TRANSFORMATIONAL CHANGE: Prayerful Proper Planning Prevents Poor Performance

Ride the Crest of the Wave

ABSTRACT: Implementing a new major innovation is an art and process that is often neglected by leaders to the peril of their organization and sometimes their own positions. Those on the crest of the wave of change or before the wave, can achieve transformation. This article explores the implementation change process through the lens of the widely accepted diffusion theory.

ORGANIZATIONAL CHANGE IS DIFFICULT

Many leaders understand that it is difficult to transform an organization. In a plateaued organization any change to how things are done is a major challenge due to the degree of inertia. It is necessary to sequentially raise the minimum standards regarding the values and activities of the organization. Some people buy-in early on while others lag behind, which is an easy way to understand diffusion theory. Many churches implementing a new process such as Simple Discipleship will succeed while others will fail. Often the steps to change are just as important as the substance of change.

HOW ORGANIZATIONS ACCEPT CHANGE

Church leaders often make the mistake of thinking that once something is communicated one time, everybody has received the message. Unfortunately, communication must be viewed as a process rather than a one shot event. Diffusion is the process by which an innovation is communicated to the people in a population, social structure, organization, or in this case, a church. It is often measured by the speed and stages at which the people buy-in to the innovation. It is an important element to understand for those who lead change in their churches. It answers several questions:

• Why do some innovations fail early in the startup?
• When are the critical times in implementation that make or break the success of the acceptance of the innovation?
• Who are the people involved at the various stages of the startup of the innovation?

Understanding the answers to these questions will aid leaders in successfully implementing change.

Called the “Mechanism of Diffusion,” there are five steps of a person and/or organization accepting change or a new innovation such as transformational discipleship:

1)      Knowledge – person becomes aware of an innovation and has some idea of how it functions,

2)      Persuasion – person forms a favorable or unfavorable attitude toward the innovation,

3)      Decision – person engages in activities that lead to a choice to adopt or reject the innovation,

4)      Implementation – person puts an innovation into use,

5)      Confirmation – person evaluates the results of an innovation-decision already made.

CREATING MOMENTUM FOR CHANGE

Individuals work through the steps listed in the previous section at varying stages and speeds. This was originally pointed out by Everett M. Rogers (March 6, 1931 – October 21, 2004), a communication researcher, sociologist, writer, and teacher. He is best known for originating the diffusion of innovations theory and for introducing the term early adopter. Rogers identified five types of people and at what stage they accept or buy-in to a new innovation:

1. Innovators – venturesome, educated, multiple information sources; 2.5%
2. Early adopters – social leaders, popular, educated, charismatic; 13.5%

Chasm of Stall or Failure

3. Early majority – deliberate, many informal social contacts; 34%
4. Late majority – skeptical, traditional, lower socio-economic status; 34%
5. Laggards – neighbors and friends are main info sources, fear of debt. 16%

Note the Chasm of Stall or Failure shown between the point at which early adopters and those in the early majority buy-in to a new innovation. This is a critical point at which momentum must be strong enough to take the new innovation to the next level or the new initiative will fail. The failure to launch is usually due to the following factors:

Eight Reasons Change Efforts Fail:

1. Failure of the main leaders to personally prepare (Prayerful Proper Planning Prevents Poor Performance)
2. A failure to establish a viable sense of urgency that the new innovation is needed
3. A failure to achieve Buy-In by significant influencers of the organization
4. Failure to choose a launch team with the “right leaders in the right seats on the bus
5. Failure to train the launch team and other significant leaders in how the new innovation works
6. Failure to train the launch team and other significant leaders in conflict management skills
7. Failure to properly plan the launch strategy
8. Failure to plan a broad-based organization-wide launch

DON’T MISS THE CREST OF THE WAVE OF CHANGE

Catch the Crest of the Wave…or get left out!

Another way to look at the diffusion theory of change is to view the players as surfers at the beach. The innovators and early adopters are the ones that get out in front of the new wave. The early majority will catch the crest of the wave while the late majority will be in danger of missing the wave. Of course the laggards will miss the wave completely. The point is to get about 60% of the church people in front of the wave or on the crest of the wave of the new innovation. Everyone on the crest of the wave or out in front of it will help create and sustain organizational change and transformation. Here is a visual illustration of the diffusion theory:

Diffusion of Innovation Theory

Everyone on or in front of the wave of change will help create and sustain change!

EXAMPLE: My book Simple Discipleship includes a step-by-step guide designed to help church leaders start the simple church discipleship process. Sometimes I hear of a leader who takes shortcuts in the startup process and in every case they fail to achieve church transformation. On the other hand, the churches that follow the startup process almost always achieve a marked improvement in growth and their disciple-making results. The Simple Discipleship startup process includes 12 steps and the process is not communicated to the whole congregation until step 6. Steps 1 through 5 are designed to build urgency, buy-in, and momentum that will overcome the chasm of failure. These principles apply to any organizational change innovation.

QUESTIONS:

1. In response to new innovation are you an innovator, early adopter, early majority, late majority, or laggard?
2. Which startup step do you commonly skip?
3. Have you experienced both success and failure to launch a new innovation in your organization/church? What was the cause for failure or success?

SD Blessings,

Dr. Tom Cocklereece, The Disciplist

——————–
Dr. Tom Cocklereece is CEO of RENOVA Coaching and Consulting, LLC
Author “Simple Discipleship,” contributing writer L2L Blogazine
He is a pastor, an author, professional coach, and leadership specialist
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