Malcolm Gladwell, The Tipping Point: How Little Things Can Make A Big Difference. Back Bay Books, 2002. Referenced in: Change Concepts and Theories LifeandLeadership.com Summary This book is more than a decade old, but is so influential that “the tipping point” has become part of the common language of most leaders. Gladwell’s research defines when
Robert Kegan and Lisa Laskow Lahey, Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Harvard Leadership for the Common Good Series). Harvard Business School Press, 2009. Referenced in: Change Concepts and Theories LifeandLeadership.com Summary This is a weighty, academic text addressed to business leaders, but it translates
Scott Wilson, Steering Through Chaos: Mapping Clear Direction for Your Church in the Midst of Transition and Change. Zondervan, 2010. Referenced in: Leading Change and Transition Strategies for Church Renewal – Leader-Directed Vision Casting LifeandLeadership.com Summary This approach to change management assumes a strong pastor-led and vision-driven model. This works in some settings, not in
Kenneth J. McFayden, Strategic Leadership for a Change: Facing Our Losses, Finding Our Future. Alban Institute, 2009. Referenced in: Leading Change and Transition LifeandLeadership.com Summary This is an excellent guide for change in established churches. It is especially good in equipping church leaders to understand the nature of a church’s attachment to the status quo,
Alan Nelson and Gene Appel, How to Change Your Church Without Killing It. Word Publishing, 2000. Referenced in: Leading Change and Transition LifeandLeadership.com Summary Nelson and Appel draw upon extensive research as well as their own experience to help leaders manage change and transition, from pre-work to the point in which the new realities are
Aubrey Malphurs, Pouring New Wine into Old Wineskins: How to Change Your Church Without Destroying It. Baker, 1993. Referenced in: Leading Change and Transition LifeandLeadership.com Summary Malphurs includes all of the standard information in most guides to congregational change. He emphasizes some concepts not covered as extensively in other volumes on the subject. Chapters 3-4
Michael Jinkins and Deborah Bradshaw Jinkins, Power and Change in Parish Ministry: Reflections on the Cure of Souls. Wipf and Stock Publishers, 1999. Referenced in: Leading Change and Transition LifeandLeadership.com Summary The unique contribution of this volume is helping ministers assess just how much power (ability to influence outcomes) or influence they have within the
William Chris Hobgood, Welcoming Resistance. Alban Institute, 2001. Referenced in: Leading Change and Transition LifeandLeadership.com Summary Hobgood defines resistance as energy that rises up to counteract change in a system. He suggests that resistance can appear in at least three forms: intentionally antagonistic, emotional and reactive, and rational and probing. Antagonistic forms require a special
Peter M. Senge, C. Otto Scharmer, Joseph Jaworski, Betty Sue Flowers, Presence. Human Purpose and the Field of the Future. Crown Business, 2008. Referenced in: Leading Change and Transition LifeandLeadership.com Summary In our time, the focus is not on linear problem-solving processes, but the capacity of groups, even congregations to “access, individually and collectively, our
Michael Armour and Don Browning, Systems-Sensitive Leadership: Empowering Diversity Without Polarizing the Church. 2nd edition. College Press Publishing Company, 2000. Referenced in: Change Concepts and Theories LifeandLeadership.com Summary Armour and Browning apply the Gravesian Theory of Intrapersonal Systems, named after the late Dr. Clare W. Graves, who before his death in 1986 taught at Union
