Managing Congregational Change: A Four Phase Process Model

Bruno Dyck

Mennonite Church ManitobaSaturday, February 19, 2010Douglas Mennonite Church

Overview of Presentation A. Introducing the four-phase change model (5 min)

B. Biblical basis for model (20 minutes)– Luke’s “journey narrative”– “Kingdom of God” passages– Example of change in Early Church (Acts)

C. Managing congregational change (30 minutes)

D. Discussion (remainder of time) – Optional: examples from MCC/MEDA/Servant leadership

Basic vocabulary: 8 different types of org change

Basic four-step process of organizational change

1.Recognize 2. Unfreeze

ELABORATE

3. Change

IMPLEMENT4. Refreeze

OUTCOME

need/opportunity for change IDEA

Four steps: Conventional vs. Radical

1. Recognize need/oppty

2. Unfreeze

3. Change4. Refreeze

- manager insight

- reward followers - rely on authority and persuasion

- sell vision, over- come resistance

- based on org-wide sensitizn/openness

- together develop a shared group vision

- commitment, participation

- everyone celebrates

Towards a Biblical model of change management: How would you study it?

We decided to focus on the writings of Luke, and analysed it in three ways:

1. Analysis of the “Journey Narrative” in Luke

2. Kingdom of God passages as a window in the particular managerial approach favoured by God

3. Analysis of a major change in early church

The four main “sections” of Luke1. The birth of Jesus in its historical context (1:1–4:13)(e.g., waiting for Messiah, Roman rule, John the Baptist preparing the Way)

2. Jesus’ core message and signs/miracles (4:14-9:51)e.g., beatitudes, sermon on the plain, miracles/signs/wonders

3. Journey to Jerusalem teachings how to implement core message in Church/everyday life (9:52-19:28)e.g., sending of 72; rich young ruler; talents; good Samaritan; prodigal son)

4. Death and resurrection(19:29-24:53)e.g., surprising outcomes that usher in new meaning of being God’s people

Recurring four themes in the 16 subsections of Luke’s Journey Narrative chiasm (9:52-19:28)

1.These passages point to the ultimate source of understanding, which comes from persistent, yet humble prayer, and lasting commitment to intimate relationships.

2. These passages elaborate key principles that describe how inheriting lasting riches is characterized by sharing your wealth with others, rather than by accumulating treasures and feasting without regard for hungry neighbors. 3. These passages describe how new ways of seeing can bring to light big and important changes required in everyday actions and rules.

4. These passages describe what happens after people actually implement, or fail to implement, faithful ways of living

Analysis of “Kingdom of God” Passages

- KOG is not a place, rather a reign of God- contemporary language might be: “the particular management style favored by God”- what does Bible say about KOG? (now vs future)

- Jesus’ most frequent topic (#2 is money)- let’s look at Luke (most mentions) - mentioned in 24 passages (32x total)- turns out there is a pattern

Four-Phase KOG Model1. Proclaim basic KOG idea to anyone who will listen (7x) e.g., But he said to the people, ‘I must proclaim the good news of the KOG to other cities also; for I was sent for this purpose.’ (4:43)

2. Descriptions of how disciples learn about KOG (6x)

e.g., Then he looked up at his disciples and said: ‘Blessed are you who are poor, for yours is the kingdom of God.’ (6:20)

3. Description of how followers enact the KOG (4x)

e.g., and he sent them [disciples] out to proclaim the kingdom of God and to heal. (9:2)

4. Outcomes of KOG (often includes banquet)(7x)e.g., Then people will come from east and west, from north and south, and will eat in the kingdom of God. (13:29)

“What is the Kingdom of God like?”(two parables at mid-point of Luke’s 24 KOG passages)

1. IDEA “It is like a mustard seed …“It is like yeast …

2. ELABORATIONthat a gardener took …that a woman took ...

3. IMPLEMENTINGand sowed in the garden;

and mixed in with 13 litres of flour …

4. OUTCOMEit grew and became a tree, and the birds of the air made nests in its branches” (13:19)until all of it was leavened.” (13:20-21)

“What is managing congregational change like?”

