|dc.description.abstract||In February 2011, the Anglican Diocese of Wellington began equipping clergy to pick up the baton of missional leadership and commence the process of embedding missional culture in their parishes. After completing some training with clergy in mid- 2011 and 2012, I became concerned that clergy had been inadequately equipped for leading managed culture change in their churches, which forms the hypothesis of this research project. To test this hypothesis, I conducted face to face interviews with nine clergy; three of whom hold diocesan roles that share responsibility for equipping clergy, and six clergy are leading parishes.
The groundwork for this research borrows from organisational culture change theory and missional ecclesiology. The parish clergy were asked how they were equipped through strategies and tools, what accountability and support structures were made available and used, how they were evaluated, and what they strived to achieve to embed missional culture in their parishes. Diocesan clergy were asked what overall approach, strategies, tools, support, and accountability structures were made available to equip clergy for missional leadership and embedding missional culture, and how they evaluated progress.
The research supports the hypothesis that the Anglican Diocese of Wellington failed to adequately equip clergy for leading managed culture change. There was little understanding or application of culture change theory, and the work was under-resourced and under-managed, leaving the majority of clergy predominantly operating in maintenance mode. For clergy who have commenced the journey towards missional leadership, they have not been equipped with key evaluation tools or redefined roles for themselves or the parishes they lead. Finally, because a formal cultural assessment was never completed for the diocese or individual parishes, there has been an overinvestment in solutions that fail to address the fundamental problems limiting missional culture.||