2. Change and Transition Matching Leadership to Rates of Change Source: George Bullard

3. Change Defined We change things Relates to the fulfillment of our mission

4. “Transition” Defined Transition relates to people Whereas “change” relates to task, “transition” involves relationships Not mission as much as morale

5. The Difference? Things change … people transition

6. Three Rates of Change and Transition 1. Continuous –Involves doing the same/similar things with same/similar groups of target people –Generally incremental, presents little challenge to accepted way of doing things –Works best when current direction is reasonably faithful to theology and context of the congregation –Just needs new cover, cosmetics

7. Three Rates of Change and Transition 2. Discontinuous –Involves doing different things with different target groups of people, in addition to same/similar things with same/similar target groups of people –Can involve new worship services, programs, ministries, activities –New leaders and new methodologies

8. Three Rates of Change and Transition 3. Radical –Sufficiently different that the core ideology of the congregation may be redefined –Turns the page –Could include merger, relocation, etc.

9. Wrong rate As a leader, misdiagnosing and using the wrong rate of change (i.e. continuous change when you needed radical change), –People will feel better, but nothing will happen, or … –Plenty will happen, but people will feel demoralized

10. Change Right, Transition Left Change Transition

11. Too Much Change If too much change occurs w/o sufficient time for transition, then a “transition-deficit” occurs Creates sense of loss “things are great, I feel lousy”

12. Transition Right, Change Left Change Transition

13. Too Much Transition If too much transition occurs w/o sufficient time for change, then “change-deficit” occurs creates anticipation of change that might lead to disappointment “you got me all dressed up and didn’t take me out!”

14. Balance When focus on mission (change) and morale (transition) is appropriately balanced, then transformation is possible

15. Swinging Toward Transformation Transformation

16. Remember … and caution! If you create spring-loaded deficits in either change or transition, it will “snap back” and you’ll lose your gains And: “Transformation” is a moving target –Because we don’t live in a static society –You have to move the spring-loaded fulcrum forward at a faster rate than transformation is moving away from you

17. Conclusion: Balancing Act The leader who understands the balancing of: –Change and Transition –Mission and Morale

18. Conclusion: “Rate” Strategy … and picks the appropriate change- transition strategy –Continuous –Discontinuous –Radical

19. Conclusion: Breaking Speed Limits And who moves the whole process forward fast enough to overtake transformation’s ongoing dash away from us …

20. Payoff … can lead a church toward transformation

21. Change and Transition Matching Leadership to Rates of Change Dr. John P. Chandler www.rasnet.org John.chandler@vbmb.org Copy right John Chandler, 2000

22. Appendix: Change and Transition Strategies 1. Managing Rate of Change & Transition 2. Redeveloping 3. Revisioning 4. Revitalizing 5. Renewing 6. Reinventing 7. Resurrecting