>List some new beliefs you could adopt today about change that would work to your advantage: </li></ul>When You Change What You Believe, You Change What You Do!
    43. 44. Who Are You In The Story? <ul><li>Sniff? Who can small change in the air. </li></ul><ul><li>Scurry? Who goes into action immediately. </li></ul><ul><li>Hem? Who does not want to change. “It’s not fair!” </li></ul><ul><li>Haw? Who is startled by change, but then laughs at himself, changes and moves on to enjoy New Cheese. </li></ul><ul><li>Which character most represents you and why? </li></ul>
    44. 45. Imagine some things that you would like to see happening in your church/situation. <ul><li>Paint such a clear picture that you already feel yourself enjoying it. </li></ul><ul><li>Close your eyes, smile and imagine it is happening…what would it be like? </li></ul>
    45. 46. Early Adopters Innovators Early Majority Late Majority Laggards Everett Rogers - Adoption/Innovation Curve
    46. 47. We can’t control change… We can control our attitude towards change…
    47. 48. Deny Resist/React Explore Commit
    48. 49. Deny Resist/React Explore Commit
    49. 50. Deny/Ignore <ul><li>How good things were here in the past </li></ul><ul><li>They don’t really mean it </li></ul><ul><li>It can’t happen here </li></ul><ul><li>Numbness </li></ul><ul><li>Everything-as-usual attitude </li></ul><ul><li>Minimizing </li></ul><ul><li>Refusing to hear new information </li></ul>
    50. 51. Deny
    51. 52. Deny Resist/React Explore Commit
    52. 53. Resist/React <ul><li>Anger </li></ul><ul><li>Loss and hurt </li></ul><ul><li>Stubbornness </li></ul><ul><li>Blaming others </li></ul><ul><li>Complaining </li></ul><ul><li>Getting sick </li></ul><ul><li>Doubting your ability </li></ul>
    53. 54. Resist
    54. 55. React
    55. 56. Deny Resist/React Explore Commit
    56. 57. Anticipate/Explore <ul><li>What’s going to happen to me? </li></ul><ul><li>Seeing possibilities </li></ul><ul><li>Chaos </li></ul><ul><li>Indecisiveness </li></ul><ul><li>Unfocused work </li></ul><ul><li>Energy </li></ul><ul><li>Clarifying goals </li></ul><ul><li>Seeing resources </li></ul><ul><li>Exploring alternatives </li></ul><ul><li>Learning new skills </li></ul>
    57. 58. Explore
    58. 59. Deny Resist/React Explore Commit
    59. 60. Commit <ul><li>Where I am headed? </li></ul><ul><li>Focus </li></ul><ul><li>Teamwork </li></ul><ul><li>Vision </li></ul><ul><li>Cooperation </li></ul><ul><li>Balance </li></ul>
    60. 61. Commit
    61. 62. Change can be difficult
    62. 63. Personal change precedes organizational change
    63. 65. Negativity
    64. 66. Contagious
    65. 67. I can learn and I can change and I can do it quickly.
    66. 68. What can you do to deal with change?
