5.1 Governance Structure of ACOP

[Melissa Smyth]

As people, I think we are likely to be more comfortable with what is familiar, even if it is not the best setup. We are often not likely to make big changes unless the current setup feels bad enough that it is more work to stay the same than it is to change. There is also a lot of uncertainty in change, especially when trying to change things for a whole Church or group of Churches! Will it be worth it? Will the change actually be better? etc.

[Aidan]

I think in general change is difficult to implement when you have a group of people involved. Change often brings discomfort or uncertainty and often people are more comfortable with the familiar even when it is not serving them well. All this is to say that often change is slow to happen, and even when people agree that the change is wise or good, it often takes a long time for people to adapt and take ownership of the change.

[Celestine]

Reasons for Resistance to Change

Church leaders may be hesitant to change governance structures due to:

1. *Tradition and familiarity*: Established practices and structures can be deeply ingrained, making change uncomfortable.

2. *Fear of uncertainty*: Leaders may worry about unintended consequences or loss of control.

3. *Emotional attachment*: Personal or historical ties to specific structures can make change difficult.

4. *Resistance from members*: Congregants may oppose changes, fearing loss of identity or influence.

5. *Perceived complexity*: Governance changes can be complex, requiring significant time and effort.

Despite these challenges, adapting governance structures can enable churches to better fulfill their mission and serve their communities effectively.

[Kevin]

I think the biggest thing is that human nature is resistant to change. Maybe it’s not working perfectly, but at least it’s not totally broken. Fear of the unknown can prevent us from changing our old wineskins for new!