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Deep Change starting to be applied to the CRC

Big Idea for the CRC: “Deep Change”

  • Think of levels or degrees of change on a continuum.

  • One end is Deep Change (aka Adaptive Change) the other is Surface Change (aka Technical Change)

  • We humans want to organize and systematize change. That doesn’t work.

  • Most change is built into organisms or is “accidental”

  • To organize is to systematize, to make predictable. Most of the institutional order we have in place in the church is designed to make human behaviour predictable.
  • All organizations are are shaped by the expectations of the people inside them, and by the expectations of the world outside them ... expectations that are systematized also help ensure predictable behavior.
  • The process of formalizing systems can at first make an organization more efficient or effective. As time goes on, however, these routine patterns move the organization toward decay and stagnation.
  • Over time the unchanging organization gets out of pace with the changing reality outside of it. As a result … the organization loses its critical resources.
  • At that point the organization faces a choice: either adapt or take the road to slow death.
  • Usually the organization can be renewed, energized, or made effective only if some leader is willing to take some big risks by stepping outside the well-defined boundaries. When this happens, the organization is lured, pushed, or pulled into unknown territory. The resulting journey through the unknown is a terrifying experience, with the possibility of failure or death a reality rather than a metaphor.”
  • At such times, organizational members face … problems for which there are no existing answers. Facing imminent danger, they must “learn” their way, continually creating new possible solutions and inventive systems of organizing, systems that are aligned with today’s, not yesterday’s, external needs. If the new arrangements work, the organization usually experiences a period of great success. The outside world begins to deliver resources to the organization because the organization is creatively meeting the needs that exist in the present organizational environment.”
  • It is now widely recognized that to remain competitive in today’s global environment, organizations must frequently make deep change. What is not so widely recognized is that organizational members must also make deep change. Deep personal change is being demanded with more frequency today than in the past.”

    (derived from and based on the book “Deep Change” by Robert E. Quinn)

 

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