    67. 69. Accept that change is an attitude
    68. 70. Create a personal vision
    69. 71. Focus on what you can do… …… not what you can’t do
    70. 72. Develop a perspective of opportunity
    71. 73. Create a willingness to learn & develop
    72. 74. Learn to love ambiguity
    73. 75. iChange Survey Discuss Results
    74. 79. Change Response Styles
    75. 80. Change Response Styles
    76. 81. Change Response Styles
    77. 82. Change Response Styles
    78. 83. Change Response Styles
    79. 84. Small Group Discussion <ul><li>What do you believe your change response style might be? </li></ul><ul><li>Discuss how you see these change responses in your congregation. </li></ul><ul><li>Percept: Link2Lead </li></ul><ul><li>www.link2lead.com </li></ul><ul><ul><li>47702 </li></ul></ul><ul><ul><li>54321 </li></ul></ul>
    80. 85. Embracing Change in a Church Setting
    81. 86. Challenge <ul><li>The choice for most established churches is between making deep, painful change or accepting a slow, painful death. And the choice is yours! </li></ul>
    82. 87. This Does Not Change <ul><li>Whom we proclaim </li></ul>God the Father God the Son God the Holy Spirit
    83. 88. This Does Not Change <ul><li>Who we proclaim </li></ul><ul><li>What we proclaim </li></ul>God the Father God the Son God the Holy Spirit <ul><ul><li>For it is by grace you have been saved, through faith-- </li></ul></ul>
    84. 89. This Does Not Change <ul><li>Who we proclaim </li></ul><ul><li>What we proclaim </li></ul><ul><li>Where we proclaim </li></ul>God the Father God the Son God the Holy Spirit <ul><ul><li>For it is by grace you have been saved, through faith-- </li></ul></ul><ul><ul><ul><li>in Jerusalem, and in all Judea and Samaria, </li></ul></ul></ul><ul><ul><ul><li>and to the ends of the earth. </li></ul></ul></ul>
    85. 90. This Does Not Change <ul><li>Who we proclaim </li></ul><ul><li>What we proclaim </li></ul><ul><li>Where we proclaim </li></ul><ul><li>When we proclaim </li></ul>God the Father God the Son God the Holy Spirit <ul><ul><li>For it is by grace you have been saved, through faith-- </li></ul></ul><ul><ul><ul><li>in Jerusalem, and in all Judea and Samaria, </li></ul></ul></ul><ul><ul><ul><li>and to the ends of the earth. </li></ul></ul></ul><ul><ul><ul><ul><li>Always be prepared to give an answer </li></ul></ul></ul></ul>
    86. 91. Typical Drivers of Congregational Life <ul><li>Habit </li></ul><ul><li>Crisis </li></ul>
    87. 92. Difficult Changes for a Church <ul><li>Changes in Leadership </li></ul><ul><li>Becoming an Outreach Church </li></ul><ul><li>Changes in Schedule </li></ul><ul><li>Changes in Worship </li></ul><ul><li>Changes in Programs </li></ul><ul><li>Changes in Community Demographics </li></ul><ul><li>Changes in Economic Situation </li></ul><ul><li>Relocation </li></ul>Rev. Smith Exodus: The Biggest Relocation, Ever! Rev. Anderson will be speaking on Acts 17
    88. 93. Reasons for Not Changing 1. Stability Church is an island of calm in the midst of a hectic life 2. Continuity Comfort in familiar faces, traditions, and events <ul><li>Giving Cycles Contributions better match attendance </li></ul>
    89. 94. Reasons for Not Changing 4. Complexity Growth complicates things 5. Neglect Staff size lags behind membership increase; people feel neglected <ul><li>Commitment Growth requires more commitment </li></ul>
    90. 95. Reasons for Not Changing <ul><li>Stability </li></ul><ul><li>Continuity </li></ul><ul><li>Giving Cycles </li></ul><ul><li>Complexity </li></ul><ul><li>Neglect </li></ul><ul><li>Commitment </li></ul>Not True of Us Somewhat True of Us True of Us
    91. 96. Discuss <ul><li>When you went through a time of personal change, what provided you with stability? </li></ul><ul><li>Which of the six “Reasons for Not Changing” are true of my congregation? </li></ul>
    92. 97. “ So last night we of the decorating committee were able to hammer out our differences and agree on a plan.”
    93. 98. Signs You're Not Ready for Change <ul><li>Congregation sees change as counterproductive </li></ul><ul><li>Church lacks resources for change </li></ul><ul><li>Leaders lack credibility to lead change </li></ul><ul><li>You’re inoculated against change </li></ul><ul><li>You’re pushing too many changes </li></ul>
    94. 100. Dealing Successfully with Transition
    95. 101. “ IT ISN’T THE CHANGES THAT DO YOU IN, IT’S THE TRANSITIONS” WILLIAM BRIDGES in MANAGING TRANSITIONS P.3
    96. 102. CHANGE VS. TRANSITION <ul><li>CHANGE IS SITUATIONAL , ...EXTERNAL. </li></ul><ul><li>TRANSITION IS THE PSYCHOLOGICAL PROCESS PEOPLE GO THROUGH TO COME TO TERMS WITH THE NEW SITUATION, ...INTERNAL. </li></ul>
    97. 103. RULES FOR SUCCESSFUL TRANSITION A. YOU HAVE TO END BEFORE YOU BEGIN .
