Discerning and
Communicating the Vision
"A related and helpful approach is Covey's concept of
'beginning with the end in mind' (1989). We expand this by
encouraging congregational leaders to 'start at the endpoint and
work back.'" Page
56 Vision and mission
"Our definition of communicating the
vision is a comprehensive, intentional, and ongoing set of
activities that are undertaken throughout the transformation process
to make the vision clear to the congregation. ...
"Rick Warren reinforces this
theme when he says, 'Vision and purpose must be restated every
twenty-six days to keep the church moving in the right direction"
(1995), p. 111)."
Page
62
"Change leaders who do not have a
talent for crafting clever language can research what others have
done as n ask for permission to use their work. One of the masters
in this area is Rick Warren, pastor of Saddleback Community
Church, who gives liberal permission to other church leaders to
borrow and adapt the many different descriptions that he and his
church have developed over the years."
Page
66
Achieving & Maintaining
Widespread Impact
"Vision is the a description
of God's preferred future of the congregation in three to five
years.... One of the Seven Habits of Highly Successful People,
according to Steven Covey, is 'putting first things first.'
This is the practice of allowing our long-term objective (vision) to
guide our short-term actions (implementation). It also involves the
discipline of staying on course by avoiding unimportant diversions."
P-81
In
many "transforming" churches, such "unimportant diversions"
would include warning Christians parents that public schools are
likely to threaten the faith and loyalty of their children. Such
discussions are too controversial and offensive.
"Treat
Each New Initiative as an Experiment. The concept of an
experiment or pilot project is extremely powerful at this stage.
People are less resistant to a short-term experiment than they are
to a 'permanent' change. ... An experiment signals that the leader
so not claim to have all the answer. Experiments give people more
room to innovate, learn and improve with less risk of
repercussion."82
"Measure,
measure, measure. Before beginning an experiment, a scientist
defines the desired result and establishes procedures to measure the
outcome. Measurement implementation requires clarity about the goal
and process for evaluating progress....82
Change
leaders need to help their congregations define and measure the
things that relate most closely to the vision. Several different
measures are usually needed, corresponding to different goals of the
vision-path. Once the measure ids define, it takes time to begin
gathering information. In many cases, it will be necessary to refine
the collection of information or the measurement itself over time.
A church that refuses to measure progress will not have a clear
picture of how it is doing and will have difficulty knowing when its
action plans need to change. Without this feedback, it is nearly
impossible to lead change. Furthermore, the discussion of how to
measure progress toward the vision can actual by a
vision-clarifying experience.83
Align
gifts with needs. ... change leaders need to take the time to
match responsibilities with the spiritual gifs, interests, skills
and experience of members. This may be relatively easy to do with in
the vision community, since members will be aware of each other's
gifts. ...
Support the
individuals who are responsible for new initiatives. ... Change
leaders need to feel supported.... 83 These individuals are likely
to encounter resistance, uncertainty and cynicism." 84
Stage
8: Reinforcing Momentum Through Alignment. Alignment is
evident when the majority of the people, ministries, and structures
of the church are functioning out of a clear understanding and
commitment to the vision. As alignment occurs, the change process
spreads beyond a few high-leverage action plans.
"In fact, the final stage of the change process is really not the
end. As long as God calls us to transformation and our world changes
rapidly, congregations will have to change continually as well. Sot
he eight stage is not a conclusion to the change process but an
ongoing effort tot adjust to the call of God's vision and to the
change in the world around us.
"The need for continuous change goes against the grain of the
organizational culture...
"Barna observes that "our culture completely reinvents itself every
three to five years, and he concludes that our churches must be
prepared to engage change at the same pace." 85
"The physics
term is conservation of momentum. The final stage of the
change process is about creating lasting momentum for ongoing
transformation." 86
"One factor that contributes to fatigue is the failure to publicly
celebrate the successes of the journey. The deep commitment of
change leaders and the congregation's progress toward the vision
need to be recognized....
"Another momentum killer is when resistance surfaces or resurfaced.
In the early stages, it may be possible to avoid some congregations.
To create long-lasting momentum and continue the transformation, the
remaining obstacles will have to be addressed... It must
become a congregation-wide effort.
"All of these factors point to the ultimate objective of Stage 8:
the alignment of the congregation with the vision.86
"Alignment
means that worship, small groups activities, ministries and
programs, budgets, decision making, organization and attitudes of
indifual members all reflect the vision." 87
Suggested
Actions to Foster Change. Momentum for ongoing transformation is
a function of two factors: the organization's ability to continually
assess current reality, and its ability to create internal alignment
around the vision. 88
[1] Recast the vision.
