leading in the midst of …

1. leading in the midst of … Change Terri Martinson Elton

2. changeis not a four-letter word leading today is always in the midst of change most church leaders do not have a theological framework for leading change

3. Developing a Theology Theology God is our way of thinking about and intersection with the world. God’s “The whole point of theology is to understand the meaning of God’s message to the world today.” (How to Think Theologically, 34)

4. warming up

5. Developing theology for leading in the midst of change 3 Stone and Duke in How to Think Theologically say that the central operations of theological reflection are: • Interpreting – the meaning of Christian faith (to interpret the meaning of things from a Christian perspective) • Correlating – those interpretations with other interpretations • Assessing – the adequacy of the interpretations and other correlations. (Rationale and trustworthiness)

6. 5 views of change Personal Descriptive Historical Systematic Strategic Could this frame our theology?

7. let’s get personal First… Leading change starts with looking at one’s self.

8. Describe the scenario Think of a time you experienced change Was the change your choice or external circumstances? Who else was involved? What impact did it have on your relationships? (family, friends, colleagues, community) What, if any, impact did it have on you physically?

9. How have you acquired these skills and abilities? Look back over your life What skills and abilities have you acquired for leading in the midst of change? Talk about a time you learned about change from a failure. Talk about a time you learned about change from a success.

10. Personal dimension • There is a personal dimension to change that can never to taken away. • Change is always personal at some level. • How adept are you at dealing with change? • Personally? Communally? When in leadership? • What about those around you? How are they at dealing with change? • Do they have experience? • Have skills? • What’ s their change temperament?

11. What is your Change Style? • Conserver • Pragmatist • Originator

12. Conserver • Conserver • Place high value on structure. • Prefer current situation over unknown. • Goal: better utilize resources while preserving structure. • Like change to be gradual and within current reality. • Enjoy predictability and honor tradition. • Know the rules and follow them. • See details. • Prefer tested/proven solutions.

13. Originator • Originator • Reengineering. • Prefer fast and radical approach to change. • Goal: challenge structure and open to fast, fundamentally different, even systematic change. • Appear undisciplined and unconventional. • Enjoy risk and uncertainty. • Appear to be visionary and systematic in their thinking. • Make up the rules as they go and value future possibilities. • Promoters of innovation.

14. Pragmatist • Pragmatist • Functional change. • Prefer to explore existing paradigm. • Goal: practical, workable outcomes. • Appear practical, agreeable and flexible. • More focused on results than structure. • Appear more team oriented and are often mediators. • Will change assumptions if assumptions are blocking outcomes.

15. personal dimension Some Resources: • What is your Change Style? • Discovery Learning’s ChangeStyle Indicator • What is your conflict management style? • Speed Leas • Family-systems view • The Leader’s Journey by Herrinton, Creech, and Taylor • How are you gifted? • LifeKeys by Stark, Kise, and Krebs • Strengths Finder by Tom Rath

16. Discover your Conflict Management Style Speed Leas

17. Two Goals: • Help people learn about the range of conflict-management strategies and how each works. • Help people identity their own preferred styles of conflict managements and to consider using other styles.

18. Six Styles • Persuading • Compelling • Avoiding/Accommodating • Collaborating • Negotiating • Supporting

19. Persuading • Most used (or misused) strategy. • Where a person or group attempts to change another’s point of view, way of thinking, feelings or ideas. • Uses rational approaches, deductive and inductive argument, or any other verbal means to persuade. • Ultimately wants their opinion to prevail. Using this style in conflict, assumes that this person is right or the other incorrect and needs to change.

20. Persuading Outcomes: • Can be very disappointing. • Power places into persuasion – sometimes negatively. • Most likely to want to use when trust it low and resistance high, but most effective then trust is high and opposition low.

21. Compelling (or forcing) • Defined as – the use of physical or emotional force, authority or pressure to oblige one with another or to constrain one from something another wants done. • Mostly this style is experienced with authority. • Authority is the right given to a person or group to make certain decisions for another. • Authority is both explicit and tacit. • There are times when compelling behavior is desired. (i.e. emergencies)

22. Compelling (or forcing) Outcomes: • Will occur only under direct supervision and regular inspection • Not likely to be long lasting when sanction is removed • Often has low morale • May lead to seeking means for increasing their own power

23. Avoiding/Accommodating Four styles (combined into two for sake of ease) • Avoiding – skirts the issue or stays away from • Ignoring – act as if it’s not going on • Accommodating – go along with (sees relationship more important then issue) • Fleeing – the active version of ignoring – removing one’s self from the conflict

24. Avoiding/Accommodating Outcomes: • Things will not change. • Disrespect. • Over the long haul, organizations become depressed.

25. Collaboration • Often seen as the best strategy. • Defined as – co-laboring or working together to resolve a conflict. • Mutual problem solving.

26. Collaboration Outcomes: • People’s motivation is high when they are part of the decision. • Quality of decision increased by joint participation. • Strengthen people’s problem-solving abilities. • All parties can feel success in the process.

27. Negotiating • Similar to collaboration, but the expectations are lower. • Parties try to get as much as they can, but are willing to compromise. • Art of backing off!

28. Negotiating Outcome: • Similar to collaboration, yet to a different degree or satisfaction.

29. Support • Similar to active listening or other communication strategies/skills. • Major assumption: the other is the one with the problem. • One helps the other deal with the problem. • Also could be named empowering, encouraging, strengthening.

30. Support Outcomes: • Good Feelings. • One may be disappointed. • Help person be responsible for tackling their issues.

31. Personal dimension • In developing a theology of leading in the midst of change, how might you frame the personal dimension theologically? What idea/ideas surfaced as you reflected on your own experience, heard from other’s personal experiences, and looked at theories regarding leading change and conflict? • From a leadership perspective, what insights surfaced for you as think about leading in the midst of change in the future? How does your leading in change impact others theologically? How does the process of leading change embody your theological commitments? How does it push against your theological commitments?