Seven effective tactics for change and transition
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Seven Effective Tactics for Change and Transition. Source: George Bullard [email protected] Overview: Seven Main Tactics. 1. Determine sense of urgency. 2. Develop a guiding coalition. 3. Do innovative things with necessary rate of change and transition. 4. Cast V ision.

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Seven effective tactics for change and transition

Seven Effective Tactics for Change and Transition

Source: George Bullard

[email protected]


Overview seven main tactics

Overview: Seven Main Tactics

  • 1. Determine sense of urgency.

  • 2. Develop a guiding coalition.

  • 3. Do innovative things with necessary rate of change and transition.

  • 4. Cast Vision.

  • 5. Initiate new Inclusion experiences.

  • 6. Build effective Program events.

  • 7. Reengineer the Management systems.


Tactic 1 determine the sense of urgency for change transition

Tactic #1. Determine the sense of urgency for change & transition.

  • If the congregation doesn’t have urgent ears to hear it, you’re wasting your time

  • Wait until God’s time is ripe

  • Be willing to abort/fail for later retry


Urgent wake up

Urgent: “Wake up!”

  • 6 of 10 congregations will strongly resist solutions-based change/transition

  • Of the 4 who are open, only 2 of them are willing to move beyond cosmetic change and do the necessary (> cosmetic) things

  • 1 of the 2 will be successful over 7-9 year period


10 reasons churches resist change

10 Reasons Churches Resist Change

  • Absence of major crisis

    2. Visible signs of success mask other needs

    3. Low expectations

    4. Lack of seeing poor performance because of satisfaction with one’s own area of church life


Reasons churches resist change

Reasons Churches Resist Change

5. Congregation is meeting key result goals without talking about spiritual goals.

6. Spin from church leaders.

7. Critics are sometimes treated like lepers.


Reasons churches resist change1

Reasons Churches Resist Change

8. Simple denial.

9. Leaders valuing morale over mission.

  • Leading to “happy talk”

    10. Hardwiring of a core value that honors founders more than change agents.


Ten ways of creating urgency

Ten Ways of Creating Urgency

  • 1. “Create-a-crisis.”

    • Set up a demon or straw man to destroy

    • Magnify a sin to be eliminated

    • Exaggerate the scale of an evil to fight

  • 2. Allow congregational facilities to move into disrepair.

    • Reallocate budget funds for renovation

    • Highlight cash flow problems in light of this


Ten ways of creating urgency1

Ten Ways of Creating Urgency

  • 3. Cast a transformational vision that cannot be fulfilled with actions that constitute business as usual.

  • 4. Raise the level of accountability and set up measurable goals.

  • 5. Set up exit interviews and share results.


Ten ways of creating urgency2

Ten Ways of Creating Urgency

  • 6. Share actual, measured, church-wide performance in key areas with large groups in the church.

  • 7. Use outside speakers, consultants, or coaches to inject new information.

  • 8. Challenge “happy talk” with Kingdom-focused mission discussions.


Ten ways of creating urgency3

Ten Ways of Creating Urgency

9. Saturate the communication channels in the congregation with info on future opportunities and show the inability of the church to address these opportunities without making significant changes.

10. Build a spiritual exploration movement within the congregation focused on individual, small-group, and corporate prayer.


Tactic 2 develop a guiding coalition

Tactic #2:Develop a guiding coalition.

  • “Quad A’s”

    • Average

    • Active

    • Attending

    • Adults

    • Plus staff leaders


Quad a s coalitions

Quad A’s Coalitions

  • If you can get 20% of the quad A’s in your congregation to buy into a new vision for change and growth, you can get it done in the entire church

    • Via special studies, retreats, groups, visits


Tactic 3 do innovative things consistent with the necessary rate of change and transition

Tactic #3: Do innovative things consistent with the necessary rate of Change and Transition.

  • Create some short-term “quick wins”

    • One-time events

    • Special worship service, church-wide celebration, new ministry/program

  • “Ready, Fire, Aim!” mentality

    • “Let’s try it and see if it works …”


Tactic 4 cast v ision

Tactic #4: Cast Vision.

  • Vision is a movement that is memorable rather than a statement that is memorized.

  • Vision comes from God; great ideas come from people.

  • Vision is imparted to all God’s people; pastors sometimes get it first.

    • Includes the “guiding coalition”


Casting vision

Casting vision

  • Key insight: you actually have to cast it!

  • Don’t hoard it; put it out there

    • 100/1, 10/1, 1/1

  • You’ll get valuable feedback

    • Learn from your friends … and your enemies


Tactic 5 initiate new i nclusion experiences

Tactic #5. Initiate new Inclusion experiences.

  • A). Evangelism and outreach

  • B). Entry and initial assimilation

  • C). Fellowship and Care ministries

  • D). Spiritual growth and leadership development experiences

  • E). Kingdom involvement and missional lifestyle


Tactic 6 build effective p rogram events

Tactic #6: Build effective Program events.

  • Annual, zero-based evaluation of every program in the church

  • Should we:

    • 1. Keep it as is?

    • 2. Revitalize it?

    • 3. Stop it? or

    • 4. Start another program?


Building program events

Building Program Events

  • Rule of thumb: in expanding congregation, two new programs need to be started for every one program that is stopped.

  • New programs that are not inclusionary events will deteriorate rapidly


Tactic 7 reengineer the m anagement systems

Tactic #7: Reengineer the Management systems.

  • Diminish the controlling aspects of management

  • If the CFO of an organization is calling the day to day shots, then the organization is inevitably stable and declining

  • The purpose of management is to get control

    • But the tendency is to hoard too much control


Flexibility and control

Flexibility and Control

Start

Flexibility

Control

Start

End


Diminishing controlling management

Diminishing Controlling Management

  • Does your church have an unofficial, non-appointed executive committee?

    • Usually aligned with finance committee

    • Finesse selection of staff, major $ decisions

  • Or, is an appointed committee unofficially acting as an executive committee?


Diminishing controlling management1

Diminishing Controlling Management

1. Define the reality of the controlling aspects of management (“the elephant in the room”).

2. Build a broad-based ownership around the new understanding of God’s vision that is emerging in the congregation.

3. Use a crisis as an opportunity to reorganize congregational systems around empowerment rather than control.


Example buying a van

Example: Buying a van

  • Chart: how many steps would it take in your church to purchase a 16-passenger van?

    • Which of these steps are absolutely necessary?

    • Which steps have grown up over time?

    • Which steps could be eliminated for a more streamlined decision-making process?


Overview seven main tactics1

Overview: Seven Main Tactics

1. Determine sense of urgency.

2. Develop a guiding coalition.

3. Do innovative things with necessary rate of change and transition.

4. Cast Vision.

5. Initiate new Inclusion experiences.

6. Build effective Program events.

7. Reengineer the Management systems.


Seven effective tactics for change and transition1

Seven Effective Tactics for Change and Transition

Dr. John P. Chandler

www.rasnet.org

[email protected]

Copy right John Chandler, 2000


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