Church Change Workshop

2. Church Change Workshop • These PowerPoint slides complement the “How to Change Your Church” workshop provided by Alan E Nelson. They are not for resale or for commercial use.

3. You've carefully thought out all the angles. • You've done it a thousand times. • It comes naturally to you. • You know what you're doing, its what you've been trained to do your whole life. • Nothing could possibly go wrong, right ?

4. Think Again.

6. 5. 6. 7. 4. 3. 1. 2. Organizational Life Curve • Table Talk: Where is my church on the s-curve? My ministry? My life?

7. . Churches see themselves as TRADITION KEEPERS, preservers of the past. • . Churches are CULTURE-LADEN by nature. Why churches tend to be more change resistant than other organizations: • . The Church is not as in touch with its BOTTOM LINE. • . Churches are seen as bastions of relief from CHANGE-WEARY people. • . Churches tend not to be LEADER LED.

8. . Churches possess the HOLY SPIRIT. • . Churches tend to have LOWER OVERHEAD. • . Family STICKS TOGETHER. Why Churches Can Potentially Change More Efficiently Than Other Organizations: • . Our HISTORY and HIGHER CALLING prepare us for change. • . Churches tend to be more PERSONALITY RESPONSIVE. • Table Talk:Discuss your response to these 10 church change factors.

9. . “It’s not the CHANGE that gets you, it’s theTRANSITIONS.” (Wm. Bridges) Org Change Critical Factors • . An IMPROVEMENT PLAN is different than a transition plan; you need both.

10. Org Change Critical Factors TRANSITION PLAN Where are we at now? People/culture Heart/feelings Right brained Relationships/influence Patience/pastoral care Leadership/spiritual IMPROVEMENT PLAN Where are we going? Resources/structure Mind/logic Left brained Know how/talent Risk/boldness Managerial/strategic

11. . Every church culture is UNIQUE; one size does not fit all. Org Change Critical Factors • 4. Most leaders spend 90% of their energy in selling the solution; SELL THE PROBLEM! • (Wm. Bridges)

12. ENDING NEUTRAL ZONE BEGINNING (William Bridges, Managing Transitions, ©1991, Persens Books, p. 70) 5. Recognize the 3 zonesof a transition, especially the neutral zone: Org Change Critical Factors • Table Talk: Discuss why transitions are more difficult than changes.

14. . How people respond differently to any change; their pluses and minuses: Influence Constellation Creators + LOVE NEW IDEAS + ARE NOT INTIMIDATED BY RISK - CAN SCARE OTHERS WITH IDEAS • CAN FALL THROUGH ON FOLLOW THROUGH

15. Progressives Influence Constellation + LOVE WORKABLE NEW IDEAS + ARE ABLE TO INFLUENCE THE REST - CAN GET IRRITATED WITH LESS CHANGE ORIENTED • CAN GET BORED WITH EXISTING, EVEN IF GOOD

16. Builders Influence Constellation + GOOD PLANNERS/IMPLEMENTERS + GENERALLY OPEN TO WORKABLE IDEAS - CAN GET CAUGHT UP IN DETAILS • CAN RESIST A GOOD IDEA IF NOT OBVIOUS

17. Foundationals Influence Constellation + HELP US APPRECIATE OUR PAST + MAKE IDEA PEOPLE THINK THROUGH THEIR IDEAS - AVOID PROMISED LANDS / WILDNERNESS WANDERERS • CAN BE DIVISIVE TO CHURCH WITH HOLY ZEAL

18. Anchors + HELP US RETAIN THE GOOD OF OUR HERITAGE Influence Constellation + MAKE IDEA PEOPLE THINK THROUGH THE PROCESS - CAN BE NEGATIVE/FEARFUL • OFTEN DIE IN THE WILDERNESS • EXERCISE: List 10-20 influencers in your church and estimate their disposition to change category

19. . The primary reason change issues fail or succeed is LEADERSHIP • (A critical mass of influencers who are not working together in the same direction.) Influencers/Opinion Leaders • . While the biggest reason churches do not effectively improve is a lack of leadership, the most significant reason for a lack of leadership is that we confuse those in POSITIONS OF AUTHORITY as leaders.

20. . LEADERS are not more important people in terms of value. God values everyone the same. LEADERS are more vital to the improvement process because of their formal and informal influence. Influencers/Opinion Leaders

21. Influencers/Opinion Leaders • . Here are five signs of a group opinion leader (OL): A. Who holds official positions of authority? B. To whom do people turn in conversations? C.Who do people miss when absent? D. Who has demonstrated leadership in past situations? E. Who has the proven ability presently to cast a vision, create structure, catalyze people toward a cause, and make progress?

22. Influencers/Opinion Leaders • . OL influence varies in DEGREE (intensity, strength) and RANGE/SIZE (extent of social circle, network). • . An INFLUENCE CONSTELLATION is a visual presentation of the OLs and their influence characteristics, for the purpose of knowing how to communicate and improve change effectiveness.

26. Nelson Change Formula (on estimating transition intensity) (Leadership Ump + Influencer Readiness) x Time = Change Index Idea Impact

27. Nelson Change Formula (on estimating transition intensity) (Leadership Ump + Influencer Readiness) x Time = Change Index Idea Impact

28. Nelson Change Formula (on estimating transition intensity) (Leadership Ump + Influencer Readiness) x Time = Change Index Idea Impact

29. Nelson Change Formula (on estimating transition intensity) (Leadership Ump + Influencer Readiness) x Time = Change Index Idea Impact

30. Nelson Change Formula (on estimating transition intensity) (Leadership Ump + Influencer Readiness) x Time = Change Index Idea Impact • TABLE TALK:Discuss applying the formula in your context

31. Optimum Positive Overly ripe Transition Effectiveness Careful High risk/ “fat chance” .4-1.5 1.6-2.9 3-7.9 21-50 8-20 I II III IV V Levels