May 27, 2002
ANOTHER VIEW:
Changes can produce transformation of 'being' and 'doing'
___By Jeff Woods
___People—even people in churches—are talking about change these days.
___Congregations actually change every time a sermon is preached and a lesson is taught. But the changes discussed today run much deeper. They challenge congregations to change who they are or what they do.
___These two changes are the most dramatic types that organizations can experience. They are so dramatic that we usually call them transformations rather than changes.
___Real transformations of "being" and "doing" require many changes.
___ Indeed, transformations of being and doing only occur by making a series of lesser changes that transform identity (being) and function (doing).
___For a congregation to transform itself, it must change its culture. Cultural change is the highest form of identity alteration in a congregation. But for this to take place, the other alterations must occur.
___They involve:
___— Identity
___— Culture
___— Structure
___— Systems
___— People
___These words form a pattern of changes within an organization. The changes are listed in descending order relative to the time and energy necessary to bring about transformation. If a congregation wants to transform its identity, it must alter its culture, its structure, its systems and its people.
___The changes are best approached from top to bottom rather than bottom to top. For instance, if a congregation desires an identity transformation, it must discuss and then embrace a new set of cultural core values. Those core values, however, will not become permanent without making changes in structure, systems and people in order to support the cultural changes.
___Cultural changes can include alterations in personality, assumptions and theology in addition to changes in core values. Structural changes can include amending the membership and formation of committees and boards, altering the frequency and communication patterns of groups, and adding or deleting positions within the organization.
___Systems changes usually include modifying monetary and personnel policies and procedures, but may also include changes in agenda, training routines and evaluation techniques. Some of the more frequent "people changes" deal with recruitment and job descriptions, and, of course, new volunteers and new employees.
___Sometimes, congregations desire more minor changes in the hierarchical scale; they do not wish to transform their entire identity.
___Even if lesser changes are desired, the same rules apply. To change any piece of its identity, a congregation must alter every piece below that item.
___For instance, if a congregation is satisfied with its culture but wishes to alter its structure to reflect more adequately its values, it must alter certain aspects of its systems and people.
___The second type of congregational transformation deals with function. Sometimes, congregations feel the need to do different things or just do things differently. The highest form of congregational functioning transformation relates to its vision.
___Other hierarchical pieces are:
___— Function
___— Vision
___— Objectives
___— Programs
___— Events
___ In order for a faithful congregation to alter its vision, it must also make changes in its objectives, programs and events. Remember, changes in outcomes at the lower levels produce changes at the higher levels.
___A new vision will obviously require new objectives in order to achieve that vision. New objectives will require a new set of programs. Finally, no new program can be launched without also creating or altering certain events in the life of the congregation.
___Jeff Woods is executive minister for the American Baptist Churches of Ohio. His column is distributed by EthicsDaily.com, an online publication of the Baptist Center for Ethics
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