mgpcpastor's blog

When we’re introducing change at mgpc here’s some of the processes we go through.
1. Our culture as a church affirms that since we are a community with a mission change will be ongoing, necessary and inevitable. The authority of the Bible and the centrality of the Gospel remain fixed and central; everything we do seeks to submit to that.
2. Our culture as a church remembers that everything we have and are belongs to Jesus, not to us. MGPC is not our church in the sense that it belongs to us, it is our church in the sense that we belong to it; and our church exists because of Jesus.
3. We recognise the importance of the past. People who are just as (and more) committed to Jesus served here before us. Any changes never come at the expense of recognising the labour and sacrifice of those who preceded us. But they left us a mission to continue, not an institution to maintain. We don’t honour them by maintaining what they did. We honour them by serving from the same motivation which inspired them.
4. We recognise the legitimacy of the attachments which we form. Christian faith and discipleship is not simply a deposit of knowledge, but a knowledge which is grown and refined in us over a lifetime as we experience God’s saving graciousness among a company of other believers. The buildings that took place in, the furniture, the groups and activities, the music and songs, the meals, all of these and more provide the contexts in which our joys and sorrows are shared: worship, baptisms, funerals, weddings, along with other times of fellowship and gathering. We know significant alterations to any of these do have impacts on people, particularly those among whom life can seem uncertain and lonely.
5. As we consider change we think about whether the change helps our mission and ministry in a positive and fruitful manner. This might seem obvious, but in an age where change itself can be confused with growth, we want to consider whether a trend toward change in a certain area actually puts at risk certain of our fundamental premises.
6. As we consider change we think about the value of that from which we are changing, and who will grieved at its passing. It will always be possible to get caught by surprise by a reaction to suggested change. But that’s no excuse for not attempting to anticipate how individuals or groups will respond. Nor does the imperative of our mission mean that their feelings don’t matter, so we don’t have to try. We want to anticipate their response and acknowledge it as we make our case for change.
7. As we develop the case for change we seek to anticipate questions and provide the information which answers them in our initial presentation. Rather than using a process of telling everyone what we want to do and getting them to point out what’s wrong with it, which can create divisions, we think from various perspectives what sort of information is helpful and needed. Some folk, having opposed a change, will keep opposing it even if they’ve been shown to be wrong, we want to spare them that embarrassment. We’ll even ask people beforehand what we need to take into consideration. There’s a lot of wisdom out there and we value it all. A proposal that appears well-considered and thought out inspires more confidence than one which appears to have lots of loose ends and hasn’t been thought through.
8. Before a decision we distribute all the information in print. When change involves a congregational decision we distribute an information paper which provides all the background material about the situation, including finances if relevant, and always include a copy of the decision people will be asked to vote on. We encourage questions to be asked beforehand, if possible so that good answers can be formulated, and at a business meeting everyone has an opportunity to give any input they wish to. If it’s a decision which we as leadership are carrying out, we’ll often put the background and outworkings of the change into print as well. This helps to make certain that our reasoning can be clearly understood, and that there is one narrative about what we’re doing and why we’re doing it in the public sphere. This helps lessen misunderstanding.
9. Before a decision, in our prayer and preparation, we aim to take everyone along with us. No one is expendable or is considered collateral damage which we sacrifice to get our way. If the change is desirable but not imperative, and we believe there are folk who would be alienated by it then we’ll delay and wait until the time is right. I call these delayed changes my ‘to do list’. I float these ideas around in non-threatening contexts which give people the time to get used to them (and to prove I don’t just make them up on the spot).

10. Before a decision I try to get over myself. It’s hard not to take every decision as a vote on you or your ministry. But I know the people here are supportive and like me. And that they’re very tolerant and forgiving. I invest myself deeply in all of this, but if it’s not time it’s not time. Listen to their wisdom, take it without sulking, especially if it’s a non-essential change. If you think it’s an essential change then continue to nurture a culture where everyone recognises that if they say ‘no’ to a commended change then they accept the responsibility of helping to formulate a better solution to the situation which needs to be addressed.

Above all, always demonstrate and refer to the mission centrality of the life every Christian and every local church. Demonstrate it freely in your own life so everyone can see there is a harmony between how you live and the culture you’re seeking to nurture as a community. Help them to accept that we are a people of mission and not maintenance.