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MBMG 610
Eric M. Larson
May 11, 2004
Change Opportunity
my earlier paper by explaining that the development opportunity “is the establishment of
an infrastructure that supports those volunteers and lets them grow in their service.”
Minimally, the opportunity at Berean is to “make our video support better”. Initially, I
plan to follow the intent of the Pastor of Worship Ministries, who would like to develop a
volunteer technical team and use me and two other part-time staff to organize and direct
the technical ministries. However, I feel more strongly after having participated in this
class that my project at Berean cannot begin with its end fully formed. Instead, I need to
focus on interaction with Berean’s leadership and with the volunteers themselves to help
ensure that we build an organization that involves all the stakeholders and inspires people
to full participation (rather than conforming them to a pre-designed “mold” that merely
Throughout this process I have felt as if I were aiming for a “moving target”. Due
to a variety of internal and external circumstances (changes in leadership and budget, new
church initiatives, seasonal changes in attendance, etc.) Berean’s needs for video support
are changing. In addition, Berean’s needs will not “stand still” long enough to be
Relevant Models
The primary model in which I plan to anchor my work is Bolman and Deal’s
Human Resources frame. Although such a plan is easy to summarize in one sentence,
that brevity belies the enormity of the challenge. The initial momentum for this change is
in the context of a Structural frame; the prevailing notion at Berean, it seems, is that if we
could establish a clear structure with defined roles and boundaries, then ministries would
operate more smoothly than they do now. Obviously, structure is very important;
refining structure does not compete with a human resources frame. However, Berean is
still a small organization and the Worship Ministries team is smaller still. Our primary
driving force is the individuals who comprise the organization – their talents and abilities,
how they work together as a team, the amount of time and passion they are able to
commit to the ministry, etc. Any organizational change at Berean must focus on the
organization of those people, rather than merely collecting them and turning them loose
draws leadership to a view that “good people do good things, if only we let them”. True
though that is, those good people need their leadership to follow an organized approach
in a human resources context, so the organization knows not only how it should treat its
Larson, 3
people, but why it should treat them that way and what to do to help foster than
environment.
Consulting Stance
background in Human Resource Development, the pastors who are leading ministries at
Berean have more training in “pastoring” and are the people who have the stated
those pastors and the value that they not only can but ought to bring to the discussion.
background and experience with our volunteer staff and bring it to Berean’s leadership
for a mere “stamp of approval” – but I believe that Berean’s pastors hold more leadership
experience than they might give themselves credit for, and my task will be to draw that
experience from them and apply it to a Technical Arts ministry. (Conversely, a more
client-centered approach is not advisable at this point, because I do not believe that the
“clients” are equipped with enough analytical structure to draw a change plan out of their
them of their ministries’ needs and provide additional insight with which they can
interact.)
Change Process
Following a structured change process will be very important, to help keep the
conversation on-track. However, the process should not appear so formal that it stifles
participation; the most important element of this process is to encourage dialog and
Larson, 4
methodology that appears rigid will discourage conversation and involvement among
those stakeholders.
The “entry” point of this particular intervention will begin with a discussion with
the Pastor of Worship Ministries. He will be the “sponsor” of the change process and,
ultimately, he will decide whether and how chances can be implemented. (When viewing
the organization of Berean’ from Bolman and Deal’s Political frame, the involvement and
acknowledged power of the Pastor of Worship Ministries becomes even more relevant.)
After this preliminary discussion, a fairly informal “contract” will outline the
project scope and timeline. The initial plan (to be outlined in detail during this “contract”
stage) is to address data collection and analysis in early summer, begin implementing
changes in a “pilot phase” during the rest of the summer, and have an improved system in
Data collection will involve not only the Pastor of Worship Ministries, but other
pastors who are not only stakeholders in the Video Ministry “product” but who are also
“local experts” in the task of building volunteer staffing within Berean. In addition, the
existing volunteers themselves are a tremendous resource for data collection. The key to
success in this change plan is to open pathways for dialog and glean knowledge and
suggestions from those who are closest to the needs and opportunities for the Video
Ministry.
through discussion with the Pastor of Worship Ministries. Once again, the ultimate
decision as to the change(s) to be implemented in the Video Ministry will lie with him.
Larson, 5
After the appropriate decisions have been made regarding the direction that the
Video Ministry ought to proceed, an “action plan” and appropriate timeline (in keeping
with the original contract) will be set in motion. Here, again, is where participation of the
current ministry volunteers is vital, as they will be the ones feeling the effects of the
change (and who, frankly, will ultimately be responsible for its success).
The most important step of the entire consulting process is evaluation. This step
evaluation provides data and insight that will inform later change processes. In the case
transition to “continual consultation,” where I can focus on the question of “how we can
be better” rather than on operational and logistical questions regarding “how we can
survive today”. Therefore, the “evaluation” stage of this consulting process amounts to a
transition to the next full cycle of the consulting process, where the changes implemented
will lay the groundwork for the next changes around the corner.