    98. 104. RULES cont. B. AFTER THE ENDING AND BEFORE THE BEGINNING THERE IS A CONFUSING IN-BETWEEN TIME CALLED THE “ NEUTRAL ZONE”
    99. 105. RULES cont. <ul><li>C. THE CONFUSING </li></ul><ul><li>NEUTRAL ZONE </li></ul><ul><li>CAN ALSO BE </li></ul><ul><li>A TIME OF </li></ul><ul><li>GREAT </li></ul><ul><li>CREATIVITY . </li></ul>
    100. 106. RULES cont. <ul><li>D. WHILE CHANGE </li></ul><ul><li>CAN OCCUR </li></ul><ul><li>RANDOMLY, </li></ul><ul><li>TRANSITION </li></ul><ul><li>IS DEVELOPMENTAL </li></ul>
    101. 107. RULES cont. <ul><li>E. TRANSITION IS ALSO A PRIMARY SOURCE OF PERSONAL AND ORGANIZATIONAL RENEWAL . </li></ul>
    102. 108. RULES cont. <ul><li>F. MOST PEOPLE ARE RUNNING A TRANSITIONAL “DEFICIT” </li></ul><ul><li>MOST OF THE TIME. SOME PEOPLE LEAVE TOWN BEFORE THEY KNOW THEY ARE GONE . </li></ul>
    103. 109. AVOIDING DISASTER DURING CHANGE
    104. 110. “ THERE ARE TWO FUNDAMENTAL BASES FOR CONFLICT”
    105. 111. <ul><li>“ THE FIRST IS INFORMATION . </li></ul><ul><li>THE SECOND IS PERCEPTION . </li></ul><ul><ul><li>PEOPLE SIMPLY SEE THINGS DIFFERENTLY.” </li></ul></ul><ul><ul><li>WARREN BENNIS IN WHY LEADERS CAN’T LEAD , P.158 </li></ul></ul>
    106. 112. SOME SUGGESTIONS <ul><li>1. RECRUIT WITH SCRUPULOUS HONESTY . </li></ul><ul><li>2. GUARD AGAINST THE CRAZIES . </li></ul><ul><li>3. BUILD SUPPORT AMONG LIKE-MINDED PEOPLE. </li></ul><ul><li>4. PLAN FOR CHANGE FROM A SOLID CONCEPTUAL BASE . </li></ul>
    107. 113. SOME SUGGESTIONS <ul><li>5. DON’T SETTLE FOR RHETORICAL CHANGE. </li></ul><ul><li>6. DON’T ALLOW THOSE WHO ARE OPPOSED TO CHANGE MISUNDERSTAND THE BASIC ISSUES . </li></ul><ul><li>7. KNOW THE TERRITORY . </li></ul>
    108. 114. SOME SUGGESTIONS <ul><li>8. APPRECIATE ENVIRONMENTAL FACTORS. </li></ul><ul><li>9. AVOID FUTURE SHOCK . </li></ul><ul><li>10. REMEMBER THAT CHANGE IS MOST SUCCESSFUL WHEN THOSE WHO ARE AFFECTED ARE INVOLVED IN THE PLANNING. </li></ul>
    109. 115. <ul><li>“ NOTHING MAKES PEOPLE RESIST NEW IDEAS OR APPROACHES MORE ADAMANTLY THAN THEIR BELIEF THAT CHANGE IS BEING IMPOSED ON THEM.” </li></ul><ul><ul><li>BENNIS </li></ul></ul>
    110. 116. A FINAL QUOTE <ul><li>WILLIAM BRIDGES in MANAGING TRANSITIONS (1991) suggests that leaders approach change by applying “the four P’s”: </li></ul><ul><li>provide a PURPOSE for the change; </li></ul>
    111. 117. <ul><li>paint a PICTURE of how the new outcome will look and feel; </li></ul>
    112. 118. <ul><li>lay out a step-by-step PLAN for phasing in the outcome ; </li></ul>
    113. 119. <ul><li>and give each person a PART to play in the process . </li></ul>
    114. 120. A Fifth &quot;P&quot;
    115. 121. PRAYER <ul><li>PRAY for all those </li></ul><ul><li>involved in the </li></ul><ul><li> process that </li></ul><ul><li>the Lord’s will </li></ul><ul><li>be done! </li></ul>
    116. 122. Experiment with New Behaviors <ul><li>Take a different route to work tomorrow </li></ul><ul><li>Spend your lunch time in a totally new way </li></ul><ul><li>Move your desk </li></ul><ul><li>Plan to do something this weekend you’ve never done before </li></ul><ul><li>Every day this week, force yourself to say “no” to three requests </li></ul>
    117. 123. Experiment with New Behaviors <ul><li>Volunteer to do something you normally wouldn’t agree to do </li></ul><ul><li>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 ? </li></ul><ul><li>Say why not to someone who says that something can’t be done </li></ul>
    118. 124. Thoughts <ul><li>What is the main change issue we’re facing right now? </li></ul><ul><li>What key principles have we learned about change? </li></ul><ul><li>How can we implement these principles? </li></ul>
    119. 125. <ul><li>Ministry Management – Application </li></ul>