The vision should never be allowed to grow stale or be forgotten.
... A church's vision and vsionpath should be treated as a living
document....
"Recasting the vision is best done through periodic assessments with
the vision community. They should address whether the vision needs
to be revised in order to be consistent with their understanding
God's calling.
88
[2] Take time to celebrate Wins.
Public recognition should be an international part of the
transformation process. Celebrations should be directly linked to
the objectives that were set as part of the vision and visonpath.
...89
[3] Identifgy and Implement New
High-Leverage Plans.... The ongoing transformation
process should include periodic reviews to establish new priorities
and implementation plans...
[4] Align Existing Ministries with
the Vision. Up to this point, many ministries in the
congregation may have gone about 'business as usual.'" 89
"Bible study leaders may decide to teach a spiritual maturity series
to better equip their members."90
[5] Establish Internal
Monitoring Posts.
"to assess the degree of understanding, commitment, and
alignment
that has occurred. The vision community should... make their own
assessments of the congregation's momentum." 90
[6] Address Specific Pockets of
Resistance.
Resistance is the 'opposite reaction' to change. .. [It] can come in
many different forms--confrontational or passive-aggressive, from
known troublemakers or loyal supporters, as a result of a specific
change or of an incorrect perception." 90-91
Some loss of
members is likely throughout the change process. Even at this
late stage, some people will decide that they are not on board with
the vision and that they need to leave. When this happens,
leaders must be willing to allow people to find a different place to
worship.... The worst mistake it to compromise the vision to try to
retain a few members.
"Change leaders must also be prepared to deal with members who
choose to 'stay and fight.' When the resistance is overt and
destructive, failure to act on the problem is far worse than the
cure. The Bible gives clear principles in Matthew 18 for how to
handle these conflicts."91
[7]Create an
Eye on the Community. ...create ways to gather new information from
outside the congregation. In a state of rapid and continuous change,
this is the only way for the church to be a relevant, shaping force
in it s community.
"Specific activities might include periodic interview with key
external constituencies (such school principals and elected
officials) and with new and departing members.... Neighborhood
surveys... can provide more quantitative demographic information. ..
The question to be answered is 'What trends are emerging in our
target community that we need to be prepared to address?" 91
[8] Define the Ongoing Role of the
Vision Community.91
"The vision community's (the champion of the vision)... primary role
is to discern and communicate the vision and to monitor progress
toward the vision. When they believe that the congregation is
straying from the vision or is not making sufficient progress,
it is the vision community's responsibility to raise this
concern....should lead to increased alignment between existing
ministries and the vision.92
"A more active role is that of change agent. ... It involves
initiating new programs, ministries, procedures, and other changes
that may fall outside the existing organization. For example, a
church with a traditional Sunday school organization may not have a
mechanism to create nontraditional small group opportunities. ...
The vision community may need to take responsibility for launching
and overseeing the initiative. 92-93
"As the change agent, the vision community does not stop with
asking, 'are we maiing prorress?' Instead they ask, "Waht is the
next initiative that needs to be launched?'"
[9] Never Stop.
The change process never truly ends. ... The art of leadership is
knowing when to paus and when to press forward. ... making
sure that the process does restart after the pauses are
high-leverage leadership challenges.
The
Benefits of Reinforcing Momentum Through Alignment. ..
failure to establish momentum and alignment will stop the process
short of true, deep transformation. It is easy to be lulled into a
premature feeling of victory after the first round of
implementation. Established momentum and alignment will--
resistance
Instill
a new approach for vision-guided, strategic decision making
throughout the congregation
Create
the mindset and systems that will help the church stay in touch
with its environment and maintain or increase its impact on its
community 93
There is no
'next stage,' but the change process is never-ending. The
eight stages of the change process need to be revisited often. This
cycle becomes a part of the congregation's culture and way of
life.
The Disciplines of Transformational Leadership
"The nature of leadership... required to
initiate and guide transformation represent a major shift.... As the
Congregational Transformation Model continued to evolve,
identifying and teaching these skills became a priority.
"Some leaders are very
capable of strengthening the spiritual and relational vitality
of a congregation. ....
