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The Missional Church

The Missional Church. Exercise. Choose a partner Observe your partner for 60 seconds Stand back to back, now change five things about your appearance Stand back to back again and change five different things about your appearance. Reflection Questions.

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The Missional Church

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  1. The Missional Church

  2. Exercise • Choose a partner • Observe your partner for 60 seconds • Stand back to back, now change five things about your appearance • Stand back to back again and change five different things about your appearance

  3. Reflection Questions • How did it feel to observe each other for 60 seconds? • “If it isn’t strange, it isn’t change.” • What did you take off? • I have to give up something to make change happen. • Did anybody borrow something? • Normal reaction to change is that I have to do it all by myself. The reality is that God places around us all the resources to make change happen. Change isn’t usually a question of money, but of creativity.

  4. Reflection Questions • What was your first gut reaction to having to change five things? • Everyone of us has a certain capacity for change. Some like instant change, others need it more gradually. • After changing, how long did it take you to get back to normal? • It is normal for humans to go quickly “back to Egypt.”

  5. Imagining the Kingdom

  6. Upper Emergent • Pioneering • Maximum experimentation in engaging community • “Missional leadership cultivates an environment in which the people of God imagine together a new future rather than one already determined by a leader.” • Engagement in Scripture and engaging community context

  7. Lower Emergent • Experimenting • Building of appropriate habits and structures • Shared conviction • Social interaction • Informal organizational life in the beginning • Trial and error, risk and failure permitted

  8. Emergent Zone Leadership • Free of hierarchy or expert authority • Excels in ambiguity • Focuses on cultural rather than organizational formation of community • Sees challenge as opportunity to be embraced rather than crisis to be managed • Strategy as emergent, not linear

  9. Performative Zone • Organizational structures that perform well in a stable environment • Follows normal process of change • Predictability

  10. Performative Zone(Upper) • People attracted here want stability rather than change • Improvement vs. change • Works best in a stable culture

  11. Performative Zone (Upper) • Characterized by well-developed structure • Leaders are professionals • Large scale vs. emergent planning model • Specialization of roles and programs • Leadership focus on skills for running congregation • Organizational hierarchy vs. loose association • Learning from top down • Focus on current programs and making sure cong. needs are met • Formal groups and committees vs. informal social interaction • Planning based on predictability of past results

  12. Reactive Zone • Describes what happens to an upper performative zone congregation when it encounters discontinuous change. • Skills and habits of performative zone are insufficient to navigate new environment • Examples of discontinuous change: Community change, pastoral change, church conflict, financial crisis, etc.

  13. Reactive Zone (Upper) • Reacts to change by working harder • Respond to change with more regulation to gain back control of an organization • Confusion leads to an attempt at returning to the performative zone as a default (works to quell anxiety for a short while, but is not an option for moving to the future)

  14. Reactive Zone:Crisis • Little capacity to read precisely what is happening • Manifests in a variety of ways: • People become anxious, expressing anger • Staff/ministries retreat into silos • Battle lines form over secondary issues • Books of order used to assert control • People leave or church splits • Leaders resign to relieve stress

  15. Reactive Zone(Lower) • The “Confused Congregation” • Leadership challenges: • Become aware that challenges are not routine and can not be fixed by a return to the performative zone • When people are in crisis, they cannot risk substantive change. A measure of stability is needed before change can occur. • Don’t reach for the BHAG. The bold new future will eventually look like the same old present. • Leader’s role: invite dialogue and engagement.

  16. Transition: The Performative Lower Zone • A place of choice and polarity (past vs. future) • Leadership must manage polarity without choosing sides • Requires a process that cultivates new imagination • Stability requires spiritual and organizational discipline • Key symbols and elements emphasized with excellence • Understand the difference between change and transition

  17. Change vs. Transition • Change is what happens to us from forces outside ourselves over which we have no control • Continuous (gradual) vs. Discontinuous (unexpected, dramatic) • Transition is our inner response to change • Anger, denial, trying harder • Unless an organization learns to address its transition issues, it will never create an effective change process.

  18. Principles for Missional Transformation • No performative zone performance lasts forever • We can’t see all the steps along the way • Any performative or reactive zone congregation can adapt. • Adaptive change happens by cultivating emergent zone culture • Cultivating a missional congregation requires new leadership skills and capacities.

  19. The S-Curve Model of Change and Growth

  20. Questions for Discussion • What zone and lifestyle stage do you believe your church is in at present? • What are the challenges of discontinuous change that you are/may/will be facing? • What are the emergent opportunities in your community?

  21. The Missional Church

  22. The Character of a Missional Leader • Character: • personal habits, skills, and behaviors that engender confidence and credibility. • Motivation, values, sense of purpose • Clear evidence that Christ is the center of the leader’s life • Character observed in four personal qualities:

  23. Personal Maturity • Being present to oneself and others • Authenticity: actions and words are coherent and internally consistent • Self-awareness: awareness of a narrative that gives life a center and direction and awareness of ones gifts and limitations

  24. Conflict Management • Conflict is normal in change • No conflict, no movement • Practice makes a difference

  25. Personal Courage • Missional leadership is not for the faint-hearted • Sometimes means being willing to discipline oneself to learn new skills and work on other readiness factors before rushing into action.

  26. Trustworthiness and Trusting • Trust is the glue that enables a community to move forward in difficult times • Trust is the covenant between leader and people that makes transformation possible

  27. A Key Learning • The key to innovating new life and mission in a congregation is not so much a strategy for growth as it is cultivation of people themselves. It is from among people that the energy and vision for a missional life emerge.

  28. So, do we want to pursue the imaginative exercise of becoming a missional church?

  29. If heaven were to come to earth today, what would this community look like?

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