Iowa Annual Conference Design Taskforce Frequently Asked Questions

March 23rd, 2015

1)What is Adaptive Change?

There are two categories of change that organizations face as they address concerns around structure, resources, etc. In our efforts to align staffing toward current needs, we recognized that we were facing needs that would require both technical and adaptive change. The first thing to note that the change that makes a problem technical is not that it is trivial; but simply that its solution already lies within the organization's current way of being. Technical change occurs by assigning a task that can have immediate results. In contrast, adaptive change requires deep level changes that not only address threat of decline, but also address what needs to take place in order for the organization to thrive in the current environment. You know you're dealing with more than technical changes when people's passions, preferences, and priorities need to change, and not just their standard or routine ways of doing/being in ministry. Adaptive change requires a new way of being that is fully grounded in and supported by the mission, vision, and resources of an organization.

2)Why would there be a need for an Adaptive Coach?

A new way of being that is fully grounded in and supported by the mission, vision, and resources of an organization will threaten the status quo. The Design Task Force recommends that the Resident Bishop work with an Adaptive Coach during this process. Coaching is a proven method in increasing and enhancing professional and personal performance. An adaptive coach would work one-on-one with the Resident Bishop in order to: overcome obstacles that may hinder this process, set proactive goals, heighten the awareness of the vision, provide objective accountability, and finally lead the Resident Bishop to the desired outcome.

3)Will this have budgetary implications?

The focus of the Design Taskforce was not to address the fiscal condition of the Annual Conference. However financial realities were frequently cited at the Conference meetings and influence the scope of possibilities. The Design Taskforce’s proposal would have minimal immediate budget impact. The cost for contracting the Adaptive Process Coach will be absorbed into the current budget. The Taskforce has also identified technical efficiencies that may result in some immediate cost savings. Any substantial budget implications would accompany adaptive changes resulting from the Healthy Conference Implementation Team (HCIT) and are likely to be identified in the 2017 budget proposal.

4)Where do the vision, mission and strategic priorities come from?

To read more about our vision and mission, as well as, the Strategic Priorities, which were adopted at the 2013 Annual Conference, go to:

5)Why isn't there a staffing organizational chart?

Basically, we are proposing a process that would assess the Iowa Annual Conference's way of being in and doing ministry. This decision came out of our District conversations; as we listened to the laity and clergy of the IAC, we realized that we want and need to do more than "rearrange deck chairs," we need a system that assesses and evaluates all levels of ministry so that with accountability and intentional alignment, we would be able to staff in such a way that will move us forward in a healthy way.

6)What are some examples of practical changes that might take place?

Adaptive change challenges long standing beliefs, loyalties, and core values thus change will occur if the process is successful. This change is not change for the sake of change; rather it is change for the sake of shifting priorities for a desired outcome. It is the Design Taskforce’s hope that Clergy, lay, and those outside of the church may see the following:

A renewal of local churches through a concentrated focus on the Healthy Church Initiative/Healthy Small Church Initiative.
A clear and compelling vision shared by every Iowa United Methodist.
A culture centered on Jesus Christ that is spiritually nourished through prayer, discernment, and service to God and neighbor.
A sense of pride in being and Iowa United Methodist due to our unified vision and ministry of justice, peace, compassion, and care.
A covenant environment that seeks to dissolve mistrust and encourage unity in our diversity.
Real connection rather than nominal connection.
A commitment to communication that is reliable, timely, and disseminated at the conference, district, and local church level.
A culture of collaboration rather than a culture of isolation.
Committed, creative, and courageous leadership that focused solely on the Strategic Priorities.

A secular example of this type of practice change happened in 1972 when one of the most popular lunch and dinner restaurants in the North America felt stuck. How could they grow through practical change? After thoroughly assessing their current realities and creatively researching what the North American market might respond to, they transformed who they were in significant ways. While their logo, locations and restaurants remained the same, they transformed their menu by (at first) adding a few items, adding 4 hours to the times they were open, adding ¼ more employees at each location. Significant and creative change occurred while holding to their mission. Within 15 years one in every four breakfasts eaten away from home were being purchased at an outlet of this restaurant that was previously known just for hamburgers.

7)What does the name "Pathways" mean and where does it come from?

The Design Taskforce chose to use the word “pathway” because a pathway creates a connection from one place to another. The Design Taskforce saw its task as helping Iowa Methodists envision a more excellent way. The concept of pathways goes deep in our Wesleyan heritage as John Wesley states in his sermon, The More Excellent Way, “I believe the Holy Spirit at that time sets before him "the more excellent way," and incites him to walk therein, to choose the narrowest path in the narrow way, to aspire after the heights and depths of holiness, -- after the entire image of God.”

8)What will happen if this report is not approved?

If this proposal does not get approved then our staffing will remain as it is without being aligned with our vision mission and strategic priorities. Decisions about our staffing levels may be guided by budget issues rather than by missional needs.

9)What might happen if it does GET APPROVED?

The Conference leadership will follow the timeline outlined in the proposal and they will work towards leading us to be a healthy conference that adapts itself to thrive in the mission of making disciples of Jesus Christ for the transformation of the world.

10)When will implementation of the Pathways approach begin?

The “Recommended Timeline” encourages the first steps of implementation begin July 1, 2015 with the Bishop naming the three team leaders.

11)What is HCI (Healthy Church Initiative)? And how does HCI apply to this proposal?

Information is the key. This process provides a way to gather information from conference staff, extended cabinet and local congregations. All areas of ministry will be involved.

It will enable us to define the mission of the Iowa Annual Conference by asking: Does the conference have a clear sense of what it is accomplishing? Is there a mission statement and are people aware of it?

It will enable us to look at vision by asking: Does the conference have a sense of accomplishment? Are the leaders intentional about accomplishing the mission/vision? Are there high expectations for people involved in ministry in the Iowa Annual Conference?

12)Why does this proposal seem loose in compared to a set organizational chart? -Tim

We are entering into a two year process that is intentionally fluid in its organization. During the implementation the Bishop and Team Leaders will have the ability to adjust the structure so that they may live out the mission, vision, and Strategic Priorities. A set organizational chart is shifting positions whereas the Design Taskforce is seeking a deeper and more profound change.

This concept is Biblically grounded in Jesus’ teachings that one must abandon the old ways for a short period of time in order to fully immerse themselves in a new way of living as seen in Matthew 9:16-17,“No one sews a patch of unshrunk cloth on an old garment, for the patch will pull away from the garment, making the tear worse.Neither do people pour new wine into old wineskins. If they do, the skins will burst; the wine will run out and the wineskins will be ruined. No, they pour new wine into new wineskins, and both are preserved.”

13)How will this affect my local church? –Lynn

There will be a definite mission statement from the conference. With this, the local church will be more able to align its mission with that of the conference.

There will be a clearer pathway of communication with the Conference staff and between local congregations.

There will be an acknowledgement of the value and importance of each person in ministry in the IAC

14)How will the Healthy Conference Implementation Team (HCIT) continue the process outlined by the Design Taskforce? -Tim

The Design Taskforce strongly encourages a portion of the Design Taskforce to have an ex-officio membership on the Healthy Conference Implementation Team in order to expedite the process as well as keep continuity. The Design Taskforce envisions the Healthy Conference Implementation Team carry on the torch in fulfilling 3.B of the Strategic Priorities “Directing Our Resources to Our Common Goals: Aligning organizational structures and staffing resources for the sake of the mission and vision.”