VanderBrock, Lyle D; Breaking Barriers; The Possibilities of Christian Community in a Lonely World. Brazo Press, Grand Rapids, Mi. 2002 pp.175 price-26.95 Available at Leadership Centre, 1-800-804-0777.
Lyle D. Vander Broek- Professor of New Testament at the University of Dubuque Theological Seminary.
Introduction.
The majority of believers have an understanding of community that falls far short of what ii should be, especially in the church. The breakdown of community is not limited to believers. Causes of breakdown of community in civic community are "individualism, materialism and postmodernism". p.14. Being in a community and experiencing community are two different things, Paul’s use of the term, koinonia, has more to do with what we share than how we share. We share salvation. Loving is how we share. Real community grows out of love. I Corinthians contains excellent teaching on community. A brief review is given of the historical interpretations of I Cor. regarding the issue of community the days of Paul. There is an amazing similarity between their communal problems and ours.
Community and Christian Leaders, I Cor. 1-4.
What we believe should determine how we live not vice versa. Paul begins his letter by reminding the Corinthians of all the reasons why they are not in fact in a unique community. i.e. a relationship with each other and with God. Having said that he immediately addresses a threat to community- disunity. This is caused by theological misunderstandings and a challenge to Paul’s authority. These two themes are expounded. He focuses on the disunity issue. The discussion then moves to the application of Paul’s preaching to ourselves and our churches. "We improperly value our leaders when we boast in them". p.41. Leaders have a responsibility to be servant leaders not to cultivate a following. The responsibilities of hearers are discussed. The message of the cross defines us in community.
Community and Ethical Boundaries. I Cor. 5-6.
These chapters raise an issue that is a real threat to community in the church. The issue is ethics. One person’s immorality can impact the whole community. The illustration of the leaven helps illustrate this truth. Other ethical issues are addressed. One reason why church discipline is not practiced in contemporary churches is the undervaluing of community. There must be ethical boundaries between the world and Christian community.
Women and Men in Community. I Cor. 7-11:2-16.
"The barrier to community that Paul must confront... is a self-serving attitude about sexuality and gender." p.65. Paul addresses the extreme positions that were present in the church, the ascetics who considered celibacy as a form of spirituality and those who were taking Christian liberty to the excess. A helpful explanation is given of gender views of the culture of Greece and Corinth. Paul stresses equality. In ch. 11:2-26 Paul deals with the significance of gender distinctions. It has to be equality. He goes on to draw attention to mutual dependence between men and women in community. In contemporary community we need to understand the concept of equality along with uniqueness of men and women with regard to needs and giftedness.
Community and Christian Freedom. I Cor. 8-10.
Freedom should never become a right that is practiced without consideration of others. "Liberty... guided by love."p.94. Free to serve. e.g. Paul. The contemporary challenges regarding Christian freedom would probably have to do with "practical materialism, optimism, and individualism". p.102. As we exercise our freedom we impact our community positively or negatively.
Community and Class Differences. I Cor. 11:17-34.
The dispute addressed in this passage has to do with the social stratification of the Greco-Roman world. It had no place in the church, according to Paul. To participate in an unworthy manner is being presented as a community issue as much as a spiritual problem. "How can I be right with God" compared to " how can we be a loving commmunity".p.118. "Christ has given His body therefore we must be His body."p.122. This is about community void of distinctions of status and wealth.
Community and Spiritual Gifts. I Cor. 12-14.
"Paul argues at length for the value of diversity within Christian community."p.129. Spiritual gifts, like grace, are gifts and have nothing to do with ability or achievement. Paul teaches about gifts using the metaphor of the physical body. No part (gift) is unimportant. Love is not a spiritual gift among other gifts. It is basic to all gifts, basic to spiritual life. The author addresses the gift of tongues and explains its uniqueness and how it should be viewed along with other gifts. The purpose of gifts, then and now, is to serve the body in community, God models community in the Trinity and affirms divinity through many spiritual gifts. We need to practice double vision,i.e. Love people as they are, love people as God sees them. To overemphasize the "decently and in order" part of worship could rob us of rich experiences in the community through Spirit led worship.
Community and the Resurrection. I Cor. 15-16.
Christ’s bodily resurrection very strongly implies the bodily resurrection of the believers. You can’t have one without the other. The resurrected body differs from the mortal body as the plant differs from the seed. Resurrected life will be the pinnacle of community. In the closing chapter Paul takes the concept of community from the house churches of Corinth and expands it to apply it to people in other parts of the country. "The word heaven should bring to mind a community of bodies rising together at Christ’s return and living together in love, not a solitary and bodiless soul finding its way to God." p.164.
Comment HD
We have in this book a theological exposition of I Corinthians with an emphasis on community. The information about community is certainly valuable and relevant to doing church in our culture. I was particularly taken with the explanation of community in heaven. This is a good study resource. The author refers to himself as a representative of the ‘mainline’ churches. This adds interest to the book.
Thursday, June 4, 2009
Primal Leadership; Realizing the Power of Emotional Intelligence
Coleman, Daniel; and Richard Boyatzis and Annie Mckee; Primal Leadership; Realizing the Power of Emotional Intelligence; Boston, Mass. Harvard Business School Press. 2002. pp.306 price 42.95 The Centre 1-800-804-0777.
Daniel Coleman; author of Emotional Intelligence, Psychologist faculty- Harvard University.
Preface.
The purpose of this book is to explore the role of emotional intelligence in leadership. E I is a factor of importance in leadership in the workplace, in education and in life in general.
Part One- The Power Of E.I.
Ch. 1. Primal Leadership.
"Great leadership works through emotions." p.3. Effective leaders drive emotions positively. This is called "resonance".p.5. E.I. gives a leader an advantage. Emotions are described as an "open loop" p.6 system that is impacted by outside factors. i.e. emotions of others. Leaders lead emotionally as well as verbally. Emotional leaders may not be the designated leaders. Positive emotions demonstrated by smiles and laughter spread more easily than negative emotions. Productivity and work quality are effected by emotions positively and negatively.
Ch.2. Resonant Leadership.
Resonance has to do with "synchronous vibrations".p.20 and in leadership resonance has to do with being in touch with and capitalizing on the emotions of those being led. Dissonance is very counterproductive. It can come in various forms from abusiveness to manipulation. Effective leadership involves "heart and head-feeling and thought".p.26. E.I. is about "self-awareness, self-management, social awareness, and relational management".p.30 and its competencies.
Ch. 3. The Neuroanatomy of Leadership.
E.I. competencies are cross cultural. "Effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence".p.40. Effective leaders make decisions based on both data and intuition (smart guess). Without self-management a leader will not manage the emotions of other people well. Self-management is basic to integrity and transparency. The E.I. competency of social awareness (empathy) "is crucial for the leader’s primal task of driving resonance". p.49. Relational management is a combination of self-awareness, self-management and empathy.
Ch. 4. The Leadership Repertoire.
Six leadership styles are identified-"visionary, coaching, affiliative, democratic, pacesetting and commsnding".p.55. The strengths and weaknesses of each are discussed. Different styles should be used at different times when needs warrant them. The first four styles build resonance.
Ch. 5. The Dissonant Styles.
The downsides of pacesetting as a leadership style are presented. It should be used sparingly. It can work well when combined with other styles. The command style of leadership, sometimes called the "coercive"p.76 style, is very common. It is a style that has its place in times of crisis or emergency when it is used for a limited time. It requires great self control to be successful.
Part Two. Making Leaders.
Ch. 6. Becoming a Resonant Leader.
It is crucial that leaders are getting continuous authentic feedback from those whom they are leading, 360-degree evaluation. This is a real challenge for a leader. A lack of feedback results in "CEO disease".p.93. It is most common in women and minority groups. The perceived inability to change is a real hindrance to leaders who need ongoing feedback. E.I. can be learned and retained. Leadership is both inherent and learned. "Five discoveries"p.110 are involved in effective "self-directed learning".p.109.
Ch. 7. The Motivation to Change.
The beginning of change is the acknowledgment of a dream or unfulfilled passion. This dream or passion is referred to as the "ideal self"p.115. There are many obstacles that keep us from realizing our ideal self. e.g. commitments to life-styles, choice of career, etc. Furthermore dreams and aspirations can change. It is very important to be aware of your "real self".p.126. Recognize and deal with self-delusion. Being nice is a poor substitute for accurate observations and results in neutered feedback. Effective leaders place a premium on getting the truth about their leadership. Negative feedback is part of this truth and has value. An indicator of readiness for change is an understanding about yourself of what you like and want to keep and what you don’t like and know that it must go. Most leaders need help getting to this point.
