Planned changes should come through a multiple-step process. I recommend five:
- Define the issue. What is the problem? What is the real issue? Can it be summarized in a single sentence? Does everyone agree on what the issue is? Defining the issue may be hard work. Writing it down takes discipline. Getting agreement takes time. But without such definition and agreement, a good decision is unlikely, and successful implementation may be impossible.
- Get the facts. Once the problem is defined, the next step is assembling the facts so we can be as objective as possible. It is rarely possible to get all the data to guarantee 100 percent accuracy; it takes too long, and some information is just not available. Like the members of a jury, we must learn what we can in order to make our best decision “beyond a reasonable doubt.” Usually the fact-finding step begins with a list of research assignments. Doing those assignments often leads to a longer list because we discover how little we knew at the start. This step continues until enough data has been gathered to underpin a comfortable decision with predictability of success.
- Consider the alternatives. Through the process of defining the issue and getting the facts, alternatives will naturally appear. Typically, new alternatives trigger new research, and new research triggers new alternatives. While prayer for wisdom and divine direction is necessary all along the way, it is crucial at this stage. The alternatives should be tested against the standards of Scripture, principles of morality, requirements of the organization, cost, and data collected.
- Make the decision. Despite everyone’s eagerness to reach this point, however, deciding can be very difficult. Who should decide? The majority, since we operate democratically? God, since we operate theocratically? The people who did the research, since they know best? The people who will implement the decision, since they are responsible? Those most affected by the decision, since they have the most to gain or lose? It is far better to choose those who pray fervently, think clearly, work hard, and make wise decisions. If given authority by the body, the best-qualified persons will be the ones most likely to make good decisions that will be accepted by the organization.
- Do it! Implementation is the final, critical step. Recognize that some will not own a decision until they actually participate in it, so there should be minimum delay between deciding and doing. Don’t wait for everyone to agree.
To Discuss
- What are the key issues facing our church in the next few years?
- What research do we need to conduct to help formulate our vision?
- Who in our church are the best-qualified to lead us into the future? If they don’t serve on boards or committees, in what ways can we tap their wisdom?
From Building Church Leaders, published by Leadership Resources © 2000 Christianity Today.
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