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However, not all people who experience disruption also experience transformation in a positive way. Why is this so? What is the connection between disruptive moments and an individual’s capacity for profound spiritual transformation and renewal? These questions have guided my research and my effort to determine how church leaders can equip their communities to embrace disruption as a catalyst for spiritual transformation. I began by researching how various scholars and theologians have addressed the topic of disruption. I also looked at how God often worked through disruptive moments in scripture to bring about God’s purposes in the world. This led me to start a project to help church members intentionally move towards disruptive places as a means of spiritual transformation. What I discovered, however, was that my plans would be disrupted in an unprecedented way. This project and the global pandemic of 2020 forced me to embrace my own disruptive journey. 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Fifteen of the possible twenty-two responded, sharing their perception of the strengths and challenges of the flexible training model, and shared potential ways to make improvements. Eight important components related to a strong flexible training model were identified. These became the building blocks for a renewed flexible model of officer training through a three-year implementation plan. 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The intervention took place during the 2019-2020 program year and was, therefore, affected by the unanticipated challenges of the COVID-19 pandemic and the pastor-researcher’s move to a different church. This allowed the pastor-researcher to observe the LDT’s shift in mindset and methods under the pressure of these circumstances.The pastor-researcher observed the LDT’s process and outcomes and evaluated the members’ self-reported experiences via questionnaire, group interviews, and meeting transcripts. The key findings of the study illustrated that the LDT members experienced their process favorably, especially as evidenced by adopting the collaborative and systemic approaches they experienced in the intervention and applying these approaches to their work with other church leaders. Additionally, the study found that LDT members reported reduced anxiousness in their tasks, increased confidence in their effectiveness, and strong commitment to their shift in mindset, even in the face of the unanticipated crises. Most LDT members attributed these positive experiences to aspects of the intervention, including shared purpose, understanding of the church leadership system, collaborative leadership, and relationship with the pastor-researcher. 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