Strategies for Change Lyle E. Schaller

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.Resolve theproblem.The typical standing committee has many items on the currentagenda so the members are tempted to focus on the easy ones and topostpone dealing with the difficult issues.9.That ad hoc committee included one person who could understand theperspective of the choir director, the potential victim of change, as well asone member who could understand the perspective of the pastor, thepotential victim of perpetuating the status quo.It also included one personwho represented the choir, the group that would be most affected by achange.10.That ad hoc committee stated the issue as "Resign or retire?" They did notstate it as "Stay or resign?"11.Everyone believes that any decision can be appealed at least once.Bycreating this ad hoc task force the pastoral relations committee became thefirst point of appeal, if an appeal was sought.That is far better than makingeither the board or a congregational meeting the place for an appeal on apersonnel matter to be heard.12.The big retirement celebration for the choir director was not only affirmationfor her and her ministry, but it also was an act of reconciliation.13.The pastor possessed the wisdom to be able to distinguish betweenprofessional incompatibility and personal compatibility.He kept the focus onthe professional incompatibility.That reduced the temptation for people tochoose sides in terms of personal popularity--a contest he would have lost,just as his predecessor had lost when the issue was allowed to be viewed inthat light.14.The pastor was able to advise Mrs.Williams on how to make the systemwork, but also was able and willing to detach himself from that process andallow the three-member ad hoc committee to carry out their assignment.15.Since this was a personnel matter, not a policy question, the members of thegoverning board trusted that committee to resolve the dispute.They did notbarge in and grab for control.They allowed the system to work.One reasonthey chose to detach themselves obviously was cowardice.A second wasthey trusted the leadership of Mrs.Williams, and they trusted thecompetence and commitment of the members of that three-person ad hoccommittee.Trust is an essential component of an effective process for planned change!Notes1.Those who want to read more widely on this subject would be well advised toturn to Richard Beckhard and Wendy Pritchard, Changing the Essence (SanFrancisco: Jossey-Bass Publishers, 1992).An exceptionally wise book onmandated change is Judith Hicks Stiehm, Bring Me Men and Women (Berkeley,Calif.: University of California Press, 1981).Two other outstanding books areRosabeth Moss Kanter, The Change Masters (New York: Simon and Schuster,1983) and Donand L.Kirkpatrick, ed., How To Manage Change Effectively (SanFrancisco: Jossey-Bass Publishers, 1985).The first, third, aof these books werewritten largely to a business audience.1.For suggestions on improving the teaching ministry, see Lyle E.Schaller, 44Ways To Expand the Teaching Ministry of Your Church (Nashville: AbingdonPress, 1992).2.A more extensive discussion of cohesive forces can be found in Lyle E.Schaller, Getting Things Done (Nashville: Abingdon Press, 1986), chapter 3.3.A delightful and provocative introduction to the concept of a third place is RayOldenburg, The Great Good Place (New York: Paragon House, 1989).1.One version of history claims that the reason G.Bromley Oxnam acceptedelection to the episcopacy in 1936 was that he was facing a faculty revolt atDePauw University.Robert Moats Miller, Bishop G.Bromley Oxnam (Nashville:Abingdon Press, 1990), pp.189-191.Also see, "Sizing Up Colleges andUniversities," Change, November/December 1990, pp.35-38.2.Schaller, 44 Ways To Expand the Teaching Ministry of Your Church(Nashville, Abingdon Press, 1992), pp.38-41.3.For comments on the role of the denomination as a regulatory agency, see theconcluding essay by Craig Dykstra and James Hudnut-Beumler in Milton J.Coalter, et al., eds., The Organizational Revolution: Presbyterians and AmericanDenominationalism (Louisville: Westminster/John Knox, 1992).4.For suggestions on constructive responses to passivity, see Lyle E.Schaller,Activating the Passive Church (Nashville: Abingdon Press, 1981).5.Schaller, Getting Things Done, chapter 7.6.even-handed account of this is Ronald J.Allen, "Kinnamon's Defeat and theDisciples of Christ," The Christian Century, December 11, 1991, pp.1156-58.7.This system of threefold visits is described in Lyle E.Schaller, Hey, That's OurChurch! (Nashville: Abingdon Press, 1975), pp.116-125.8.Alvin Toffler, Future Shock (New York: Random House, 1970), pp.324-29.9.Schaller, Getting Things Done, chapter 6.10.For a longer discussion of this trend, see Lyle E.Schaller, The Seven-Day-A-Week Church (Nashville: Abingdon Press, 1992), pp.17-36.1.The selection and work of long-range planning committees is described in LyleE.Schaller, Create Your Own Future! (Nashville: Abingdon Press, 1991).1.Several of the implications of this are explored in Aaron Wildavsky, The Riseof Radical Egalitarianism (Washington, D.C.: The American University Press,1991).2.Robert A.Dahl, After the Revolution? Authority in a Good Society (NewHaven, Conn.: Yale University Press, 1990), pp.6-21.1.Dahl, After the Revolution, pp.22-24.2.Clark Kerr, The Uses of the University (Cambridge, Mass.: Harvard UniversityPress, 1982), pp.176-177.3.Lyle E.Schaller, 44 Ways To Expand the Financial Base of Your Congregation(Nashville: Abingdon Press, 1989), pp.15-81.1.A heavy reliance on questions is one characteristic of an initiating leader.SeeSchaller, Getting Things Done, chapter 5.2.Lyle E.Schaller, 44 Ways To Revitalize the Women's Organization (Nashville:Abingdon Press, 1990), pp.106-171.3.Toffler, Future Shock, pp.324-329.4.Stiehm, Bring Me Men and Women.STRATEGIES FOR CHANGE(return to cover page)� About this Title �All rights reserved.No part of this work may be reproduced or transmitted in any form or by anymeans, electronic or mechanical, or by any information storage or retrievalsystem, except as may be expressly permitted by the 1976 Copyright Act and the1998 Digital Millennium Copyright Act, or in writing from the publisher.Requests for permission should be addressed in writing to Abingdon Press, 201Eighth Avenue South, Nashville, TN 37203 (or by sending e-mail topermissions@abingdonpress.com)Copyright � 1993 by Abingdon PressAll rights reserved.No part of this work may be reproduced or transmitted in any form or by anymeans, electronic or mechanical, including photocopying and recording, or byany information storage or retrieval system, except as may be expresslypermitted by the 1976 Copyright Act or in writing from the publisher.Requests forpermission should be addressed in writing to Abingdon Press, 201 EighthAvenue South, Nashville, TN 37203.This book is printed on recycled, acid-free paper.Library of Congress Cataloging-in-Publication Dataschaller, lyle e.Strategies for change / Lyle E.Schaller.p.cm.Includes bibliographical references.ISBN 0-687-39673-5 (pbk : alk.paper)1.Church management.2.Change-Religious aspects-Christianity.3.Christian leadership.I.Title.BV652.S357 1993254--dc20 92-33159CIP92 93 94 95 96 97 98 99 00 01 02 -- 10 9 8 7 6 5 4 3 2 1MANUFACTURED IN THE UNITED STATES OF AMERICA [ Pobierz całość w formacie PDF ]

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