The Seventh-day Adventist Church
in the 21st Century
European Pastors’ Conference
Rogaška Slatina, Slovenia
August 22-26, 2012
Presenter: Lowell C Cooper
Change is inevitable.
We can fight it,
rebel against it,
pretend it doesn’t exist,
hide from it,
curse it,
cry to God against it.
But there will always be change…
Do not conform to the pattern of this world, but be
transformed by the renewing of your mind. Then you
will be able to test and approve what God’s will is—his
good, pleasing and perfect will.
—Romans 12:2
“…I press on to take hold of that
for which Christ Jesus took hold
of me…I do not consider myself
yet to have taken hold of it. But
one thing I do: Forgetting what
is behind and straining toward
what is ahead, I press on toward
the goal to win the prize for
which God has called me
heavenward in Christ Jesus.
—Philippians 3:12-14
Continuity factors
• Mission
“To make disciples of all people, communicating the
everlasting gospel in the context of the three angels’
messages of Revelation 14:6-12, leading them to
accept Jesus as personal Savior and unite with His
remnant Church, discipling them to serve Him as
Lord, and preparing them for His soon return. “
Continuity factors
• Mission
• Vision
“…the restoration of all His creation to full harmony
with His perfect will and righteousness.”
Continuity factors
•
•
•
•
•
•
Mission
Vision
Bible as foundation for belief and practice
Ministry of Ellen White as a prophet
Relatively stable organizational structure
Relatively unchanged polity
SDA Church polity
Congregational
Hierarchical
Interdependent
“People do not mind change…
they just mind being changed.”
Types of organizational change:
1. Incremental change
– Almost imperceptible because it happens slowly
– Gentle and decentralized adaptation
– Produces a broad and lasting shift
– Less sense of upheaval and thus low resistance
Types of organizational change:
2. Drastic/involuntary change
– Often forced on an organization by circumstance
or leadership, in the wake of technology, resource,
or regulatory environment
– Happens quickly—often involves pain, confusion,
resentment and upheaval
Change--Internal
1. Membership growth
1. Membership growth
1960
1,245,125
17,214,683
2011
1. Membership growth
1960
1,245,125
17,214,683
2011
Change--Internal
1. Membership growth
2. Membership distribution
2. Membership distribution--1960
Latin America
20%
Oceania
4%
Africa
20%
Asia
13%
North America
27%
Europe
16%
2. Membership distribution--2011
Oceania
3%
Africa
37%
Latin America
32%
North America
7%
Europe
2%
Asia
19%
Change--Internal
1. Membership growth
2. Membership distribution
3. Resources—financial and human
3. World Resources--Tithe
2,500
2,000
1,500
1,000
38%
62%
40%
42%
43%
60%
58%
57%
46%
50%
54%
50%
53%
46%
47%
44%
500
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
North America
Other Divisions
3. World Resources
• Relative size of the GC budget—decreased
• Nationals in leadership almost everywhere
• Need for personnel with international exp.
Change--Internal
1.
2.
3.
4.
Membership growth
Membership distribution
Resources—financial and human
Global infrastructure
4. Global infrastructure
Church members
17,214,683
Churches
71,048
Companies
65,553
Local conferences
321
Local missions
264
Union conferences
51
Union missions
55
Unions of churches
13
Divisions
13
Countries with SDA presence
209
Change--Internal
1.
2.
3.
4.
5.
Membership growth
Membership distribution
Resources—financial and human
Global infrastructure
Empowerment of laity
5. Empowerment of laity
• Independent initiative
• Coalition of resources
• Hold leaders accountable
Change--Internal
1.
2.
3.
4.
5.
Membership growth
Membership distribution
Resources—financial and human
Global infrastructure
Empowerment of laity
Change--External
1.
2.
3.
4.
5.
6.
Mission context: cultural and social
Technology
Economy
Political
Leadership climate
Role of religion in society
“The truths of the Judaic-Christian tradition are
infinitely precious, not only, as I believe, because they
are true, but also because they provide the moral
impulse which alone can lead to that peace...for which
we all long.... There is little hope for democracy if
hearts of men and women in democratic societies
cannot be touched by a call to something greater than
themselves. Political structures, state institutions,
collective ideals are not enough. We parliamentarians
can legislate for the rule of law. You the church can
teach the life of faith.”
