Guidelines for Transition Teams - The United Church of Canada

Building the Team
Interim Ministers are specially trained to help congregations take the risks involved in transforming
themselves. Interim Ministers know about change and transition processes; they know about
congregations and how they can get stuck. They bring special techniques to assist a congregation
to work through self-study. They also understand how individuals may react to the prospect of
change, and can help them cope by offering spiritual guidance and providing pastoral care. Most
importantly, Interim Ministers will anchor the transition process in the great biblical stories to help
the congregation know that it is not alone in the bewilderment that often comes with change.
Congregational members of the team also bring special knowledge to the work of transition. They
know the rhythms of the congregation’s life—its customs, rituals, and practices as it moves through
the church seasons. They have stories from the past that explain certain things in the present, and
they know about those “sacred cows” that are bound to trigger reaction if prodded. The presbytery
representatives on the team also play their part, bringing an outside perspective and a knowledge of
church policy to the work.
The Interim Minister and the other team members play complementary roles. The minister is able
to affirm and encourage inexperienced congregational representatives who may feel uncertain about
what they must do. Team members can help the minister be aware of seemingly insignificant issues
by explaining the political realities of the congregation, and also its fit within its presbytery. As they
interact, the minister gains insight into the congregation, and other team members learn to see the
congregation in a new way. As they learn from each other and collaborate, a synergy builds, and
together they build an effect greater than the effect either could produce alone.
Clarifying Team Values and Mission
As well as understanding the technical requirements and procedures of the interim work, members
of the Transition Team must learn what is expected of them personally in terms of time, energy, skill,
and commitment. However, that knowledge alone will not be sufficient for them to play their pivotal
role in the congregation’s life. They must also establish a mutual understanding of and commitment
to the principles and values by which the team will work together. They must feel that they can speak
freely and honestly, and bring all points of view to bear on important issues, creating the climate that
is essential for the discernment and decision-making that lies ahead.
An effective Transition Team is characterized by such qualities as
• a shared understanding by the minister and the other team members about their respective roles
• a shared concern for the health of the congregation
• general agreement with respect to the desired outcome of the transition work; e.g., what will
constitute a “good and sufficient” outcome
• agreed-upon decision-making processes, and commitment to adhere to them
• dedication to regular spiritual reflection
• all-member participation and regular attendance
Guidelines for Transition Teams 13