Ch.8. Metamorphosis- Sustaining Leadership Change.
A learning agenda is a better environment for sustained change then a performance agenda. Goal setting and planning are examined as they relate to sustained change. A fairly involved discussion is presented about learning and the psychological processes involved. The power of relationships and how this relates to leadership is presented. "Positive groups (relationships) help people make positive changes."p.163. Change is easier with the help of mentors and coaches.
Part Three. Building Emotionally Intelligent Organizations.
Ch. 9. The Emotionally Reality Teams.
Team leadership has become the way to lead in the last few decades. E.I. is key with this kind of leadership also. Norms, "long-established and deeply embedded ground rules"p.173, have a significant effect on how a team functions. Self-awareness, self-management, etc., have to be applied to the team.
Ch. 10. Reality and the Real Vision.- Giving Life to the Organization’s Future.
Organizational dissonance makes positive change difficult if not impossible. "Dynamic inquiry- focused conversations and open-ended questions intended to get at people’s feelings"p.199 is helpful in finding out what is working and what is not working in an organization. Moving from dissonance to resonance involves vision,"attunement"p.206 and mission. Three "rules of engagement"p.218 are presented that will create resonance.
Ch. 11. Creating Sustainable Change.
"Organizations (like most individuals) thrive on routine and the status quo."p.226. Sustainable change is a huge challenge. The power of culture may be a hindrance to change. Leadership development should be viewed as a process not a program. This calls for a safe environment of learning. "People can and will change when they find a good reason to do so." p.245. "Resonance is the key to primal leadership."p.248.
Comment HD
A very scholarly treatment of the topic. Many examples are given when the specifics of E.I. are discussed. These examples are primarily from business organizations. This material would be valuable to leaders leading in any environment, e.g.church leaders. It would be especially relevant to those who are leaders of leaders. Cutting edge stuff!
Daniel Coleman; author of Emotional Intelligence, Psychologist faculty- Harvard University.
Preface.
The purpose of this book is to explore the role of emotional intelligence in leadership. E I is a factor of importance in leadership in the workplace, in education and in life in general.
Part One- The Power Of E.I.
Ch. 1. Primal Leadership.
"Great leadership works through emotions." p.3. Effective leaders drive emotions positively. This is called "resonance".p.5. E.I. gives a leader an advantage. Emotions are described as an "open loop" p.6 system that is impacted by outside factors. i.e. emotions of others. Leaders lead emotionally as well as verbally. Emotional leaders may not be the designated leaders. Positive emotions demonstrated by smiles and laughter spread more easily than negative emotions. Productivity and work quality are effected by emotions positively and negatively.
Ch.2. Resonant Leadership.
Resonance has to do with "synchronous vibrations".p.20 and in leadership resonance has to do with being in touch with and capitalizing on the emotions of those being led. Dissonance is very counterproductive. It can come in various forms from abusiveness to manipulation. Effective leadership involves "heart and head-feeling and thought".p.26. E.I. is about "self-awareness, self-management, social awareness, and relational management".p.30 and its competencies.
Ch. 3. The Neuroanatomy of Leadership.
E.I. competencies are cross cultural. "Effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence".p.40. Effective leaders make decisions based on both data and intuition (smart guess). Without self-management a leader will not manage the emotions of other people well. Self-management is basic to integrity and transparency. The E.I. competency of social awareness (empathy) "is crucial for the leader’s primal task of driving resonance". p.49. Relational management is a combination of self-awareness, self-management and empathy.
Ch. 4. The Leadership Repertoire.
Six leadership styles are identified-"visionary, coaching, affiliative, democratic, pacesetting and commsnding".p.55. The strengths and weaknesses of each are discussed. Different styles should be used at different times when needs warrant them. The first four styles build resonance.
Ch. 5. The Dissonant Styles.
The downsides of pacesetting as a leadership style are presented. It should be used sparingly. It can work well when combined with other styles. The command style of leadership, sometimes called the "coercive"p.76 style, is very common. It is a style that has its place in times of crisis or emergency when it is used for a limited time. It requires great self control to be successful.
Part Two. Making Leaders.
Ch. 6. Becoming a Resonant Leader.
It is crucial that leaders are getting continuous authentic feedback from those whom they are leading, 360-degree evaluation. This is a real challenge for a leader. A lack of feedback results in "CEO disease".p.93. It is most common in women and minority groups. The perceived inability to change is a real hindrance to leaders who need ongoing feedback. E.I. can be learned and retained. Leadership is both inherent and learned. "Five discoveries"p.110 are involved in effective "self-directed learning".p.109.
Ch. 7. The Motivation to Change.
The beginning of change is the acknowledgment of a dream or unfulfilled passion. This dream or passion is referred to as the "ideal self"p.115. There are many obstacles that keep us from realizing our ideal self. e.g. commitments to life-styles, choice of career, etc. Furthermore dreams and aspirations can change. It is very important to be aware of your "real self".p.126. Recognize and deal with self-delusion. Being nice is a poor substitute for accurate observations and results in neutered feedback. Effective leaders place a premium on getting the truth about their leadership. Negative feedback is part of this truth and has value. An indicator of readiness for change is an understanding about yourself of what you like and want to keep and what you don’t like and know that it must go. Most leaders need help getting to this point.
Ch.8. Metamorphosis- Sustaining Leadership Change.
A learning agenda is a better environment for sustained change then a performance agenda. Goal setting and planning are examined as they relate to sustained change. A fairly involved discussion is presented about learning and the psychological processes involved. The power of relationships and how this relates to leadership is presented. "Positive groups (relationships) help people make positive changes."p.163. Change is easier with the help of mentors and coaches.
Part Three. Building Emotionally Intelligent Organizations.
Ch. 9. The Emotionally Reality Teams.
Team leadership has become the way to lead in the last few decades. E.I. is key with this kind of leadership also. Norms, "long-established and deeply embedded ground rules"p.173, have a significant effect on how a team functions. Self-awareness, self-management, etc., have to be applied to the team.
Ch. 10. Reality and the Real Vision.- Giving Life to the Organization’s Future.
Organizational dissonance makes positive change difficult if not impossible. "Dynamic inquiry- focused conversations and open-ended questions intended to get at people’s feelings"p.199 is helpful in finding out what is working and what is not working in an organization. Moving from dissonance to resonance involves vision,"attunement"p.206 and mission. Three "rules of engagement"p.218 are presented that will create resonance.
Ch. 11. Creating Sustainable Change.
"Organizations (like most individuals) thrive on routine and the status quo."p.226. Sustainable change is a huge challenge. The power of culture may be a hindrance to change. Leadership development should be viewed as a process not a program. This calls for a safe environment of learning. "People can and will change when they find a good reason to do so." p.245. "Resonance is the key to primal leadership."p.248.
Comment HD
A very scholarly treatment of the topic. Many examples are given when the specifics of E.I. are discussed. These examples are primarily from business organizations. This material would be valuable to leaders leading in any environment, e.g.church leaders. It would be especially relevant to those who are leaders of leaders. Cutting edge stuff!
Leading Beyond Church Walls; Developing Congregations With a Heart for the Unchurched
Hamilton, Adam; Leading Beyond Church Walls; Developing Congregations With a Heart for the Unchurched. 2002 Abingdon Press, Nashville. pp208 price 36.95 available at the Centre - 1-800-804-0777.
Adam Hamilton- senior pastor at United Methodist Church of the Resurrection, Leawood, Kansas.
Introduction.
The author is optimistic about renewal in mainline churches in America. The desire is there and the key will be the willingness and wisdom to respond to the challenge of necessary change and commitment.
Ch. 1. A Biblical Model for Leadership; The Shepherd.
Shepherds take initiative with sheep. The motivator is compassion.
Ch. 2. Three Questions You Must Answer.
1. "Why do people need Christ?"p.21. 2. "Why do people need church?"p.23. Five reasons are given to explain why people need church. i.e. It is Christ’s body. 3. "Why do people need this particular church?"p.25. This has to do with personal needs and gifting. Each church is unique.
Ch. 3. The Fourth Question.
"To whom does the church belong?"p.28. The obvious answer is, the Lord. The implications of this truth are paramount. We need to be clear about the Lord’s passion and ministry and emulate it.