"The current setting for
ministry demands continuous learning. Entire congregations
must develop the capacity to adjust their way of life by learning
new competencies."95
"Most clergy actually receive little or no
formal training in leadership... The demand for change and continues
learning is stressful for leaders.... Change leaders will
increasingly need to embrace personal challenges, revolutionary
paradigm, team learning and complexities. These correspond tot the
four learning disciplines of the Congregational Transformation
Model." 96
Transactional and Transformational
Leadership. 96
"Transactional
leadership is based on transactions or exchanges between
leaders and their followers. The followers express a variety of
basic self-interests like physical and emotional security. Leaders
shape situations in which the followers accomplish the actions
desired by the leaders in exchange for rewards that meet the
followers needs....
"Transformational
leadership (used here). Transformational leader helps
followers embrace a vision of a preferred future. Leaders
inspire and empower followers to achieve new levels of personal and
corporate performance. ... Followers gladly commit to a future they
help to create.
When
congregational leaders do not exhibit transformational traits,
initiating and guiding transformation is very difficult."
96
An important
part of UBA's mission has been to support transformational
attitudes and disciplines through the Young Leaders
program....96
Order and
Chaos. Church transformation requires that all three dimensions
of the model flourish--vitality, process and disciplines. This
requires dealing ... with both order and chaos. ...
Congregational leaders can become more effective by mastering the
learning disciplines of transformational leadership--creative
tension, mental models, team learning and systems thinking."99
Discipline 1:
Generating & Sustaining Creative Tension
"The beginning place is the disciplined capacity of leaders and
organizations to generate and sustain creative tension. Creative
tension occurs when a compelling vision of the future
and a clear picture of current reality are held in continuous
juxtaposing. Personal mastery is the shorthand term
that Senge uses for this discipline.
100
Our definition has two distinct
parts--generating and sustaining creative tension.
Tension is generated when the gap between reality and
vision is made clear. Personal Mastery is the
shorthand term that Senge uses for this discipline.
"What
drives change? ... Change is driven when a significant gap
exists between a vision of the future that people sincerely
desire to achieve and a clear sense that they are not
achieving that vision. As this recognition grows, so does
their willingness to change.... and to try new approaches. This is
the point at which they are experiencing creative tension.
The discipline to generate and sustain this driving force is
indispensable for change leaders.
"Tension is
generated when the gap between reality and vision is made
clear." 100
"Tension... must be sustained. The human
spirit moves to reduce the tension caused by a gap between the ideal
and the real. Change leaders must keep the tension alive as a force
for change. Long term transformation cannot be accomplished unless
the tension is sustained. ...
"If tension is
generated over insignificant issues, the leader's credibility
is diminished. Creative tension focuses on the critical
issues and is strong enough to motivate change, but not
so intense that it becomes destructive."
101 (Example of Jesus is a misrepresentation.)
Discerning and Describing a Shared
Vision. ... We are crated to dream, to aspire, to become
part of something greater than ourselves....101
"Change leaders should be clear
about the relationship of personal vision to shared vision. Where
personal visions and congregational vision are not alighted,
individuals will not be fully committed. It behooves leaders to pay
attention of the personal vision of individual members as they seek
to build shared vision."
P-102
"Continually monitor the Commitment Level. Healthy
congregations have good feedback systems. As change occurs,
commitment levels will vary. For some people any change calls for a
"withdrawal from the emotional bank account: (Covey). When the
account is overdrawn, people become unwilling to make further
changes. As withdrawals are made, change leaders should
intentionally replenish the account through acts of kindness, good
communication, love and concern."
P-10
4
Establishing Performance Challenges. Team learning is more
likely to flourish when the group has established clear perfoance
standards for the change process.... Just a creative tension fosters
generative learning, setting performance standards promotes team
learning." P-138
Processes
that Sustain Creative Tenssion. ...It is
also through this [creative] tension that generative learning--
defined as learning that increases the organization's capacity to
achieve the desired results--occurs.107
Develop Conflict Management Skills. ...In
Discover your conflict mannagment syst., Speed Leas idenifity sic
styles for managing creative tension:
Discipline 2:
Harnessing the
Power of Mental Models
Mental Models are the images,
assumptions, and stories we use to interpret our world and guide our
actions. (same as paradigms). Both terms refer
to the information and assumptions that shape how we understand and
respond to the world around us.113
The Power of Mental Models. ... help us take
very complex dynamics and simplify them in order to deal with them
on a routine basis.... A leap of abstraction
occurs when our brain recognizes [113] a pattern.... we quickly draw
a conclusion....114
Mental Models of the Church. In the old
paradigm, change occurred incrementally. The church shared
the values held by the predominant culture. ...115
"In the mission
field paradigm, change is rapid and discontinuous. the gap
between the value held by the church and those held by the community
is clear.115
Page 116- chart: Two Mental Models of the church
Recognizing and Acting on Mental Models. Chang
leaders must also enable their congregations to recognize, embrace,
a nd act on new mental models. ... effective change leaders
understand the implications of the new mental models and help
and organization make the necessary transition. A cluster o skills
should be engaged at the personal and organizational level....