—Prime Minister Margaret Thatcher in an Address to the General Assembly of the Church of Scotland.
Facing change together
1. Theological convictions based on Bible
“called to global task”
“called to unity and community”
2. Local and global sense of identity
3. Global name and logo (registered/use protected)
4. Shared foundations (doctrines, Church Manual, policies)
5. Shared resources (“Together we can do more”)
6. Global media (SSBSG, Adventist World, Hope Channel)
7. Global business meeting (GC Session)
Finding the comfort zone:
When an organization figures out what works it
is tempted to become fixated on that. Unless an
organization encourages regular and thorough
internal challenge it is unlikely to keep up with
the changing world. Persistent questioning,
inquiry, is essential for remaining current.
Strategies for managing change:
1. Visualize a bright future.
•
•
•
•
Leaders often rush too quickly to the mechanics
of change without investing the effort to create
an appetite for change.
Create a clear tomorrow—but do not denigrate
the past.
Build a belief that “we can do better”
Engage people’s emotions. When you become
inspired and excited about the change your
influence begins to work in others.
Strategies for managing change:
2.
3.
4.
5.
Make a convincing case.
Set up team and charter expectations
Review the current state
Educate (the need, the how and the benefits)
and energize
6. Identify new symbols, systems, behaviors
7. Implement (model the behavior you expect)
8. Keep at it for significant change will take time
Responding to reactions:
• Shock
– Listening and understanding the sense of loss
– Provide information as to why the change is
important
– Give time and space for people to adjust to the
situation
Responding to reactions:
• Confusion
– Provide as much information as possible
– Focus on short-term objectives/goals without
losing sight of the big picture
– Take time to address issues and concerns
– Help to develop strategies for dealing with each
stage of the change envisioned
Responding to reactions:
• Denial
– Don’t expect large leaps into acceptance
– Allow people time to face up to change and its
impact upon them
– Help people to see that remaining in denial is risky
Responding to reactions:
• Anxiety and fear
– Communicate directly, honestly and calmly
– Don’t make rash promises that cannot be kept
– Help people to comprehend the change and their
input into its realization
Responding to reactions:
• Hostility
– Put yourself in their shoes in order to try to
understand the cause of the anger
– Make sure there are avenues for expressing
concerns, issues, feelings, and ideas
– Make sure person knows that he/she is listened to,
understood and respected
Responding to reactions:
• Resistance
– Provide information about the reasons for and
benefits of change
– Inform regarding the timeframe and how the
change will take place
– Involve people as much as they want to be
involved—do not push
Responding to reactions:
• Sadness
– Encourage expression of feelings
and what might be their cause
– Help person to manage their feelings
and thinking patterns
– Encourage person to take time for physical rest,
exercise and proper diet
– Provide professional support if symptoms of
depression appear
Responding to reactions:
• Stress
– Help to find the support needed: family, friends,
workmates, professional counseling
– Identify stress reduction resources/techniques
Dealing with resistance to change:
Dealing with resistance to change:
1. Recognize that things may get worse before
they get better.
2. Identify key stakeholders and their
preparedness to support change.
3. Engage and inspire commitment.
4. Well-planned strategy for feedback and input.
Dealing with resistance to change:
5. Willingness to examine options.
6. Acknowledging supporters and rewarding
them.
7. Recognize and prepare for reactions.
8. Provide just-in-time training and coaching.
In summary:
•
•
•
•
Change is part of life—adopt or reject it
We can embrace change or be engulfed by it
Must carefully reflect on the impact of change
Change can occur on the surface (patterns of
action, etc.) or at the foundation (beliefs,
values, etc.)
• Leaders can effectively address resistance to
change
For discussion:
• For Seventh-day Adventists what are the
things that must not change?
• How should the world Church relate to change
that does not happen everywhere at the same
pace?
• How can the Church remain united if it does
not require uniformity in action?