Ch. 4. Marketing the Church.
Marketing takes on a spiritual meaning that could be equated to evangelism (selling the gospel). ‘Market research’ is all about becoming aware of a church’s community and it’s needs. Marketing gets information about the church out to the community.
Ch. 5. The Little Things.
Little things create first impressions so therefore they are important.
Ch.6. Effective Follow-up Strategies.
Follow-up is absolutely essential to church growth. A number of specific ideas are suggested for follow-up. They include having people sign up, giving hand-delivered gifts, newsletters, a pastoral evangelistic call.
Ch. 7. Great Expectations.
Views are expressed and definitions are explained about membership. Joining a church should be easy. Expectations of members should be challenging but realistic.. The general goal of membership is to make disciples that are maturing and ministering.
Ch. 8. Reflections on "Traditional" Worship.
It is suggested that worship be a blend of "scripture, tradition, experience, and reason".p.68. Effective worship requires thorough planning and sincere prayer.
Ch. 9. Preaching.
Ten characteristics are listed regarding Jesus’ sermon(s). Preaching for many people is the reason why they join a church. Five preaching ‘aims’ for the author (a preacher) are "evangelism, discipleship, equipping and sending, pastoral care, and institutional development".p.79.
Ch. 10. Pastoral Care.
Pastoral care is a privilege and also a part of balanced ministry. i.e. preaching and pastoral care. The goal of pastoral care is to "represent Christ"p.105. Pastoral care can be done by pastors and/or lay people. The key is gifting.
Ch. 11. Weddings and Funerals.
Both are great opportunities for evangelism. Funerals are opportunities for special care especially for the unchurched.
Ch.12. Troubled Waters. Dealing With Opposition.
When criticism is positive it is good. There can also be some learning with negative criticism. Criticism should never be ignored. It could indicate a failure in communication. It is usually associated with change. The author offers seven ‘pointers’ regarding how to respond to criticism.
Ch. 13. Becoming a Visionary Leader.
The pastor is the primary vision caster but this function is not limited to him. Acts 2:7. "Vision is the ability to see possibilities, pitfalls, untapped potential, and a preferred picture of the future."p.133. Vision casting can be a ‘team sport’. There should be short and long term vision casting. "Ten essential ingredients for developing and implementing visions in the church", p.137 are presented. This is practical information.
Ch. 14. What You Need to Know About Staff.
The role of the "personnel committee"p.149 is explained. The role of the senior pastor becomes more administrative as the staff grows. Management becomes necessary. The chapter closes with some practical suggestions about staffing.
Ch. 15. Fund Raising.
Addressing financial challenges in a materialistic society is not an option for church leaders. A church should challenge its people to declare up front what their financial goal is for the year. This is essential in order to set realistic church budgets. (Most churches do it the other way around.) The advantages of a stewardship campaign are discussed. Capital funds campaigns need to to be done from time to time.
Ch. 16. The Qualities of an Effective Pastor.
Ten qualities are listed and discussed. They include characteristics like integrity, humility, passion, vision, etc.
Ch. 17. Avoiding Burnout and Other Personal Advice.
A pastor has to remain well-grounded spiritually. Some practical suggestions are made on how to organize and prioritize your life as a pastor to avoid burnout, spiritual bankruptcy and moral failure.
Ch. 18. A Postscript and a Word of Encouragement.
This author believes the megachurches are here to stay. He gives six reasons. This is not to say that small churches will disappear. All churches have incredible potential. The author gives five reasons why he is "persuaded that mainline Christianity can once again be a tremendous force for the kingdom of God".p.203.
Comment HD
What a positive message about mainline churches from one of its own pastors. It reminds me of Reg Bibby’s assessment of Canadian mainline churches. Adam has chosen a very wide topic in this book and that makes it read more like a report at times. His United Methodist Theology and polity is apparent. An enjoyable read with practical, encouraging material.
Adam Hamilton- senior pastor at United Methodist Church of the Resurrection, Leawood, Kansas.
Introduction.
The author is optimistic about renewal in mainline churches in America. The desire is there and the key will be the willingness and wisdom to respond to the challenge of necessary change and commitment.
Ch. 1. A Biblical Model for Leadership; The Shepherd.
Shepherds take initiative with sheep. The motivator is compassion.
Ch. 2. Three Questions You Must Answer.
1. "Why do people need Christ?"p.21. 2. "Why do people need church?"p.23. Five reasons are given to explain why people need church. i.e. It is Christ’s body. 3. "Why do people need this particular church?"p.25. This has to do with personal needs and gifting. Each church is unique.
Ch. 3. The Fourth Question.
"To whom does the church belong?"p.28. The obvious answer is, the Lord. The implications of this truth are paramount. We need to be clear about the Lord’s passion and ministry and emulate it.
Ch. 4. Marketing the Church.
Marketing takes on a spiritual meaning that could be equated to evangelism (selling the gospel). ‘Market research’ is all about becoming aware of a church’s community and it’s needs. Marketing gets information about the church out to the community.
Ch. 5. The Little Things.
Little things create first impressions so therefore they are important.
Ch.6. Effective Follow-up Strategies.
Follow-up is absolutely essential to church growth. A number of specific ideas are suggested for follow-up. They include having people sign up, giving hand-delivered gifts, newsletters, a pastoral evangelistic call.
Ch. 7. Great Expectations.
Views are expressed and definitions are explained about membership. Joining a church should be easy. Expectations of members should be challenging but realistic.. The general goal of membership is to make disciples that are maturing and ministering.
Ch. 8. Reflections on "Traditional" Worship.
It is suggested that worship be a blend of "scripture, tradition, experience, and reason".p.68. Effective worship requires thorough planning and sincere prayer.
Ch. 9. Preaching.
Ten characteristics are listed regarding Jesus’ sermon(s). Preaching for many people is the reason why they join a church. Five preaching ‘aims’ for the author (a preacher) are "evangelism, discipleship, equipping and sending, pastoral care, and institutional development".p.79.
Ch. 10. Pastoral Care.
Pastoral care is a privilege and also a part of balanced ministry. i.e. preaching and pastoral care. The goal of pastoral care is to "represent Christ"p.105. Pastoral care can be done by pastors and/or lay people. The key is gifting.
Ch. 11. Weddings and Funerals.
Both are great opportunities for evangelism. Funerals are opportunities for special care especially for the unchurched.
Ch.12. Troubled Waters. Dealing With Opposition.
When criticism is positive it is good. There can also be some learning with negative criticism. Criticism should never be ignored. It could indicate a failure in communication. It is usually associated with change. The author offers seven ‘pointers’ regarding how to respond to criticism.
Ch. 13. Becoming a Visionary Leader.
The pastor is the primary vision caster but this function is not limited to him. Acts 2:7. "Vision is the ability to see possibilities, pitfalls, untapped potential, and a preferred picture of the future."p.133. Vision casting can be a ‘team sport’. There should be short and long term vision casting. "Ten essential ingredients for developing and implementing visions in the church", p.137 are presented. This is practical information.
Ch. 14. What You Need to Know About Staff.
The role of the "personnel committee"p.149 is explained. The role of the senior pastor becomes more administrative as the staff grows. Management becomes necessary. The chapter closes with some practical suggestions about staffing.
Ch. 15. Fund Raising.
Addressing financial challenges in a materialistic society is not an option for church leaders. A church should challenge its people to declare up front what their financial goal is for the year. This is essential in order to set realistic church budgets. (Most churches do it the other way around.) The advantages of a stewardship campaign are discussed. Capital funds campaigns need to to be done from time to time.
Ch. 16. The Qualities of an Effective Pastor.
Ten qualities are listed and discussed. They include characteristics like integrity, humility, passion, vision, etc.
Ch. 17. Avoiding Burnout and Other Personal Advice.
A pastor has to remain well-grounded spiritually. Some practical suggestions are made on how to organize and prioritize your life as a pastor to avoid burnout, spiritual bankruptcy and moral failure.
Ch. 18. A Postscript and a Word of Encouragement.
This author believes the megachurches are here to stay. He gives six reasons. This is not to say that small churches will disappear. All churches have incredible potential. The author gives five reasons why he is "persuaded that mainline Christianity can once again be a tremendous force for the kingdom of God".p.203.