MAKE Chart
[1] Self-Disclosure.
the single most powerful personal skill in mastering mental
models is the capacity of self-disclosure. ... know the impact
that life experience has on your worldview is a powerful tool.
"This kind of
self-understanding is essential because our assumptions are based on
thoughts and of personal life experiences. And.. our perceptions and
actions... are based on the mental models we have developed....
Self-awareness that can be disclosed to others is a key skill in
dealing with mental models.
"The gospel of Christ calls us
to this kind of authentic transparency. Jesus modeled this
self-awareness. He knew who he was .... his purpose in life. He knew
how his culture influenced him.
"Small groups
of many kinds provide a safe setting for individuals to
think out loud about themselves. ....
Individuals who want to master the
discipline of mental models begin by committing to a growing sense
of self-awareness. This allows them to identify their mental models
and test them against reality.118
[2] Empathetic Listening.
... our perspective is often incomplete. We take our experience with
one part of the system and generalize it to the whole. In systems
thinking (chpt 10), we learn that dealing with one part of the
system gives an inadequate picture of the whole.
"The dilemma
in overcoming our limited view is that we are often unwilling to
learn from others who interact with other parts of the system.
Instead, we try to persuade them to adopt our position. Steven Covey
discusses the impact that empathic listening can have in problem
solving. "Empathic listening is so power ful because it gives you
accurate data to work with. Instead of projecting your own
autobiography and assuming thoughts, feelings, motives and
interoperation, you're dealing with the reality inside another
person's head and heart. You're listening to understand. ... When
change leaders learn to listen empathically, they learn to see
the world diffently.119
"Self-awareness lead to an increased capacity for
self-disclosure. A third key personal skill, the skill of
dialogue, build on thee first two.
Dialogue is also essential for team learning
and is discussed in depth in the next chapter.120
Living with creative tension --- the gap between
current reality and God's ideal-- should lead us to ask whether the
mental models on which we have based our decisions are accurate.
Establishing performance standards (chap 9) motivates us to examine
our models. Other organizational capabilities that contribute to the
mastery of mental models are critical thinking and
transformational planning.120
[3] Critical Thinking.
Using critical thinking intentionally to challenge the mental models
of an organization is a key skill. Critical thinking is the process
of taking a fresh look at a problem by stripping away the
assumptions and constraints that may have been imposed in the past.
It requires probing deeper than most groups are comfortable
doing."120-121
[4] Transformational Planning. ... embraces the
assumptions of systems thinking and calls the congregation to
ongoing, continuous alignment of all the congregational systems in
order to achieve the visions.123
-
Identify Critical Assumptions -- based on
traditional mental models
-
Identify Key interdependencies (change in one
area impacts other areas. Three-legged stool: spiritual and
relational vitality, the learning disciplines, and the change
process)123-124
-
Create a Safe Environment - participants in the
process must feel that they have permission to raise questions,
challenge assumptions, and explore a variety of options. No
sacred cows.
-
Develop Alternate Scenarios - make frequent
adjustments. Develop scenarios that describe plausible future
developments.
-
Ask Questions - that the group needs to consider.
-
Treat the Plan a s a Living Document - The
process of continually making adjustments in order to achieve
the vision . With a clear vision and commitment to the
truth, congregations can continually clarify their mental models
and make strides forward.124
Discipline 3:
Enabling
Team Learning
Katzenbach and Smith define a team
as a small number of people with complementary skills who are
committed to a common purpose, performance goals and approach for
which they hold themselves mutually accountable.'" 128
Paul declares that though we are many parts , we are
one body. ... 128
"Individuals who... are part of the same vision
community should bring a rich diversity of skills,
spiritual gifts, life experiences, and
worldviews. .. Yet, that very diversity,
which offers the potential for incredible power, often becomes a
disadvantage. Many congregations have chosen not to embrace the
challenge of diversity....
