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During my studies, my skills as a marketplace missionary, coaching mentor, business consultant, and leadership instructor developed a great deal, which gave me the confidence and courage I needed to introduce a new paradigm of Christian development to my Korean Canadian community. To achieve this purpose, I studied resilience and began my research project, which sought to answer the question, “Can I design a process that will help Korean leaders develop their resilience?” The Project Report describes how I tried to do so. Six executive leaders at three Korean non-profit organizations in Toronto participated in the project. Case Study Research was my primary methodology, which allowed me to discover each individual participant’s experiences as they went through the resilience training. Both qualitative and quantitative analysis were used to determine the findings, outcomes, and interpretations of this project. 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Project"],"types_tesim":["Text"],"creator_tesim":["Aulenbach, Gene Wilson"],"keyword_tesim":["Evangelism"],"subject_tesim":["Organizational change","Congregations"],"language_tesim":["English"],"abstract_tesim":["As we minister in the local church, we are constantly faced with its challenges. Meetings, counseling, \"oiling,\" sermon preparation are an ever-present drain on time and talent. But to add to the challenge, membership roles and interest in the church seem to lessen as the \"job of the ministry‚\" demands another day in the \"eight day‚\" week. How do we spark enthusiasm? How do we overcome the apathy that surrounds the church? In the past two and a half years we at Bausman Memorial United Church of Christ have been involved in a process of \"revitalizing congregational life.\" As a result, our participation in worship over the past year has increased over 30%. Our program of Christian Education has experienced the same growth. In fact, there is a whole new attitude toward the church evolving as a result of this process. It is the purpose of this paper to explain the model we used in this revitalization in the hopes that other churches might experience a similar spark‚\" the same excitement. Chapter 2 looks at its organizational design. Chapter 3 explains the attitudinal survey which receives its correction in chapter 4, the demographic survey. Chapter 5 describes a congregational survey which is designed to elicit the ideas of the people, and chapter 6, goal setting, follows directly from those ideas. 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Unless such congregations adopt a missional mindset that seeks to reach other ethnicities and socioeconomic groups, they will cease to exist. This project aims to create a strategy for pastors and church leaders to guide them as they seek to instill such a mindset into their congregations. The first section of this project will briefly trace the church’s understanding of the Missio Dei over time. It will set forth the proper role of the church as a participant in God’s mission. It will also emphasize the responsibilities of church leadership concerning discipleship, stressing the critical need for assembling a team of discipled leaders before initiating significant change programs. A discussion of the applicability of McGavran’s homogeneous unit principle to the planning of missional outreach will conclude this section.The following sections will examine the process of leading organizational change. 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This project sought to understand the complexities of the coming generational transition and provide a starting point through the development of the change readiness of First Baptist Church [FBCC], Crowley, Texas.The results of the project revealed an increase in change readiness for organizational succession planning after a sermon series designed to promote understanding and readiness toward change. 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