Comment HD
What a positive message about mainline churches from one of its own pastors. It reminds me of Reg Bibby’s assessment of Canadian mainline churches. Adam has chosen a very wide topic in this book and that makes it read more like a report at times. His United Methodist Theology and polity is apparent. An enjoyable read with practical, encouraging material.
Video Kit; Building Contagious Leaders
Mittleberg, Mark. Video Kit; Building Contagious Leaders. 2001 Willow Creek Community Church. price 39.95. Available at 1-800-804-0777. (The Centre)
Mark Mittleberg; Director of Evangelism, Willow Creek Association.
Tape 1. Extending Our Reach; The Evangelistic Change Process. (59 min.)
There is a gap between the idealism of evangelism; "go into all the world an make disciples", and the realism of evangelism which involves in most cases a fairly huge guilt trip. The desired change is about moving through a six stage process.
Stage 1. We as leaders need to own and model evangelism. The second law of spiritual dynamics is evangelistic entrophy. We need to admit this and deal with it. Prayer is key.
Stage 2. We need to become intentional about instilling and spreading the value of evangelism. Declare war on things that prevent it. Leadership is crucial. Bill Hybels shares the vision to be an evangelist. It must be taught.
Stage 3. Empower an evangelistic point person, a leader with an evangelistic passion working with the pastor. Commission that person publicly. Help that person develop.
Stage 4. Liberate and Equip every member in the church to do evangelism. Liberate from a stereotype image. Everyone may do it their way. Equip through ongoing teaching and training.
Stage 5. Build a team of gifted people. Don’t just celebrate the fruit. Celebrate the evangelizers. The front line team (evangelists) should spend time together but then be sent out in their areas of ministry.
Stage 6. Outreach. This follows stages 1-5. It is built on a solid foundation of personnel evangelism. Outreach as a one time event doesn’t produce the results that we want.
Tape 2. A Tale of Highly Contagious Churches.
Eight characteristics of highly contagious churches are as follows:
1. Relentless in their mission.
2. Uncompromising in their message.
3. Strategic about change.
4. Characterized by creativity.
5. Renowned for courage.
6. Commited to paying the price to reach lost people.
7. Motivated by spiritual results.
8. Marked by urgency.
Mark Mittleberg; Director of Evangelism, Willow Creek Association.
Tape 1. Extending Our Reach; The Evangelistic Change Process. (59 min.)
There is a gap between the idealism of evangelism; "go into all the world an make disciples", and the realism of evangelism which involves in most cases a fairly huge guilt trip. The desired change is about moving through a six stage process.
Stage 1. We as leaders need to own and model evangelism. The second law of spiritual dynamics is evangelistic entrophy. We need to admit this and deal with it. Prayer is key.
Stage 2. We need to become intentional about instilling and spreading the value of evangelism. Declare war on things that prevent it. Leadership is crucial. Bill Hybels shares the vision to be an evangelist. It must be taught.
Stage 3. Empower an evangelistic point person, a leader with an evangelistic passion working with the pastor. Commission that person publicly. Help that person develop.
Stage 4. Liberate and Equip every member in the church to do evangelism. Liberate from a stereotype image. Everyone may do it their way. Equip through ongoing teaching and training.
Stage 5. Build a team of gifted people. Don’t just celebrate the fruit. Celebrate the evangelizers. The front line team (evangelists) should spend time together but then be sent out in their areas of ministry.
Stage 6. Outreach. This follows stages 1-5. It is built on a solid foundation of personnel evangelism. Outreach as a one time event doesn’t produce the results that we want.
Tape 2. A Tale of Highly Contagious Churches.
Eight characteristics of highly contagious churches are as follows:
1. Relentless in their mission.
2. Uncompromising in their message.
3. Strategic about change.
4. Characterized by creativity.
5. Renowned for courage.
6. Commited to paying the price to reach lost people.
7. Motivated by spiritual results.
8. Marked by urgency.
The Dream Releasers; How to Help Others Realize Their Dreams While Achieving Your Own
Cordeiro Wayne; The Dream Releasers; How to Help Others Realize Their Dreams While Achieving Your Own. Regal; Ventura, California. 2002 pp.189. price 19.95 Available at 1-800-804-0077, (Leadership Centre). Dr.Wayne Cordeiro- senior pastor of New Hope Christian Fellowship, Honolulu.
Part One. The Power of a Dream Released.
Ch. 1. If Dreams Could Fly. Everyone has a dream. It is God’s G.P.S. for us. A dream can be powerful. e.g. Martin Luther King.
Ch. 2. Human Jewelry Boxes. 2Cor.4:7. Don’t mistake the box for the jewelry. Most of this chapter is about the author’s dream as a child and it’s realization.
Ch.3. A Destiny To Discover. Ps.139:15-16. "In every life is contained all the potential through which God can accomplish great things."p.30. It takes time for dreams to become a reality.
Ch.4. Die Empty! Cemeteries hold many unrealized dreams. Let’s not add to the wealth of graveyards. Our goal should be to die empty.
Part Two. Becoming a Dream Releaser.
Ch. 5. Soaring Free. The author tells his experience as a young teenager in Japan where he thought he was buying a finch when he found out that he was paying to set the finch free. He tells of a mentor who helped him to be released for ministry.
Ch.6, Following The Master. Jesus was a dream releaser. e.g. Peter. In the process of having our dreams released there are many lessons of faith and intercession. e.g.Solomon. Dream releasers are prepared to confront and they protect.
Ch. 7. Dream Killers. 1. Unproven character. This usually involves some kind of suffering. 2. Pride. "Pride often results from poorly stewarded confidence".p.106. 3. Impatience. It interferes seriously with God’s timing. "Nothing can take the place of persistence." Calvin Coolidge. 4. Ingratitude. God responds to a grateful heart. 5. Incorrectability. A focus on wisdom will take care of this enemy. 6. Unbelief. 7. Unresolved sin. It brings the process of dream releasing to a grinding halt. 8. The inability to act. Dreams don’t come true without action.
Ch. 8. Keys of a Dream Releaser. Three keys of a dream releaser are "stewarding influence",p.134, "stewarding authority",p.139, "stewarding problems"."p.143. The comments on these three keys are very good. A dream releaser experiences a special joy by when other people’s dreams are released.
Ch.9. Portrait of a Dream Releaser. A dream releaser loves. "The unconditional love ...builds greenhouses for young dreamers."p.162. This love needs to be verbalized. Dream releasing doesn’t happen until there is an understanding of and the ability to see the need.
Ch.10. Calling all Dream Releasers. This is a short chapter encouraging people to be dream releasers. It includes a personal prayer. It is important to have an action plan as a dream releaser.
Comment. HD. My kind of book. An easy read and a good resource for anyone who is serious about being an encourager.This book has actually motivated me to make a New Year’s resolution (I don’t usually make them) where I am resolving to take my relationships of those people God has brought into my life, and will bring into my life, to a higher level. YES!
Part One. The Power of a Dream Released.
Ch. 1. If Dreams Could Fly. Everyone has a dream. It is God’s G.P.S. for us. A dream can be powerful. e.g. Martin Luther King.
Ch. 2. Human Jewelry Boxes. 2Cor.4:7. Don’t mistake the box for the jewelry. Most of this chapter is about the author’s dream as a child and it’s realization.
Ch.3. A Destiny To Discover. Ps.139:15-16. "In every life is contained all the potential through which God can accomplish great things."p.30. It takes time for dreams to become a reality.
Ch.4. Die Empty! Cemeteries hold many unrealized dreams. Let’s not add to the wealth of graveyards. Our goal should be to die empty.
Part Two. Becoming a Dream Releaser.
Ch. 5. Soaring Free. The author tells his experience as a young teenager in Japan where he thought he was buying a finch when he found out that he was paying to set the finch free. He tells of a mentor who helped him to be released for ministry.
Ch.6, Following The Master. Jesus was a dream releaser. e.g. Peter. In the process of having our dreams released there are many lessons of faith and intercession. e.g.Solomon. Dream releasers are prepared to confront and they protect.
Ch. 7. Dream Killers. 1. Unproven character. This usually involves some kind of suffering. 2. Pride. "Pride often results from poorly stewarded confidence".p.106. 3. Impatience. It interferes seriously with God’s timing. "Nothing can take the place of persistence." Calvin Coolidge. 4. Ingratitude. God responds to a grateful heart. 5. Incorrectability. A focus on wisdom will take care of this enemy. 6. Unbelief. 7. Unresolved sin. It brings the process of dream releasing to a grinding halt. 8. The inability to act. Dreams don’t come true without action.