1. IDEA“It is like what happens when

someone has the seed of a Transformational idea (e.g., to become more inclusive, to challenge unjust systems) …

2. ELABORATIONthat they share and discuss

with others in their congregation, pondering the possibilities, fleshing out the meaning …

3. IMPLEMENTINGand then after awhile they

start a pilot project and put their idea into practice …

4. OUTCOMEand it flourishes and soon becomes the new way of being Church.

Managing change in the early church Welcoming Gentiles (Acts 10 & 11)

1. IDEAVisions of Cornelius & Peter

that challenged the traditional interpretation of “clean” vs “unclean” (Acts 10:1-16)  

2. ELABORATIONPeter invites others (even

Gentiles!) to help refine/interpret his vision (Acts 10:17-33)  

3. IMPLEMENTINGPeter preaches the message

of Jesus to the gentiles who received the Holy Spirit which "totally amazes" Peter and the Jewish believers who are present (Acts 10:34-44)

4. OUTCOMEThe Church in Jerusalem discusses the whole process and agrees that Gentiles are welcome as full members in the church (Acts 11:1-18)

Overview of change process in congregations (based on a study of 15 major change attempts)

1. IDEATIONPeriod of relative harmony;

new ideas are not promoted (loyal, neglect, or exit)

2. ELABORATIONThe idea starts getting

discussed and fine-tuned in small groups

3. IMPLEMENTINGGroup members start to

enact their ideas;May trigger the formation

of a ‘resistance group’;

4. OUTCOMEChanges implemented and period of dissonant harmony

Form breakaway congregation

Implications for managing changePhase 1: IDEATION

Deliberately use periods of “Relative harmony” as times to nurture interpersonal trust and community

- Provides the social fabric that enables future change

- Facilitates tacit-to-tacit knowledge transfer (best source of new ideas)

- home-grown ideas are almost always preferred over imported ideas

Trigger #1: ACTIVATIONIt seems to me congregations could be much more deliberate about activating ideas.

Proposal: Congregations set up:

1)an “aha box” in the sanctuary where members can place “ideas that might be worth pursuing” and

2)an “Activation Discernment Committee” who meets regularly (perhaps every 2 months) to read the suggestions, chose several, and assign them to groups to elaborate upon

Phase 2: ELABORATION- establish small groups in congregations (e.g., Bible study groups, K-groups, clubs)

- foster intergroup connections (‘social butterflies’)

- the “Activation Discernment Committee” could also have the mandate to create “ad hoc” discernment groups for specific issues

- think about how the proposed changes will fit with other activities/structures/systems in the congregation

- proposals for action/change should be seen as “experiments” or “pilot projects”

Trigger #2: LEGITIMATION

- members who want to implement a change should openly seek permission from the appropriate group/s in the congregation (e.g., church council)

- again, it works best if changes are seen as “experiments” (perhaps even say that this change will be reconsidered in a specified time – e.g., in 6 months)

Phase 3: IMPLEMENTATION- in this phase change proponents should expect there to be some resistance to their changes.

- try to keep lines of communication open, and learn to adapt the changes based on experiences

- beware of increasing emotional intensity between those who promote vs resist the change

- avoid bringing in outsiders to resolve intense conflict

Trigger #3: HARMONIZATIONa) If well-received, change gets ratified as new norm

b) If change results in intense conflict, plan an event that emphasizes congregational identity over sub-group identity; appeal to emotional, cognitive and rational dimensions as appropriate.

c) POLARIZATION: If change results in intense conflict that is not de-escalated, then you may see the occurrence of polarization (peaking with personal attacks) and justification-to-exit (often with one group giving an “ultimatum” that the other group sees as an affront to good will).

Phase 4: OUTCOMEa) Best case: Rejoicing and satisfaction

b) Dissonant harmony: some members are resigned to accept situation they are unhappy with

c) Mass Exit Behaviour, where:

- one subgroup starts new congregation (doctrine) (euphoric at first, then moderate, & often repeats)

- the other group stays in congregation (authority) (shocked/depressed at first, then regroups)

What happens with un-balanced abilities in:

IDEATIONToo little = no ideas/no trust

to implement future ideas

Too much = many ideas but no action/fine-tuning

ELABORATIONToo little = groups lack

ownership/input into ideas

Too much = great discussion but no implementation

IMPLEMENTATION

Too little = inability to put group’s ideas into practice

Too much = implementing flavour-of-the-month fads

INSTITUTIONALIZATON OF OUTCOMESToo little = no capacity to develop desired norms

Too much = impossible to change routines/norms; uninspired

Possible Discussion Questions1. Which phase(s) of the change process are

congregations generally good at, where are they weak, and what can be done to improve the congregational change process?

2. Is there are relationship between “leadership” and managing change?

3. Is change over-rated?

4. Others …

Discussion: Biblical leadership roles & change

IDEATION ELABORATION

IMPLEMENTINSTITUTIONALIZED OUTCOMES