    120. 126. Learnings for Leading Change <ul><li>Even though we often resist change and risk, it is often inevitable! </li></ul><ul><li>Change will occur; we can choose to be active participants or attempt to resist. </li></ul><ul><li>Needed: to be engaged and involved in the process itself rather than imprisoned by our environment. </li></ul><ul><li>“One cannot become a butterfly by remaining a caterpillar.” </li></ul>
    121. 127. Learnings for Leading Change <ul><li>“Applied to personal growth and change, we will often limit ideas and possibilities for improvement because we already know the answers.” </li></ul><ul><li>“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.” </li></ul>
    122. 128. The Wheels of Change <ul><li>Square Wheels: </li></ul><ul><ul><li>traditions, habits </li></ul></ul><ul><ul><li>processes and practices </li></ul></ul><ul><ul><li>represent things we are so used to doing </li></ul></ul>
    123. 129. Up to our Axles in Glop <ul><li>Things are this way because they got this way and unless things change, things will continue to remain the same. </li></ul><ul><li>The Key: getting out of the ditch and up on the road. </li></ul>
    124. 130. Trial and Error <ul><li>Identify keys points this illustration might indicate for “how change and improvements occur.” </li></ul>
    125. 131. Steps for Leading Change <ul><li>Establish a sense of urgency </li></ul><ul><ul><li>Get people out of the bunker & ready to move </li></ul></ul><ul><ul><li>People start telling each other, “Let’s go, we need to change things!” </li></ul></ul>
    126. 132. Steps for Leading Change <ul><li>Create a guiding coalition </li></ul><ul><ul><li>Get the right people in place with trust, emotional commitment & teamwork </li></ul></ul><ul><ul><li>A group powerful enough to guide large change that works well together </li></ul></ul>
    127. 133. Steps for Leading Change <ul><li>Develop a vision and strategy </li></ul><ul><ul><li>Create the right vision & strategies to guide action through all stages of change </li></ul></ul><ul><ul><li>Shared vision </li></ul></ul>
    128. 134. Steps for Leading Change <ul><li>Communicate the change vision </li></ul><ul><ul><li>Get as many people as possible acting to make the vision a reality </li></ul></ul><ul><ul><li>People begin to buy into the change </li></ul></ul>
    129. 135. Steps for Leading Change <ul><li>Empower broad-based action </li></ul><ul><ul><li>Remove obstacles that stop people from acting on the vision/change </li></ul></ul><ul><ul><li>More people feel able to act </li></ul></ul>
    130. 136. Steps for Leading Change <ul><li>Create short-term wins </li></ul><ul><ul><li>Plan successes often during the process in order to encourage and defuse the cynics </li></ul></ul><ul><ul><li>Momentum builds as people see small positive victories </li></ul></ul>
    131. 137. Steps for Leading Change <ul><li>Consolidate gains and produce more change </li></ul><ul><ul><li>Wave after wave of planned change steps </li></ul></ul><ul><ul><li>People remain energized & motivated to push change forward </li></ul></ul>
    132. 138. Steps for Leading Change <ul><li>Anchor new approaches in the culture </li></ul><ul><ul><li>Create supporting structure that provides roots for the new ways of operating </li></ul></ul><ul><ul><li>“This is the way we do things around here!” </li></ul></ul>
    133. 139. Barriers to Change <ul><li>a tendency to mandate change from the top </li></ul><ul><li>organization-wide initiatives that lose sight of individual units </li></ul><ul><li>overwhelming people with too much at once </li></ul><ul><li>lack of shared vision </li></ul><ul><li>appropriate resources not available </li></ul><ul><li>comfort with the status quo </li></ul>
    134. 140. Factors for Successful Change <ul><li>dissatisfaction with the status quo </li></ul><ul><li>a spirit of shared ownership </li></ul><ul><li>skating to where the puck is or is going to be </li></ul><ul><li>consistency of vision </li></ul><ul><li>allocation of appropriate and adequate resources </li></ul><ul><li>recognizing the fear </li></ul><ul><li>anticipating sources of resistance </li></ul>
