Can Your Congregation Change?

By Rev. Cameron Trimble, CEO of Convergence

If we had to name one topic that challenges current congregational leaders and prompts them to reach out for coaching and consulting support, it would be CHANGE. They come with questions: How do I create change? How do I manage change? How do I survive change? What changes should we make? When is it too much change? What if we don’t change? 

In an era marked by rapid societal shifts, congregations face unique challenges and opportunities. While the comfort of tradition provides a sense of stability, it can also become a barrier to necessary adaptation. Congregations that remain satisfied with the status quo may find themselves struggling to retain membership and maintain financial stability. 

The Comfort of Satisfaction

Many congregations are content with their current state, enjoying familiar rituals, established routines, and long-standing community relationships. This satisfaction, while providing comfort, can lead to complacency. A satisfied congregation may resist change, believing that what has worked in the past will continue to work in the future. However, this mindset can prevent the church from addressing evolving needs and embracing new opportunities.

What Are the Conditions for Change?

To thrive in today’s dynamic environment, congregations must be willing to recognize the need for change. This involves assessing current practices, understanding the community’s evolving needs, and being open to new ideas. Leaders play a crucial role in guiding their congregations through this process, helping them see the benefits of change and fostering a culture of innovation.

But what are the conditions of change that make the effort successful? In the mid-1970s, David Gleicher, Richard Beckhard and Katherine Dannemiller suggested a formula for change that I have found to be helpful in congregational leadership: 

C = D + V + F > R

Or, Change equals D (dissatisfaction with the current state) + V (vision for a preferred future) + F (clear first steps to take in favor of the preferred future) which are greater than R (current resistance to change). 

When enough people in the congregation are dissatisfied with the current reality, have a shared sense of a better future and can see practical steps they could take to realize that vision, you have the right conditions in place to lead change forward. As the leader, you need to keep your eye on the rise of resistance. It will come in reaction to the change. But so long as it doesn’t overpower the momentum of the critical mass, your efforts should succeed. 

Consider the story of Grace Congregational Church, a congregation in a small midwest town. For years, Grace Congregational Church thrived on its traditional services and community gatherings. However, as the town’s demographics began to shift, the church noticed a decline in attendance. Younger families and new residents were not engaging with the church’s offerings.

The church leadership spent years ignoring this reality. They lamented “secular culture.” They blamed their pastor. They wrung their hands. Finally, they decided to try a different approach. A young woman in their congregation suggested that they befriend the people in the community and ask them what a church like theirs could do to make their lives better. They began by hosting town hall meetings, inviting community members to share their needs and expectations. Through these discussions, the church realized that the community craved family-oriented events, support for raising children in a safe environment, and opportunities for social justice involvement. 

With this newfound understanding, Grace Congregational Church caught a new vision for how to serve their community. They launched after-school programs for children and organized community service projects. The older members of the congregation adopted the young children in the community as their “grandchildren,” spending time with them and their parents on weekends and at sporting events. They set up a college scholarship fund and worked with the state to ensure the children in their community had healthcare. The transformation was not without its challenges, but the church leadership remained committed to their mission. Over time, the congregation began to grow, attracting new members who resonated with the church’s renewed vision.

It’s important to note that “growing the church” wasn’t the goal of the congregation’s leaders. In previous years, it might have been. But the vision of the young woman leading them shifted their understanding of what it means to BE the church. That was their first big change. She helped them see that being Christian means serving others as Jesus taught us to serve. Growing the church was a byproduct of the kindness and integrity others saw in their service. 

Leading Change: How to Start

Some years ago, my friend and colleague Brian McLaren taught me an acronym for leading change: 

C – Communicate a new vision
H – Be honest about the current situation and what it will take to change it
A – Convert people’s anger at the current reality into aspiration for a better future
N – Get practical in organizing actions (Names, Numbers, Networks)
G – Set the ground rules for how you move forward together with roles and responsibilities
E – Engage a wider community as the change takes root

Congregations that embrace positive change experience renewed energy and vision. Working together toward an exciting and faithful future fosters a deeper sense of connection among members as they work together toward common goals. Of course, it comes with risk and hard work. But NOT adapting to the changing world around us is, it seems to me, the greater risk. If you would benefit from support in navigating change in your congregation, please reach out to us.