Who Killed Change? Solving the Mystery of Leading People Through Change

If you like a simple story, a murder mystery no less, that teaches an important leadership lesson, then you may like Who Killed Change? by Ken Blanchard and a team of colleagues. Personally I always like the stories used by Blanchard to get his leadership points across although few, if any, are the foundation for a great screenplay.

The core truth surrounding this story is that many people in organizations—even congregations—intentionally or unintentionally wound or kill change efforts. And, it starts at the top as often as its starts in the ranks of employees or members.

The story of this book involves the questioning of 13 primary suspects in an organization to discover who killed Change. My favorite suspect is Carolina Culture—and it is not because I live in South Carolina. It is because I see dysfunctional and/or controlling cultural patterns as the villain in too many congregations.

A close second is Clair Communication since poor communication strategies and tactics often doom change efforts in congregations. That is why I focus so much on transition before change as the mantra of congregational change efforts I coach.

The concluding truth in the book is worth noting: “Change can be successful only when the usual characters in an organization combine their unique talents and consistently involve others in initiating, implementing and sustaining change.” [144]

Like many Blanchard books it can be read in one evening, or in my case, one airplane flight. My only significant disappointment is that the book is written for people and organizations who do their work in a linear fashion. It is hopelessly left-brained. But, who am I to talk. All too often that is me also.

I recommend this book to you. Read it, have your staff team read it, then engage in a couple of hours dialogue together about how the story and principles of this book are found in your congregation, denominational organization, or parachurch organization. Develop and take action on a short list of three to five things you are doing to do different as an organization in light of what you learn.

George Bullard, The Columbia Partnership, www.TheColumbiaPartnership.org, GBullard@TheColumbiaPartnership.org