    135. 141. Preferred Future <ul><li>“… seeing and believing God's ideal and unique image of the future.” </li></ul>
    136. 142. Achieve Avoid Preferred Future Preserve
    137. 143. Present Situation Picture the difference... Preferred Future
    138. 144. Sense of Urgency <ul><li>“ What are you willing to endure to see the vision become a reality?” </li></ul>
    139. 145. Create a Need for Change <ul><li>Dissatisfaction </li></ul>+ Vision + First Steps > Costs
    140. 146. People Involved <ul><li>Build a coalition for change and engage an ever-enlarging circle of people in the process. </li></ul>
    141. 147. Probing Analysis <ul><li>Carefully evaluate </li></ul><ul><li>for forces </li></ul>and opposing enhancing change .
    142. 148. How to create a force field <ul><li>Choose any specific change situation </li></ul>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
    143. 149. Forces can be: <ul><li>people </li></ul><ul><li>values </li></ul><ul><li>structures/programs </li></ul><ul><li>contextual factors </li></ul><ul><li>crisis </li></ul><ul><li>knowledge/ideas </li></ul><ul><li>benefits </li></ul><ul><li>traditions/history </li></ul><ul><li>vision/mission </li></ul>Draw arrows toward the center line that indicate the strength of the forces involved
    144. 150. Force 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
    145. 151. Facilitate Change by... <ul><li>Reducing opposing forces </li></ul><ul><li>Strengthening supporting forces </li></ul><ul><li>Changing opposing forces into supporting forces </li></ul>
    146. 152. Practice with Field Analysis
    147. 153. and Ministry Management Focuses On... preserving and enhancing relationships accomplishing the mission
    148. 154. Ministry Management Matrix I Urgent & Important Important Not Important III Urgent & Not Important IV Not Urgent & Not Important II Not Urgent & Important Urgent Not Urgent
    149. 155. 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 I Important Not Important III IV II Urgent Not Urgent
    150. 156. Ministry 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 &quot;Effective people are not problem minded; they're opportunity-minded.&quot; I Important Not Important III IV II Urgent Not Urgent
    151. 157. Ministry Management Matrix On the Matrix worksheets you received, work in your small group identifying the different components of your meetings and where they might fit. Have someone serve as a recorder. I Important Not Important III IV II Urgent Not Urgent
    152. 158. Ministry Management Matrix Key Words: I Important Not Important III IV II Urgent Not Urgent Delegate Empower Permission-giving Trust Bible Study & Prayer
    153. 159. Ministry Management Matrix ...what one or two things you could do in your meeting(s) that, if you did on a regular basis, would make a tremendous positive difference with your group and in your congregation . In your small group discuss... I Important Not Important III IV II Urgent Not Urgent
    154. 160. Ministry Management Matrix I Important Not Important III IV II Urgent Not Urgent with a focus on the important from a center of sound principles from a knowledge of our mission/purpose with an eye on our preferred future -- vision How do we strengthen our work in Quadrant II Ministry Manage- ment:
    155. 161. Identify Roles Select Goals Mission Statement Meeting Schedule Making Assignments
    156. 162. 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 the past. See, I am doing a new thing!” Now it springs up; do you not perceive it? I am making a way in the desert and streams in the wasteland. Isaiah 43:18-19
    157. 163. <ul><li>Questions </li></ul><ul><ul><li>Comment s </li></ul></ul><ul><ul><ul><li>Observations </li></ul></ul></ul>
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