"... forming teams and
teaching them to learn is a key leadership discipline. This
discipline is called team learning." 129
A Definition for
Learning. In the context of change leadership,
learning is not ultimately about acquiring new
knowledge. ... For transformational leaders, learning expands
a group's capacity to achieve its desires results. New
information may help to increase the team's capacity to meet its
goals, but this information is a means to a larger end. It is at
this point that team learning relates distinctly to
the discipline of creative tension. One skill of
generating and sustaining creative tension is clarifying
vision." 129
Learning in Teams.
"...to turn individual learning into team learning,
our intention must be clear. Team learning is 'the process of
aligning and developing the capacity of a team to create the results
its members truly desire." (Senge, 136) It is the
process of changing the group's purpose from communicating and
coordinating to learning.
It is about taking individuals
-- with all of their gifts, experiences and knowledge -- and
molding them into a living unit that is capable of producing
far more than the sum of its respective parts. It is about
creating a high degree of alignment, so that the team's
collective energy is focused in a single direction." 130
Teams Versus Working
Groups. "In a team... a common goal is
set. These goals con only be achieved through the mutual,
cooperative efforts of the members. ... A second distinction...
is accountability. ... In a team, each
individual is responsible to the rest of the team."131
"Our covenant was that I would not
make any unilateral directional decisions--these would only be made
by consensus.
This was a much slower, less efficient process. But it resulted in a
deep level of shared commitment and understanding within the
team and the entire association."
"Dependence
carries negative connotations.... 132
The needs of our society are equally staggering . Our
thesis is that congregations must be transformed if they are
going to have a significant impact on the world. We must accept
the learning challenge--not the challenge of
merely acquiring more information--to discern how to achieve
this impact for Christ. This is the task that demands that we master
the discipline of team learning."132
Two Keys
for Team Learning. What must happen to change a
group's purpose to learning?
1. Commitment to Teams.
"Change leaders should expect resistance to team learning.
... The most difficult and crucial step in team learning is for the
potential team members to recognize the deep, subtle resistance
that each one brings to working in team. Recognizing and
making this resistance explicit to other team members tends to
lessen its grip. It takes time for a group to emerge as a team,
and all the concerns and resistance related to teams will resurface
during this period."
"for teams to form and team learning to emerge in a
congregation, each team member needs to look closely in the
mirror. We all bring contributions to the team. We also bring
baggage that can stand in the way of team learning.
Clearly identifying these issues will enhance the group's ability to
become a high-performance team." 133
2. Commitment to
Learning. "Change leaders should assess the
skills of each member and try to create targeted learning
experiences at every stage of the change process.
"Learning experiences
must focus on more than transferring information. Team
members should have opportunities to discuss new insights
with each other. They should be challenged to draw
implications from the learning experiences that are unique
and helpful to them and their congregation. Critical skills
will need to be revisited over and over.... Follow-up
presentation and discussion is usually needed. Actual practice
in applying the skill, constructive feedback, ... are
essential for skill development." 134
The
Skills of Team Learning. "Team learning
makes active use of the skills associated with mental models.
Beyond these, team learning requires
-
close and transparent relationships
-
an accepted and challenging goal
-
collaborative approach for sharing and
examining information.
We refer to these three essential team learning
skills as team building, establishing performance challenges,
and dialogue.134
Team Building.
"In an effective team, differences create synergy.
Rather than staying a safe distance apart, the close working
relationships within a team turn diversity into a
source of strength. ... Team building is the place to begin
to embrace the differences that the team members
bring."135
Establish Values to
Guide Team Interactions. "Before a team is
launched, ground rules need to be established.
Team members bring many unexpressed assumptions about what is and is
not acceptable in group interaction. ...l
Openness, consensus, mutual respect, creativity, and
diversity are some of the typical values of effective
teams."
"... the importance of
declaring a value and enforcing it repeatedly. Mastering team
learning will be difficult if values are not made explicit.
"Another value to establish is the
team's boundary conditions. These define
the outer limits of acceptability for new ideas.... In some
congregations, an underlying value is that only denominational
programs and priorities can be considered. This and other similar
boundaries should be exposed and discussed by the group.
Doing so will help establish the team's values..."135
Appreciate Differences in
Gifts and Styles. Shared experiences
should be created to help the team learn to value the different
abilities that each member brings. This is done informally
as the team spends time together.... The format should allow time to
reinforce the team concept, study the Scriptures, play, rest
and just be together. ...
