“Change” Article: Initial Thoughts
The primary purpose of the article we’re developing is to help churches (or any other organization for that matter) develop a culture of change. We want to encourage environments where positive change is both expected and embraced. Are you ready? If so, here we go.
My key thought is that cultures that embrace change value some corporate attributes over others. Here’s my initial list. I believe organizations that are constantly on the cutting edge of innovation and positive change:
- Value mission over methods — It’s about fulfilling purpose rather than preserving programs or processes.
- Value innovative breakthroughs over incremental improvements — Incremental improvements are good. But if you solely focus on getting better or more efficient, you’ll always do what you’ve always done.
- Value risk over safety — We have to give people the freedom to fail. In reality, an organization that never changes and always tries to keep people comfortable and happy is ultimately far more susceptible to failure.
- Value impact over activity — It’s not just “doing” that counts. The value isn’t on the activity; it’s on the results that we’re experiencing. In fact we may have to stop doing some things to start doing the right things.
- Value superteams over superstars — A team generates better ideas and delivers better results every time. There’s a lot of power in “we.” And, when it’s “our” change, it’s easier to implement.
- Value empowerment over control — Change will flow naturally when we empower people to create rather than telling them what to do.
- Value action over analysis — We can spend so much time trying to develop the perfect solution or strategy (or more likely focus on all the reasons why it won’t work) that we never actually move forward. Just try it. If it doesn’t work, stop it.
OK. Those are my initial thoughts. What do you agree with? What would you challenge? What’s not on the list? Which of these or other unlisted values is most important? Let the dialogue begin.
I like your list. The risk over safety is where most churches today are stuck. Risk was what got them where they are and they’ll do anything they can to keep it.
The thought of innovative breakthroughs over incremental improvements was a fresh one on me – I like it.
I think I would add something about valuing relationships. Not sure what they need to be valued over… maybe programs… Not sure. Many churches try to program relationships (that generally works as well as a water balloon rolling down a cactus). Larger churches tend to use their size to excuse their lack of relationships (not anti-large-church… just an observation).
Relationships are what we are about. One Relationship and many (supporting, earthly) relationships. Everything else is negotiable.
Good topic! It really got my mind working. You have identified some key points to developing a culture of positive change. I have no experience in this area, but here are some thoughts.
-Cultures that embrace positive change look outside themselves at other organizations that embrace positive change. They absorb, adopt and tweak ideas to fit their own situation. It’s a constant state of learning and growth.
-Innovative cultures reward people for being innovative.
-It seems like innovative cultures place people strategically throughout the organization that value innovation. Keeping in mind that positive change must be encouraged from the top down.
-It’s okay to question the rules and challenge the current approach in a culture that embraces positive change.
-An innovative culture always seems to have a compelling vision that stirs people to strive toward the goal.
I agree with 3, 5, 6 and 7. Although, on 7, I do think analysis has it place. It just can’t lead to analysis paralysis.
To me, 1 and 4 seem to be very similar. The organization needs to be result focused on its mission, not stuck on the methods or activity.
On 2, I don’t know that I like the wording. If I understand correctly, you are saying that effectiveness (innovative breakthroughs) should be valued over efficiency. It’s the “incremental improvements” part that I’m not sure about. An organization can incrementally improve its effectiveness.
Keep up the good work. I look forward to seeing the finished product.
Good thoughts. Keep them coming. Don’t let the dialogue about the pink shirts distract you–the evil pink shirts.