CONGREGATIONAL TRANSFORMATIONAL MODEL APPLICATION

The framework for facilitating real change in a congregation of age is simple according to John Kotter. The principles of change transcend secular and religious lines. Although the message of the Gospel is about change, churches may be the last entity to desire it. The status quo is often elevated to a sacred position in the church, shadowing the reality of the current situation and the need for transformation. The following paragraphs represent enmesh the current congregational situation facing Hillcrest and the principles of change found in Kotter’s book.

At Hillcrest church, both leaders with titles and those with influence exist. To date, some discussion concerning change and growth has …show more content…
As Kotter delineates two opposites in the process of identifying the necessity, the group proceeds by “reducing complacency and increasing urgency.” If Hillcrest had traversed difficult days, struggling financial conditions, and staff turnover, addressing the need for change would certainly be easier. The church is growing today, adding over eighty people since April. Nevertheless, the team should celebrate present and past victories as a springboard for the new dream. The older members are the vehicle for highlighting the past and bringing clarity to the need for change.

Utilizing the entire team to project the vision to every part of the congregation is imperative. The pastor cannot, and should not, be the sole expositor of the vision for the church. Although he is the catalyst for vocalization, the buy-in will happen through small groups. Along with projecting the vision, the church ought to alter the systems contained in the operating documents of the church to allow the congregation to assume places of leadership for the accomplishment of the vision. This step will require leaders to relinquish control of position and the process of choosing …show more content…
As much as people may recognize the need for change, a part of their defense mechanisms reverts to that which is comfortable. Moving along the vision path requires systemic alteration that will include a wider variety of ages among leadership. Lomenick states, “When you collaborate with other innovators and leaders, you’ll gather more ideas and have more hands to carry them out.” Utilizing both old and new leaders, thinking leaders to promote the vision, evaluate the vision, and create momentum for a cultural expectancy. Change becomes the norm, not the