Here are six guidelines for successfully introducing change which will be helpful anytime a new idea is presented in your church and others must be convinced.

1. Introduce the idea as a way to reach an agreed upon goal. One of the best reasons for a church to spend time developing and adopting a mission statement is when it is time for change. If there has been previous thought, discussion, and prayer put into a mission statement, and if the congregation has adopted this statement of purpose, then subsequent change ideas are more likely to be supported if they are "positioned" as a step toward that previously agreed upon goal. In a bulletin insert several years ago, a congregation included a "Question-Answer" insert prior to launching a new worship service. The first question read:

Question: Why are two worship service options being studied?

Answer. Our Mission Statement states that we intend for ministry to be offered with a "diversity of options." This means any options offered take into consideration the needs of our church family and those of our community. Both experience and research indicate that a seeker-sensitive worship would allow us to have a significant impact on local people not now a part of our church fellowship, nor of any other church fellowship..."

3. Introduce the idea as a short-term experiment, not a long-term commitment. Members who question whether the change is an appropriate or wise move for the church will be more open to accepting a "trial period" in which the new idea is implemented and then evaluated. Agree on a date when the new idea will be reviewed. At that time, collectively evaluate whether or not it is accomplishing its goals. If the "experiment" is, in fact, a successful step in the pursuit of the church's mission, it will be far easier at that time to obtain permission for a longer-term commitment. If it is not accomplishing its goals, it is to everyone's advantage to re-evaluate.

Another benefit of an initial "short-term" view toward the new idea is that we, as humans, are more tolerant of change if it is seen as a temporary condition. Then often we discover that the change is not as distasteful as we had feared and, in fact, is often more desirable than the past.

"Respondent after respondent," reports Mundey, "shared that the strategy of a 'trial period' had made it much easier to introduce change. People knew that the change was not permanent and that there would be opportunity to evaluate what had been done. That greatly increases the openness of a congregation to experimentation. This strategy also helps those seeking the change because they don't have their necks stuck out so far! If the experiment doesn't work, no one has lost great dignity or reputation because of it"2

4. Encourage enhancements to create ownership. Good goals are my goals; bad goals are your goals. If a member feels like the new idea is something in which he/she has a personal identity, that member will be more likely to support the idea and work for its success. Goal ownership comes through helping to formulate or refine the goal. Ask others for their suggestions on how the new idea can be most effective. In all likelihood their ideas will enhance the result as well as broaden goal ownership.

5. Sow seeds of creative discontent. Here is a principle of change that applies to all of life, including the church: "Voluntary change only occurs when there is sufficient discontent with the status quo." For many, the primary comfort of the church is its predictability. Things seem to be the same today as they have been for years. And it is that very stability which causes them to resist change in the church. "The solution," says Malphurs, "is to help those people and their churches discover that everything is not all right"3 In generating support for your new idea, seek to whet members' appetite for the greater ministry God desires and the more people he wants to reach through the church. Point out that to simply continue the present course will not, in all likelihood, realize such a dream.

There is a difference between destructive discontent and constructive discontent. Destructive discontent is a desire to leave the present for a more appealing past. Constructive discontent is a desire to leave the present for a more appealing future.

6. Start with the leaders. "A wise leader," observes Doug Murren, "will subscribe to a basic 3-step process in presenting new directions to the church: 1) explain the idea to the core group, 2) collaborate with the committed workers, and 3) share with the entire congregation,"4

As you begin to integrate these six principles of change into your methodology, you will find that many more of your proposals will be met with positive response, and your church will move forward in creative and effective new ways.

FOOTNOTES:

1Paul Mundey, Change and the Established Congregation. Elgin, IL: The Andrew Center, 1994; P. 33.

2 Mundey. Ibid. P. 36

3 Aubrey Malphurs. Pouring New Wine Into Old Wineskins. Grand Rapids: Baker Books, 1993, p. 80.

3 Doug Murren. "The Process of Change" in WORSHIP LEADER, Nashville: CCM Communications, Sept/Oct, 1995; P. 30.