1. Not only do we need to measure our progress in changing our organizations, but we can use the balanced scorecard approach to evaluating our spiritual growth. Sometimes organizations need to let go of mental models that are unfruitful, just as personal comes from pruning: “He cuts off every branch in me that bears no fruit, while every branch that does bear fruit he prunes so that it will be even more fruitful” (John 15:2 New International Version). Our faith should be driven by objective, as we are told in 1 Corinthians 9:24 to “Run in such a way as to get the prize.” We do not just change when we make a decision to follow Christ, but we pursue continual change
row off everything that hinders and the sin that so easily entangles. And let us run with perseverance the race marked out for us, 2 fixing our eyes on Jesus, the pioneer and perfecter of faith . . .” (Hebrews 12:1-2). Finally, personal change must be focused on the goal and the future:
Not that I have already obtained all this, or have already arrived at my goal, but I press on to take hold of that for which Christ Jesus took hold of me. Brothers and sisters, I do not consider myself yet to have taken hold of it. But one thing I do: Forgetting what is behind and straining toward what is ahead, I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus. (Philippians 3:12-14)
As you consider your personal reactions to change that you assessed in session four, think about how these impact your faith journey. Are there areas that you could not only improve for organizational change, but that would make a major difference in your spiritual change?
2. Kaplan and Norton’s (1996) balanced scorecard is one of the ways the critical success factors of a change initiative can be measured. Cawsey et al. (2016) provided a template of a generic scorecard for change in Figure 10.5. Considering the change initiative you will describe in your final paper, chose one category of goals (financial, internal business processes, learning and growth, or customer areas) and describe how that category might be measured.