Ch. 8. Keys of a Dream Releaser. Three keys of a dream releaser are "stewarding influence",p.134, "stewarding authority",p.139, "stewarding problems"."p.143. The comments on these three keys are very good. A dream releaser experiences a special joy by when other people’s dreams are released.
Ch.9. Portrait of a Dream Releaser. A dream releaser loves. "The unconditional love ...builds greenhouses for young dreamers."p.162. This love needs to be verbalized. Dream releasing doesn’t happen until there is an understanding of and the ability to see the need.
Ch.10. Calling all Dream Releasers. This is a short chapter encouraging people to be dream releasers. It includes a personal prayer. It is important to have an action plan as a dream releaser.
Comment. HD. My kind of book. An easy read and a good resource for anyone who is serious about being an encourager.This book has actually motivated me to make a New Year’s resolution (I don’t usually make them) where I am resolving to take my relationships of those people God has brought into my life, and will bring into my life, to a higher level. YES!
The State of the Church 2002
Barna George; The State of the Church 2002; Issachar Resources. Ventura, 2002. pp.143 price 20.95
George Barna- Directing leader of the Barna Research Group Ltd. Ventura, California.
Section 1. The Religious Practices of Americans.
Ch.1. Going to Church
Church attendance (not spirituality) is one of the easiest indicators to track. 43% of adults attended church once a week in 2000. The percentage in the last five years has varied by only three percent 40-43%. In the last decade the percentage of unchurched has risen from 24% to 34%.
Ch.2. Bible Reading.
9 out of 10 households have Bibles. Bible reading is on the increase. Bible reading is highest among older people. Of the three ethnic groups, white, black, Hispanic, blacks have the highest percentage re; Bible reading., 63% in 2000.
Ch. 3. Volunteering at a Church.
This practice has changed very little in the last decade.
Ch. 4. Prayer.
This is the most common practice among Americans.
Ch. 5. Involvement in Small Groups.
Only 18% of adults are involved in a small group. This practice is more common among Protestants than Catholics.
Ch. 6. Attending Sunday School.
There has been a substantial (6%) increase in S.S.. attendance in the last year. A large growth came from the Boomers.
Ch. 7. Personal Evangelism.
Boomers as a group have experienced the greatest change in evangelical fervor.
Section 2. The Religious Beliefs of Americans.
Ch. 8. The Importance of Faith.
The percentage of those who consider a religious faith important has not changed in the last decade. "The younger a person is, the less likely they are to portray religious faith as a very important element in their life." p.42. More women consider faith important than men, 73% cf. 58%.
Ch. 9. Commitment to Christianity.
Commitment is not a popular topic.
Ch. 10. Who Is God?
96% believe in God. 27% believe in a non-biblical God.
Ch. 11. Jesus; Sinner or Savior?
A surprisingly high percentage of people believe that Jesus was a sinner while on earth.
Ch. 12. A Personal Commitment to Jesus Christ.
Two thirds of all adults claim they have made this commitment. Making a commitment is pretty much a Protestant concept.
Ch. 13. Is Satan Real?
Six out of ten adults believe Satan is a symbol not a reality. Born again Christians are not exempt from this group.
Ch.14. The Bible’s Accuracy.
Less than half of all adults agree that the Bible is "totally accurate in all of its teachings". p.70.
Ch. 15. Earning Salvation.
Over half of adults believe that salvation can be earned. The statistics on this topic are really quite disturbing and are a serious reflection on biblical teaching or the lack thereof.
Ch. 16. The Responsibility to Evangelize.
Adults are quite evenly divided about the matter of feeling a responsibility to evangelize. In recent years it has improved in many subgroups.
Section 3. Other Measures of American Faith.
Ch. 17. Different Flavors of Christianity.
The term Christian is widely used and is often considered synonymous with American. The primary denominations are Catholic and Protestant with about 25% of adults being Catholic and 50% Protestant. A number of comparisons are made between these two groups. Evangelicals make up only 5% of the population. Non-evangelical born again Christians make up 35% of the population and notional Christians make up 35%. note;
Non-evangelical Christians "have made a personal commitment to Christ (etc.) but they do not meet all of the other criteria that define evangelicals."p.8. Notional Christians "consider themselves to be Christians but do not meet the born again criteria". p.8.
Ch. 18. Teenagers and Their Faith.
Teenagers have always had an interest in spiritual things. There has been a significant decline in the number of evangelical teenagers in the past decade. Church affiliation has remained unchanged. There seem to be two reasons why teenagers are involved in church related activities. One has to do with the opportunity to be with friends (relationships) and the other is a genuine desire to have a God experience.
Ch. 19. Protestant Congregations.
There are about 320,000 churches in America. In this last decade church attendance has dropped. Statistics are given about church finances, theological leanings, pastoral compensation and pastoral background..
Section 4. Charting the Course.
Ch. 20. Challenges to the Church.
Nine core issues have surfaced from the studies leading to this book. 1. There is a lot of sameness pertaining to the last decade which suggests a real resistance to change. 2. Evangelicals are in decline. 3. Ethnic groups are growing rapidly. 4. We have many Bibles but not much knowledge about Bible truth. 5."Christianity has no cost in America." p.125. 6. Knowledge about the power and significance of the supernatural is sadly lacking. 7. The young people are having a greater impact on the church culture than we realize. 8, Churches aren’t really having an impact on society. 9. There is a great need for real leaders in our churches.
Comment. HD.
The significance of statistics depends on what people do with them. They can be used for support or for illumination. The closing section is helpful in determining the importance of these statistics. The state of the church is really not that great. It was a real surprise to me learn that evangelicals make up only 5% of the population. As I read about America I am wondering how Canada compares.
George Barna- Directing leader of the Barna Research Group Ltd. Ventura, California.
Section 1. The Religious Practices of Americans.
Ch.1. Going to Church
Church attendance (not spirituality) is one of the easiest indicators to track. 43% of adults attended church once a week in 2000. The percentage in the last five years has varied by only three percent 40-43%. In the last decade the percentage of unchurched has risen from 24% to 34%.
Ch.2. Bible Reading.
9 out of 10 households have Bibles. Bible reading is on the increase. Bible reading is highest among older people. Of the three ethnic groups, white, black, Hispanic, blacks have the highest percentage re; Bible reading., 63% in 2000.
Ch. 3. Volunteering at a Church.
This practice has changed very little in the last decade.
Ch. 4. Prayer.
This is the most common practice among Americans.
Ch. 5. Involvement in Small Groups.
Only 18% of adults are involved in a small group. This practice is more common among Protestants than Catholics.
Ch. 6. Attending Sunday School.
There has been a substantial (6%) increase in S.S.. attendance in the last year. A large growth came from the Boomers.
Ch. 7. Personal Evangelism.
Boomers as a group have experienced the greatest change in evangelical fervor.
Section 2. The Religious Beliefs of Americans.
Ch. 8. The Importance of Faith.
The percentage of those who consider a religious faith important has not changed in the last decade. "The younger a person is, the less likely they are to portray religious faith as a very important element in their life." p.42. More women consider faith important than men, 73% cf. 58%.
Ch. 9. Commitment to Christianity.
Commitment is not a popular topic.
Ch. 10. Who Is God?
96% believe in God. 27% believe in a non-biblical God.
Ch. 11. Jesus; Sinner or Savior?
A surprisingly high percentage of people believe that Jesus was a sinner while on earth.
Ch. 12. A Personal Commitment to Jesus Christ.
Two thirds of all adults claim they have made this commitment. Making a commitment is pretty much a Protestant concept.
Ch. 13. Is Satan Real?
Six out of ten adults believe Satan is a symbol not a reality. Born again Christians are not exempt from this group.
Ch.14. The Bible’s Accuracy.
Less than half of all adults agree that the Bible is "totally accurate in all of its teachings". p.70.
Ch. 15. Earning Salvation.
Over half of adults believe that salvation can be earned. The statistics on this topic are really quite disturbing and are a serious reflection on biblical teaching or the lack thereof.
Ch. 16. The Responsibility to Evangelize.
Adults are quite evenly divided about the matter of feeling a responsibility to evangelize. In recent years it has improved in many subgroups.
Section 3. Other Measures of American Faith.
Ch. 17. Different Flavors of Christianity.
