With apologies to those who visit here who are not from my tribe, I will engage in some tribe talk.
Fellow tribal leader and smoke-signal sender (blogger) Paul VanderKlay has been addressing the chief’s delegations call for Adaptive Change. See his posting on that if you want background, but I’ll quote the bit I’m responding to below.
His post ends with the one thing I want to address, since I’ve become more and more convinced of this in my work as an STM, (which is really a work of holding up mirrors to congregations (without smoke) and a work of hoping for recognition and change to occur). Here’s how Paul posits it:
I also know that no agency or denominational change will be sufficient to turn the tide of our decline. Those changes need to come primarily at the local levels and while a denomination may support local change it cannot cause it or bring it.
I also realize there is no consensus on what changes need to come in local churches. The fault lines within the church run from top to bottom. Some thing churches must be more “affirming and open”, others more hard line. Some think we must be more evangelical, others more confessionally Reformed or catholicly Reformed. Some are just trying to keep the doors open long enough so a pastor they like can do their funeral.
We talk about adaptive change. Do we really mean it? pvk
My answer – briefly put so you can stop reading if you just want the kernel proposition – is: Adaptive change, or Deep Heart Change, can only come to an organization if it’s leadership is practicing it, and as many individuals as possible are engaged.
Trouble is, it is not a program to follow (technical), it is a way of life change, of dying-to-self and especially to institutional needs, in order that something new can continually be born. Sound familiar?
I come to this from my work as a pastor of congregations in transition. Transition is usually precipitated by some kind of crisis, and the more intense the crises the more likely will be a willingness to enter into adaptive change (up to a certain point, then paralysis and shock will win out for a time). And I come to this from my reading. I had read some background material and had training already in Systems Theory, which is an underpinning in all this. Three books particularly shape this response which I am writing today: “The Leader’s Journey” came across my eyes first, then “Leadership on the Line” which sharpened my understanding of Adaptive Change, and finally “Deep Change” by Robert E Quinn. I haven’t posted any summaries of that, but here is something I wrote in spring of 2012 beginning to apply it to the CRC as an organization. Here is a post I quickly made of how Quinn describes the transformational process of “Deep Change.”
I believe that what Quinn describes has a direct co-relation with the biblical call for “Heart Change” or Spiritual growth (Eze 11:19 and the like). To not be engaged in this is to have a hardening heart. Yet our many institutional constraints (exoskeletal structures, in Pvk’s description) – yes even those that have a preacher of the gospel going political to preserve his job and reputation – must be jetissoned for a necessary new metamorphasis to occur.