Torch, Summer 2003

in ways that clearly outline the intentions of the proposed changes and seek to enlist their active involvement, as team members, in their implementation. Warren Bennis and Burt Nanus sum it up this way: All leaders face the challenge of overcoming resistance to change. Some try to do this by the simple exercise of power and control, but effective leaders … learn that there are better ways to overcome resistance to change. This involves the achievement of voluntary commitment to shared values . 7 Creating teams requires massive information flow. Individuals at higher levels of whatever hierarchy exists need to work hard at gaining information. Organizational members at lower levels must work hard to ensure that information does flow upward. It is unfair and unwise to expect that organizational management or the pastoral staff is aware of the entire spectrum of workplace or congregational issues. When made aware of conflicts, either real or anticipated, every effort must be made for an open channel of communication to be used to provide decision-makers the information they need to deal with and, if possible, resolve the issue. Larry Richards points to Daniel as the biblical example of this important approach: How do we deal with authorities when we have a complaint? … That was the problem faced by Daniel and his teenage friends in Babylon. Their approach provides guidelines for us today … Daniel made a request, not a demand. He explained his concern so the royal official would understand his problem. This respectful approach won the official’s goodwill. Daniel also tried to understand the official’s position and the pressures on him. Finally, Daniel came prepared with a practical solution that would resolve the official’s problem as well as his own … Confrontation and antagonism toward authorities is counterproductive. A reasonable, respectful approach opens the door to solutions [that] are in everyone’s best interest. 8 How different is this advice from the common approach in the workplace today! Most employees would prefer to file a grievance as opposed to holding a reasonable discussion with their supervisor. Most students would claim harassment and discrimination rather than negotiate with their instructors. And, sadly, many parishioners would first complain to their friends instead of having a heartfelt conversation with their pastor. Conflicts will not prevail in relationships that are characterized by open, honest, and mutually respectful communication. As critical as it is for an upward flow of communication, it is just as important for those in the upper strata of any organizational hierarchy to ensure information flows downward through the workforce, student body, or congregation which will be affected by proposed changes. There is no substitute for providing both the rationale for any proposed change and the implementation plan to those who will be charged with implementing the change — the subordinates who will bear its brunt. Kirkpatrick says, “The most important task of the leader is to create the climate in which people feel the leader has empathy for them … the manager must present the rationale for the change and provide the opportunities for discussion.” 9 Communicating with organizational members will help minimize conflict over change. This communication flow must be multi-directional, meaning it must encompass both an upward flow of data concerning the organization and its membership to those in higher levels of the organizational hierarchy and a downward flow of information to minimize the fears and enlist the support of those in lower levels of the hierarchy. Conclusion Change is inevitable. We cannot hide from change and we cannot wish it away. We cannot deny the effects change has on the organizations in which we operate and to which we continued from page 7 Leading Change 12 TORCH / Summer 2003