The term Christian is widely used and is often considered synonymous with American. The primary denominations are Catholic and Protestant with about 25% of adults being Catholic and 50% Protestant. A number of comparisons are made between these two groups. Evangelicals make up only 5% of the population. Non-evangelical born again Christians make up 35% of the population and notional Christians make up 35%. note;
Non-evangelical Christians "have made a personal commitment to Christ (etc.) but they do not meet all of the other criteria that define evangelicals."p.8. Notional Christians "consider themselves to be Christians but do not meet the born again criteria". p.8.
Ch. 18. Teenagers and Their Faith.
Teenagers have always had an interest in spiritual things. There has been a significant decline in the number of evangelical teenagers in the past decade. Church affiliation has remained unchanged. There seem to be two reasons why teenagers are involved in church related activities. One has to do with the opportunity to be with friends (relationships) and the other is a genuine desire to have a God experience.
Ch. 19. Protestant Congregations.
There are about 320,000 churches in America. In this last decade church attendance has dropped. Statistics are given about church finances, theological leanings, pastoral compensation and pastoral background..
Section 4. Charting the Course.
Ch. 20. Challenges to the Church.
Nine core issues have surfaced from the studies leading to this book. 1. There is a lot of sameness pertaining to the last decade which suggests a real resistance to change. 2. Evangelicals are in decline. 3. Ethnic groups are growing rapidly. 4. We have many Bibles but not much knowledge about Bible truth. 5."Christianity has no cost in America." p.125. 6. Knowledge about the power and significance of the supernatural is sadly lacking. 7. The young people are having a greater impact on the church culture than we realize. 8, Churches aren’t really having an impact on society. 9. There is a great need for real leaders in our churches.
Comment. HD.
The significance of statistics depends on what people do with them. They can be used for support or for illumination. The closing section is helpful in determining the importance of these statistics. The state of the church is really not that great. It was a real surprise to me learn that evangelicals make up only 5% of the population. As I read about America I am wondering how Canada compares.
The Prevailing Church: An Alternative to Ministry
Randy Pope; The Prevailing Church: An Alternative to Ministry. Moody Press.Chicago. 2002; price 32.95 pp. 256. Available at Leadership Centre. 1-800-804-0777
Randy Pope; senior pastor , Perimeter Church, Duluth, Georgia.
Ch. 1. The Church- Prevailing or Precautious?
The word that describes a church that is doing what it should be doing and being what it should be is prevailing. The opposite is precautious. "The prevailing church is neither a package or a model. Every prevailing church is an original."p.25.
Ch. 2. Four Marks of a Prevailing Church.
1. It is composed of people who live out the confession that Christ is Lord. 2. The people live out that confession in the world. This is a church on the offensive. 3. It is involved in the battle for the souls of lost people. (evangelism). 4. A prevailing church wins the battle against the gates of hell (Hades). Souls are being brought into the kingdom. This chapter closes with a few questions of "diagnostic evaluation". p.36-37.
Ch.3. What Makes a Church Grow? Six Widely Recognized Causes and an Often Overlooked Seventh Factor.
ICor. 3;7. God causes growth. Man has a part as the ‘gardener’. Churches need to have a strong theology and a healthy polity. Spiritual renewal has to be an ongoing characteristic for growth to happen. Gifted, commited, modeling leadership is basic to growth. Laity must take responsibility for their own spirituality and ministry. Adequate facilities are essential for growth. A prevailing church is not possible without financial resources. A church will not prevail if it does not have an effective ministry plan. It knows its purpose and where it is going. This is all about vision and mission.
Ch. 4. First component of an Effective Ministry Plan. A God-honoring Purpose.
This chapter is introduced with a discussion of the glory of God. The church exists for the glory of God.
Ch. 5. Second Component of an Effective Ministry Plan. A Faith Oriented Commitment.
When considering an option or action for ministry the bottom line has to be, Is it God’s will? This commitment will still involve risk and sometimes apparent failure. Several accounts of how the faith commitment works are related.
Ch.6. Third Component of an Effective Ministry Plan. A God-given Vision.
It is vision that explains what the church wants to accomplish. Receiving a vision is usually the result of spiritual discipline and leadership.
Ch. 7. Two Functions of God-given Vision. A Safe Home and an Effective Mission.
Effective ministry must come out of a safe home. More specifically this speaks about mature and effective believers. A church’s vision must be "God-given, well articulated in writing and cast before your people as often and in as many forums as possible."p.96.
Ch. 8. Fourth Component of an Effective Ministry Plan. Well Prioritized Values.
It is not easy to identify or alter unseated values. Values usually fall into two categories; who we are and what we do (as a church).
Ch.9. The Fifth Component of an Effective Ministry Plan. A Well-Defined Mission.
Mission is the means by which the vision is reached. This calls for a deliberate well defined plan involving specific components.
Ch. 10. The Teams-Based Church.
TEAMS-based involves "a method of making mature an equipped followers of Christ (that) centers on the use of Truth, Equipping, Accountability, Mission and Supplication,"p.113, that will result in some identified goals. Some contrasts are made between this method and a program based method. The concepts of the gathered and scattered church are explored as they relate to a prevailing church.
Ch. 11. Implementing a Well-Defined Mission.
In the challenge of outreach the concept of geographically near but relationally far is a significant factor in doing city mission. The experiences at Perimeter church are used as an illustration for how city wide mission can function. One outcome of this plan was the formation of Perimeter Ministries International. In all this both mission and vision must be clearly identified and kept in proper perspective.
Ch. 12. Sixth Component of an Effective Ministry Plan. Biblically-Based Job Description.
"If the church is really to succeed in its mission of witnessing to the non-churched world in the Twenty-First Century, it must develop aggressive, dynamic and inspiring leaders." Robert H. Schuller. Deacons: (Acts 6:1-6) This is a position of service. e.g. Stephen. Deacons serve elders. Theirs is a hands on ministry especially to those in need. Elders: (Matt.16:13-19) This position(s) has to do with spiritual authority. e.g. apostolic authority. This includes discipline.
Ch.13. Key Roles. Pastor and Staff.
The pastor is referred to as the "leader equipper". p.153. (Eph. 4:11-12). The responsibility is two-fold. First to help believers discover and use their spiritual gifts and establish an environment in which this can happen. Teaching is a strong focus. A four-tiered organizational model is suggested. "Owner (God), Employer (Elders/Staff), Employee (Members), Customer (Unchurched and Members)." p.157. The leadership and pastoral responsibilities are discussed.
Ch.14. Key Roles. Laity.
The job description of laity focuses very much on spiritual gifts. They must be discovered, developed and deployed. "We need to give the work of God back to the people of God." p.167. The costs of being a lay minister are discussed.
Ch.15. Seventh Component of an Effective Ministry Plan. A Strategically Designed Infrastructure.
"Designing a ministry infrastructure has to do with determining which functions in the life of a church get prime time and primary leadership." p.178. A biblical view of things should never be compromised. Infrastructure is there to accommodate mission.
Ch.16. Eighth Component of an Effective Ministry Plan. A Culturally Oriented Strategy.
A strategy must be chosen to reach the unchurched and hurting people of the community. Assimilation happens when people feel connected and they feel that they are contributing. It is very important that church attendees actually learn the Bible. This can happen through preaching, small groups, classroom and personal study. Another important aspect of a positive church culture is shepherding.
Ch. 17. Ninth Component of an Effective Ministry Plan. Well-Documented Goals.
Goals give focus to life. They create motion which in turn make it possible for guidance systems to function. Goals must be specific, measurable, attainable, realistic and time bound. Goals should be set by those who have the responsibility to attain them, i.e. the leadership.
Ch. 18. Tenth Component of an Effective Ministry Plan. A Time Bound Shedule.
Of two things we can be quite certain, change is inevitable and resistance to change will always be present. The timing of change is a very significant factor in making it successful. Change sometimes goes more smoothly when the old and the new are allowed to co-exist for a time. A helpful technique in planning change is to focus on the date the goal is to be accomplished and then plan backward from that date to determine a schedule.
Ch. 19. Difficult Choices.
When choices are made they always come with advantages and disadvantages. These have to be weighed and usually this is where the difficulties arise. "Every strength on every continuum creates its own matching weakness." p.223. The battle between wants (consumerism) and unfelt needs (alignment) adds to the difficulty of choices.
Ch. 20. Strategies for Evangelism.
Effective evangelism is an outcome of solid discipleship. Eight specific suggestions are made regarding evangelism. Evangelism is the result of goal focused preparation.
