Theology of change
In these two videos, Revd Dr Grace Bally Balogun explores what culture is, and how to lead change in our communities.
Leading faith based change
Disruptive change often causes people to ‘freeze’ out of fear, grief, or a sense of loss. Rather than avoiding or controlling disorder, faith-based leaders can view disruption as a place where God actively works to bring about transformation.
Theology of Change: Disruption can be reframed through a biblical lens. Just as God entered the formless chaos in Genesis 1 to create order, leadership involves entering chaotic seasons with hope rather than trying to force control. The Hebrew word for crisis (mashba) also means ‘birthing stool’, signaling that disruption is often the birthplace of something new.
Kübler-Ross Change Curve: Change triggers emotional reactions linked to loss (shock, denial, anger, bargaining, depression or the “Valley of Despair,” acceptance, and ultimately commitment). Leaders fail when they rush people past this grief.
William Bridges’ Transition Model: Distinguishes between change (the external event) and transition (the internal psychological journey). Transition follows three phases: Endings (letting go), the Neutral Zone (the vulnerable in-between space), and New Beginnings (embedding the new reality).
| Build the case for change | Sustaining momentum | Sustaining the new reality |
|---|---|---|
| Prophetic discerner: Prophetically listen, discern, and share the common vision | Culture facilitator: Identify and address institutional cultural blocks | Batton passer: Build a discipleship culture of ongoing change |
| Change agitator: Urge action, adapt vision, and elevate change champions | Space collaborator: Create opportunities for prayerful, respectful collaboration | Faithful presence: Remain steadfast and rooted in the shared vision |
| Tension creator: Create space for healthy conflict, lament, and shared dreaming | Power breaker: Share authority and empower others to act |
Faith-based change centres us on spiritual formation rather than organisational efficiency. Successful leaders do not eliminate uncertainty; they guide their communities through it using theological reflection, pastoral care, and Spirit-led courage.
- Where are we currently experiencing disorder, uncertainty, or loss in our context?
- What behaviours are we noticing that might actually be signals of fear or grief?
- If we believe God brings new creation out of chaos — what might God be birthing here?
Adapting culture to think differently
True, lasting change in the church fails when approached purely through strategy or vision. It succeeds or fails at the level of culture. Culture acts as the “invisible system beneath the system,” dictating who belongs, whose voices are trusted, and what kind of change is possible.
The cake tin metaphor: Unexamined habits, traditions, and systems (like a small, dented cake tin passed down for generations) may carry history and meaning, but they quietly limit new growth and fruitfulness.
Three elements of culture:
- Symbols and rituals: Language, music, stories
- Systems: Decision-making structures, leadership, power flow
- Behaviours: How people are treated, welcomed, and listened to
Cultural vs Programmatic Problems: Issues around diversity, neurodivergence, disability inclusion, unclear leadership pathways for women, or poor retention are cultural problems, not recruitment or messaging failures.
Establishing a biblical foundation: Paul’s letter to the Galatians highlights cultural gatekeeping (forcing Gentile believers to adopt Jewish customs). Paul acted as a ‘culture facilitator’, helping the church discern what to honor, adapt, or release so culture wouldn’t overshadow the gospel.
How leaders can shift culture
Rather than mandating or forcing change, culture shifts when it is modelled, demonstrated, and patiently shepherded.
- Listen deeply: Identify who is missing, who struggles to belong, and whose voices shape decisions. Listening itself begins to shift culture
- Develop alongside the traditional: Experiment with pilot initiatives next to existing practices rather than tearing down tradition overnight. Small, short-term wins build trust
- Model the desired culture: Leaders embody culture before explaining it, demonstrating curiosity over defensiveness and actively making space for others
Reflection questions:
What ‘cake tin’ came to mind for you during the video?
Is there a practice, assumption, system, or habit that feels familiar and meaningful — but may now be limiting growth or inclusion.
Bottom Line: The goal is not to preserve the old ‘cake tin’, but to facilitate conditions where God’s transforming work can take root and allow room for new growth. What does this look like for your context?