by Sam Brock

Every ministry goes through a continuous process of change. Usually, when you first join a ministry, there are many changes that you want to see happen. You want the change. In fact, you are the pusher of change. Sooner or later, though, you will switch sides of the change; and you will find the change is happening to you. The moment that change is sprung on you, your first reaction is to fight against the change. You ask why we really need the change. You begin to act by one of the basic laws of change: A change imposed is a change opposed. Listed below are a few things that will help change happen. The lists vary according to whether you want the change or are the one being changed.

The one who wants change—

– must communicate the reason for the change. The reason for change must not become a slap in the face of those who are being changed. Because announcements of change that focus on the what may imply that somebody has not been doing a task right or well, the reason for the change is crucial. Reviewing why the change is needed before giving the details of the change lets those being changed know that you trust them to be reasonable. If the reason is understood and accepted, then those being changed may join the ranks of those who want change.

– should be willing to change as well. Some of the most stubborn people can be those who want everyone else to change. An attitude of flexibility and willingness to change is crucial.

– must be known as a question asker. Managers need input and need to be question askers, or they will not get input until a situation is about to boil over. Taking the time to ask questions reveals information needed to make good choices about change.

– should give advance warning. Chances are that the person who wants the change has had plenty of time to think through the situation but that the one being changed is hearing about it for the first time. Understand that absorbing all the realities of the change may take some time.

The one who is being changed—

– should just try it. The person wanting the change should encourage the one who is being changed to give the adjustment a trial period. Of course, it probably will not be great the first time, but go ahead and give it a try.

– must keep talking. When change happens, it may be that the person executing the change does not realize all of the ramifications. Those being changed should continue to share the impact of change, not in a derogatory manner but in a matter-of-fact way that lets the changer know what the change is doing.

Those on both sides of a change must have trust. At the core of problems with change is a lack of trust—from those spearheading change, that the change can be implemented competently and from those asked to change, that the change is necessary. Trust is something you choose to give. It is your choice.