Ch. 21. A Case for Two Sides of Discipleship.
"Evangelism and discipleship are the food and drink of the prevailing church."p.241. Four realities are presented supporting the need for discipleship. They have to do with the power and presence of sin and the equipping of the believers for growth and ministry. Discipleship is both ‘taught’ and ‘caught’. It is good to use curriculum that is proven and relevant to the people that are being taught.
Comment HD.
This book is introduced by four pages of personal powerful endorsements. I would certainly add my own to those. As the sub-title suggests it does come across as an alternative approach to ministry. The book is really a manual for developing and deploying an effective ministry plan. for a prevailing church. I would recommend it as a compulsory resource for any pastoral library.
Randy Pope; senior pastor , Perimeter Church, Duluth, Georgia.
Ch. 1. The Church- Prevailing or Precautious?
The word that describes a church that is doing what it should be doing and being what it should be is prevailing. The opposite is precautious. "The prevailing church is neither a package or a model. Every prevailing church is an original."p.25.
Ch. 2. Four Marks of a Prevailing Church.
1. It is composed of people who live out the confession that Christ is Lord. 2. The people live out that confession in the world. This is a church on the offensive. 3. It is involved in the battle for the souls of lost people. (evangelism). 4. A prevailing church wins the battle against the gates of hell (Hades). Souls are being brought into the kingdom. This chapter closes with a few questions of "diagnostic evaluation". p.36-37.
Ch.3. What Makes a Church Grow? Six Widely Recognized Causes and an Often Overlooked Seventh Factor.
ICor. 3;7. God causes growth. Man has a part as the ‘gardener’. Churches need to have a strong theology and a healthy polity. Spiritual renewal has to be an ongoing characteristic for growth to happen. Gifted, commited, modeling leadership is basic to growth. Laity must take responsibility for their own spirituality and ministry. Adequate facilities are essential for growth. A prevailing church is not possible without financial resources. A church will not prevail if it does not have an effective ministry plan. It knows its purpose and where it is going. This is all about vision and mission.
Ch. 4. First component of an Effective Ministry Plan. A God-honoring Purpose.
This chapter is introduced with a discussion of the glory of God. The church exists for the glory of God.
Ch. 5. Second Component of an Effective Ministry Plan. A Faith Oriented Commitment.
When considering an option or action for ministry the bottom line has to be, Is it God’s will? This commitment will still involve risk and sometimes apparent failure. Several accounts of how the faith commitment works are related.
Ch.6. Third Component of an Effective Ministry Plan. A God-given Vision.
It is vision that explains what the church wants to accomplish. Receiving a vision is usually the result of spiritual discipline and leadership.
Ch. 7. Two Functions of God-given Vision. A Safe Home and an Effective Mission.
Effective ministry must come out of a safe home. More specifically this speaks about mature and effective believers. A church’s vision must be "God-given, well articulated in writing and cast before your people as often and in as many forums as possible."p.96.
Ch. 8. Fourth Component of an Effective Ministry Plan. Well Prioritized Values.
It is not easy to identify or alter unseated values. Values usually fall into two categories; who we are and what we do (as a church).
Ch.9. The Fifth Component of an Effective Ministry Plan. A Well-Defined Mission.
Mission is the means by which the vision is reached. This calls for a deliberate well defined plan involving specific components.
Ch. 10. The Teams-Based Church.
TEAMS-based involves "a method of making mature an equipped followers of Christ (that) centers on the use of Truth, Equipping, Accountability, Mission and Supplication,"p.113, that will result in some identified goals. Some contrasts are made between this method and a program based method. The concepts of the gathered and scattered church are explored as they relate to a prevailing church.
Ch. 11. Implementing a Well-Defined Mission.
In the challenge of outreach the concept of geographically near but relationally far is a significant factor in doing city mission. The experiences at Perimeter church are used as an illustration for how city wide mission can function. One outcome of this plan was the formation of Perimeter Ministries International. In all this both mission and vision must be clearly identified and kept in proper perspective.
Ch. 12. Sixth Component of an Effective Ministry Plan. Biblically-Based Job Description.
"If the church is really to succeed in its mission of witnessing to the non-churched world in the Twenty-First Century, it must develop aggressive, dynamic and inspiring leaders." Robert H. Schuller. Deacons: (Acts 6:1-6) This is a position of service. e.g. Stephen. Deacons serve elders. Theirs is a hands on ministry especially to those in need. Elders: (Matt.16:13-19) This position(s) has to do with spiritual authority. e.g. apostolic authority. This includes discipline.
Ch.13. Key Roles. Pastor and Staff.
The pastor is referred to as the "leader equipper". p.153. (Eph. 4:11-12). The responsibility is two-fold. First to help believers discover and use their spiritual gifts and establish an environment in which this can happen. Teaching is a strong focus. A four-tiered organizational model is suggested. "Owner (God), Employer (Elders/Staff), Employee (Members), Customer (Unchurched and Members)." p.157. The leadership and pastoral responsibilities are discussed.
Ch.14. Key Roles. Laity.
The job description of laity focuses very much on spiritual gifts. They must be discovered, developed and deployed. "We need to give the work of God back to the people of God." p.167. The costs of being a lay minister are discussed.
Ch.15. Seventh Component of an Effective Ministry Plan. A Strategically Designed Infrastructure.
"Designing a ministry infrastructure has to do with determining which functions in the life of a church get prime time and primary leadership." p.178. A biblical view of things should never be compromised. Infrastructure is there to accommodate mission.
Ch.16. Eighth Component of an Effective Ministry Plan. A Culturally Oriented Strategy.
A strategy must be chosen to reach the unchurched and hurting people of the community. Assimilation happens when people feel connected and they feel that they are contributing. It is very important that church attendees actually learn the Bible. This can happen through preaching, small groups, classroom and personal study. Another important aspect of a positive church culture is shepherding.
Ch. 17. Ninth Component of an Effective Ministry Plan. Well-Documented Goals.
Goals give focus to life. They create motion which in turn make it possible for guidance systems to function. Goals must be specific, measurable, attainable, realistic and time bound. Goals should be set by those who have the responsibility to attain them, i.e. the leadership.
Ch. 18. Tenth Component of an Effective Ministry Plan. A Time Bound Shedule.
Of two things we can be quite certain, change is inevitable and resistance to change will always be present. The timing of change is a very significant factor in making it successful. Change sometimes goes more smoothly when the old and the new are allowed to co-exist for a time. A helpful technique in planning change is to focus on the date the goal is to be accomplished and then plan backward from that date to determine a schedule.
Ch. 19. Difficult Choices.
When choices are made they always come with advantages and disadvantages. These have to be weighed and usually this is where the difficulties arise. "Every strength on every continuum creates its own matching weakness." p.223. The battle between wants (consumerism) and unfelt needs (alignment) adds to the difficulty of choices.
Ch. 20. Strategies for Evangelism.
Effective evangelism is an outcome of solid discipleship. Eight specific suggestions are made regarding evangelism. Evangelism is the result of goal focused preparation.
Ch. 21. A Case for Two Sides of Discipleship.
"Evangelism and discipleship are the food and drink of the prevailing church."p.241. Four realities are presented supporting the need for discipleship. They have to do with the power and presence of sin and the equipping of the believers for growth and ministry. Discipleship is both ‘taught’ and ‘caught’. It is good to use curriculum that is proven and relevant to the people that are being taught.
Comment HD.
This book is introduced by four pages of personal powerful endorsements. I would certainly add my own to those. As the sub-title suggests it does come across as an alternative approach to ministry. The book is really a manual for developing and deploying an effective ministry plan. for a prevailing church. I would recommend it as a compulsory resource for any pastoral library.
The Seven Deadly Sins of Small Group Ministry: A Troubleshooting Guide for Church Leaders
Donahue Bill; Robinson Russ. The Seven Deadly Sins of Small Group Ministry: A Troubleshooting Guide for Church Leaders. Zondervan, Grand Rapids. 2002.
Bill Donahue; executive director of Small Group Ministries Movement for Willow Creek Association.
Russ Robinson; senior pastor Meadowbrook Church in North Haledon, N.J.
Ch. 1. Sin One. Unclear Ministry Objectives.
The decision to begin small groups in a church because of all the positive good that can come from such a program is not going to make a successful small group ministry. Churches must choose to use a specific model as part of their objective. Three simple models are; "church with small groups, church is small groups (cells), church of small groups".p.20. A chart is presented to illustrate the difference between these models. The purpose of small groups must always be compatible with the over all goal (mission) of the church. The recognition of unclear ministry objectives is basic to dealing with the problem.
