Any church leader who desires to move the church forward in new growth must realize that growth requires change. As a result, it is helpful to understand and anticipate how your people will respond to your initiatives and ideas for growth. The response of individual members will fall into one of five categories, and can be visualized with the following bell curve:

Innovators. (The dreamers and visionaries in your church.) They regularly talk about the future of the church rather than the past but are not generally acknowledged as leaders or policy makers. Many have the spiritual gift of faith (I Cor. 12:9).

Early Adopters. (Those who know a good idea when they see it.) Their opinions are generally respected by others and they are influential in moving the church forward in new directions. They often receive credit for ideas that were really not theirs. Many have the spiritual gift of wisdom (I Cor. 12:8).

Middle Adopters. (The majority of the congregation.) They tend to react to the ideas of others rather than generate their own. While these people are generally reasonable in their analysis of a new idea, they are more inclined toward maintaining the status quo and more easily influenced by those opposing change than those supporting it.

Late Adopters. (The last in a church to endorse a new idea.) In congregational and committee meetings these people often speak and vote against proposed changes and new ideas. They may never verbally acknowledge acceptance of a new idea but will eventually go along if the majority agrees to support it.

Never Adopts. (New ideas are seldom, if ever, accepted by this group.) Their commitment is to the status quo of the past. They often sow discord after change is adopted and will eventually leave if they don't get a following.

Based on the above bell curve, here are several things to remember when you introduce a new idea in your church:

1. Realize that not everyone will be happy. "Innovators" are on a collision course with "Never Adopters." "Early Adopters" are frustrated by the lack of vision of "Late Adopters." And "Middle Adopters" may encourage this disagreement so they can adequately consider both sides. It is possible, however, (in fact desirable) to express differing opinions in the early stages. If people are not allowed to express their opinions on the front end of a discussion, like starting a second assembly, be assured they will express them later at a less appropriate time.1

2. Some members will leave. Don't think that avoiding controversy (such as introducing a second worship service) will avoid the loss of disenchanted members. David DeSelm, in the video A Church for the 21st Century, observes that "you're going to lose people even if you don't change"2 He's right. You will lose dissatisfied members whether you add a new service or not. If you add the service, some folks from the right side of the bell curve will leave. If you don't, some visionaries from the left side will leave. The questions is: which dissatisfied members would you rather lose, the "Never Adopters" or the "Innovators?" If it is any consolation, it may be helpful to know that neither group will drop out of church life when they leave your congregation. The visionaries go to more progressive churches. The stalwarts to more traditional ones. The question is, who would you rather keep?

3. The battle is for the "Middle Adopters." You won't need to work very hard (if at all) to convince your "Innovators" and "Early Adopters" of the value of your new idea. The "Late Adopters" will not be convinced before the idea actually becomes a reality. But if you can convince the majority of the "Middle Adopters" to support the initiative, you are on your way.

"Middle Adopters" are more easily swayed by "Late Adopters" than "Early Adopters." Most "Middle Adopters," while good and reasonable people, prefer the known to the unknown; the present certainty to the future's uncertainty. This does not mean "Middle Adopters" are closed to reason or cannot catch the excitement of a new vision. They're just normal people with normal fears of the unknown. As Malphurs observes, the majority of these people "tend to vote for the status quo unless they are given a good reason to change, or are assured that change will not result in a loss of quality."3

4. Make Early Adopters" Your Allies. Generally "Early Adopters" are well respected in the church. ("Innovators" often are not.) Their words are given serious consideration and their leadership is usually followed. First, make a list of who these people are. Then solicit their active support. Ask them to endorse the new idea in formal meetings and informal discussions. Explain that it is often conversations in the halls and on the telephone that influence (middle adopter) members more than anything else. And in meetings let them know that it will be their support that may make the difference between success and failure.

Leading a church through the process of change is one of the great challenges leaders face in their ministry. Those who master the process find their ministry years to be much more fulfilling and rewarding. Those who don't eventually conclude that the price of change is not worth the cost, and they remain in a stagnant, and usually non growing, situation. I believe it is well worth a leader's time to learn and apply the principles of successful change.

FOOTNOTES:

1 For a helpful book on managing disagreement in the church, see Managing Conflict in the Church by Speed Leas, Nashville: Abingdon Press.

2 A Church for the 21st Century. Church Growth, Inc., P.O. Box 541, Monrovia, CA 91016.

3 Aubrey Malphurs. Pouring New Wine Into Old Wineskins. Grand Rapids: Baker Books, 1993, p. 104.