"A team's understanding and
appreciation of differences can be enhance through the use of
formal tools like the DISC Personality Profile..... These
learning-style assessment instruments, especially
when used during a retreat or other extended time together, allow
the team to develop new insights about each member's
contributions. They provide an excellent avenue for affirming
each person and for helping all see that they need the
strengths of the others to do their best workd.137
Identify and Address Defensive
Routings.
Senge draws form Chris Argyri when he describes
defensive routines as "habitual ways of
interacting that protect us and other from threat or embarrassment,
but which also prevent us from learning....
The teams need a high level of trust and a commitment to a
shared vision....
"Defensive routines
keep the team from fully and openly exploring an issue.
... Four of the most common ones are the logical
put-down, passionate discourse, peace-keeping , hurt feelings...
Effective change leaders work with the team to
identify defensive routines. They seek to change
counterproductive behavior before the team's initial progress
and enthusiasm are destroyed. They model the desired behavior and
keep the dialogue alive when other try to curtail it.
As people work together, the learn
to recognize the defensive routines of others. It is more
difficult to see our own defensive routines...."137
As relationships and trust grow, team members should
ask for feedback on their communications skills. 138
Establishing Performance
Challenges.
Team learning is more likely to flourish when the group has
established clear performance standards for the change process.
... Just a creative tension foster generative learning, setting
performance standards promotes team learning. 138
Congregations that identify a shared vision and then
establish corresponding standards create a dynamic for learning that
is potent. Establishing these standard requires guidance from the
change leader and active collaboration by the entire team. 139
Dialogue. "The
purpose of dialogue is to
go beyond any one individual's understanding" (Senge)
In dialogue, each individual's understanding is made available to
the entire group so that all learn....
"In discussion, an individual'
perspective ... is presented with the objective of persuading the
rest of the group.... In dialogue, an
individual offers his or her perspective or assumptions for
examination by the group. The object of dialogue is to
allow others to see what you see and why you see it, not to convince
them. Dialogue can create a rich understanding if information is
shared openly and if all participants listen deeply.
The can only be done in a
safe environment--the type that is established by
team learning. If members of the group expect their views to
be disregarded or used against them, dialogue will not occur.
Defenses will go up or information will not be fully shared. 140
Senge identifies three key
practices for teams engaging in the practice of dialogue:
1. Participants Agree to
Describe their Assumptions.
True dialogue allow team members to
examine on another's assumptions. As this unfolds,
participants often develop new insights into the personal
assumptions that they bring to the process.140
2. Participants Agree to Treat
One Another as Colleagues.
Senge observes that 'dialogue can occur
only when a group of people see each other as colleagues in
mutual quest for deeper insight and clarity." ... This
practice serves teams most powerfully when individuals hold
differing points of view....141
3. A Facilitator Holds Group
Members to their Commitment to Dialogue.
Most groups overuse (discussion).... Changing this
tendency ... requires commitment, practice and assistance. A
facilitator can strengthen the group member's ability to use
dialogue by helping them establish ground rules and calling
them back to the rules when they slide from dialogue into
discussion....
Mastering the skill of dialogue is a
painstaking process.... Dialogue is risky
because it requires a high level of transparency and vulnerability
from all participants, especially the team leader. ...
dialogue significantly increases a team's ability to achieve the
results that God desires.142
Conclusion.
"In an environment of trusting
relationships, team collaboration to set performance standards
generates creative tension for the group.... The most
challenging and potentially most important skill for teams is
dialogue. These three skills--teambuilding, performance
challenges, and dialogue--will accelerate the entire
learning process for a team.
Making the commitment to teams,
providing opportunities for skill development and monitoring the
team's progress are crucial roles for change leaders. If
congregations are to experience radical transformation, their
leadership teams must exhibit sharply increased levels of
learning....142
Chapter outline for
the accompanying Workbook:
Spiritual and
Relational Vitality: The Driving Force of Transformational
Change (Four Disciplines)
-
Generating and Sustaining
Creative Tension
-
Harnessing the Power of Mental
Models
-
Enabling Team Learning
-
Practicing Systems Thinking
The Eight-Stage Change Process
-
Making Personal Preparation
-
Creating Urgency
-
Establishing the Vision
Community
-
Discerning the Vision and
Determining the Vision Path
-
Communicating the Vision
-
Empowering Change Leaders
-
Implementing the Vision
-
Reinforcing Momentum Through
Alignment
These manipulative
steps (leading to systemic, social and spiritual transformation) will be
defined later.