Ch.2. Strategies and Tools for Developing Clear Ministry Objectives.
Here are some criteria for ministry objectives. Groups must be formed around affinity. Geography (proximity) can be another criteria. Getting into a group may take a centralized or decentralized approach. Groups should have leaders. Meetings should be structured. The choice of curriculum should be monitored. Evangelism is an overall goal of a church so it needs to be a priority in small groups. This happens through "vertical and horizontal alignment". p.42-43. This will involve communication, coordination, and collaboration.
Ch. 3. Sin Two, Lack of Point Leadership.
Objectives and leadership are inseparable. There must be a designated point leader if small group ministry is to be effective. It is a mistake to add this leadership to some who already has a portfolio. The effectiveness of small groups must be monitored.
Ch. 4. Strategies and Tools for Choosing Effective Point Leaders.
When the essentials of a point leader are identified they are to be viewed as tools for selection not characteristics that all leaders have. These essentials are spiritual gifts, leadership, administration, discernment, leadership traits, proven history, spiritual life. (and the ability to walk on water-my emphasis) Key skills for point leaders are communicating vision, team building, and interviewing for leaders. note; The challenge in many smaller churches is not so much the choice of a right leader but finding a leader among limited volunteers.(HD)
Ch. 5. Sin Three. Poor Coaching Structures.
The most common problem for coaches is a disregard for an appropriate span of care. The result is burn out. Coaches must be led and fed even though they are leading. Three threats to good coaching technique are huddles that have become stagnant, discomfort when coaches visit small groups and one on one sessions that don’t go past the superficiality of business only. Coaches work with task based leaders.
Ch. 6. Strategies and Tools for Rebuilding Poor Coaching Structures.
Effective coaches are caring, listening, encouraging, praying, reproducing individuals. Division leaders lead coaches. It is their responsibility to identify and develop coaches. To neglect coaches is to invite burn out for a church leader.
Ch. 7. Sin Four. Neglect of Ongoing Leadership Development.
Leader shortage is always a problem in churches. It takes more than an ‘identify and deploy’ tactic to provide leaders. Development is key. It requires a leadership culture in which teaching is clear and strong. Modeling is important.
Ch. 8. Strategies and Tools for Developing Leaders.
It is important to be aware of ‘rising leaders’ and those new people with some past leadership experience. "Concentrate on selection more than development."p.116. An apprenticeship program is an effective way to develop leaders. Leaders can be developed by forming a whole group of apprentices and training them. (turbo group.)
Ch. 9. Sin Five. Closed Group Mindset.
"A closed group mindset is a death sentence to true community."p.129. The open chair is an essential for any small group. Groups can be threatened by seekers (newcomers).
Ch. 10. Strategies and Tools for Transforming Group Mindset.
Small groups are about community. This implies accessibility. Open small groups are characterized by apprentices and flexible relevant curriculum. When groups move from being open to being contagious (outreach) evangelism begins to happen. These groups fall into three levels of evangelism.
Ch. 11. Sin Six. Narrow Definition of Small Groups.
When a small group does only one thing e.g. Bible study, it is by definition a narrow group. When groups compare and contrast themselves with other groups they evidence narrowness. The goal of spiritual progress and maturity needs to be tempered by patience and love.
Ch. 12. Strategies and Tools for Broadening the Range of Small Groups.
Three principles for developing small groups are "a common developmental framework, a common structure, and a common ground".p.168. A long list of affinity groups is given and discussed briefly. The areas of affinity are need, task, interest and life stage.
Ch. 13. Sin Seven. Neglect of the Assimilation Process.
The obstacles to assimilation are isolation, not getting connected, lack of information about new people and not doing proper follow up. Some very detailed charts are presented to illustrate the structure of assimilation.
Ch. 14. Strategies and Tools for Improving Assimilation.
The four tools for assimilation are mobilize-moving people from being a guest to becoming connected, connect-in community, develop-permanent connectedness, retain- continued connectedness even though there is movement in community.
At the end of the book there are seven appendixes.
Comment. HD
At the beginning of the book three models for small groups are identified. This book is all about one of those models, a church of small groups. The illustrations come primarily from one (mega) church, Willow Creek. Since the majority of churches are smaller and probably use a different model (a church with small groups) the illustrations are weakened. The challenge is to identify transferable principles and apply them to a local church. This is a "how to" book for doing small groups.
Bill Donahue; executive director of Small Group Ministries Movement for Willow Creek Association.
Russ Robinson; senior pastor Meadowbrook Church in North Haledon, N.J.
Ch. 1. Sin One. Unclear Ministry Objectives.
The decision to begin small groups in a church because of all the positive good that can come from such a program is not going to make a successful small group ministry. Churches must choose to use a specific model as part of their objective. Three simple models are; "church with small groups, church is small groups (cells), church of small groups".p.20. A chart is presented to illustrate the difference between these models. The purpose of small groups must always be compatible with the over all goal (mission) of the church. The recognition of unclear ministry objectives is basic to dealing with the problem.
Ch.2. Strategies and Tools for Developing Clear Ministry Objectives.
Here are some criteria for ministry objectives. Groups must be formed around affinity. Geography (proximity) can be another criteria. Getting into a group may take a centralized or decentralized approach. Groups should have leaders. Meetings should be structured. The choice of curriculum should be monitored. Evangelism is an overall goal of a church so it needs to be a priority in small groups. This happens through "vertical and horizontal alignment". p.42-43. This will involve communication, coordination, and collaboration.
Ch. 3. Sin Two, Lack of Point Leadership.
Objectives and leadership are inseparable. There must be a designated point leader if small group ministry is to be effective. It is a mistake to add this leadership to some who already has a portfolio. The effectiveness of small groups must be monitored.
Ch. 4. Strategies and Tools for Choosing Effective Point Leaders.
When the essentials of a point leader are identified they are to be viewed as tools for selection not characteristics that all leaders have. These essentials are spiritual gifts, leadership, administration, discernment, leadership traits, proven history, spiritual life. (and the ability to walk on water-my emphasis) Key skills for point leaders are communicating vision, team building, and interviewing for leaders. note; The challenge in many smaller churches is not so much the choice of a right leader but finding a leader among limited volunteers.(HD)
Ch. 5. Sin Three. Poor Coaching Structures.
The most common problem for coaches is a disregard for an appropriate span of care. The result is burn out. Coaches must be led and fed even though they are leading. Three threats to good coaching technique are huddles that have become stagnant, discomfort when coaches visit small groups and one on one sessions that don’t go past the superficiality of business only. Coaches work with task based leaders.
Ch. 6. Strategies and Tools for Rebuilding Poor Coaching Structures.
Effective coaches are caring, listening, encouraging, praying, reproducing individuals. Division leaders lead coaches. It is their responsibility to identify and develop coaches. To neglect coaches is to invite burn out for a church leader.
Ch. 7. Sin Four. Neglect of Ongoing Leadership Development.
Leader shortage is always a problem in churches. It takes more than an ‘identify and deploy’ tactic to provide leaders. Development is key. It requires a leadership culture in which teaching is clear and strong. Modeling is important.
Ch. 8. Strategies and Tools for Developing Leaders.
It is important to be aware of ‘rising leaders’ and those new people with some past leadership experience. "Concentrate on selection more than development."p.116. An apprenticeship program is an effective way to develop leaders. Leaders can be developed by forming a whole group of apprentices and training them. (turbo group.)
Ch. 9. Sin Five. Closed Group Mindset.
"A closed group mindset is a death sentence to true community."p.129. The open chair is an essential for any small group. Groups can be threatened by seekers (newcomers).
Ch. 10. Strategies and Tools for Transforming Group Mindset.
Small groups are about community. This implies accessibility. Open small groups are characterized by apprentices and flexible relevant curriculum. When groups move from being open to being contagious (outreach) evangelism begins to happen. These groups fall into three levels of evangelism.
Ch. 11. Sin Six. Narrow Definition of Small Groups.
When a small group does only one thing e.g. Bible study, it is by definition a narrow group. When groups compare and contrast themselves with other groups they evidence narrowness. The goal of spiritual progress and maturity needs to be tempered by patience and love.
Ch. 12. Strategies and Tools for Broadening the Range of Small Groups.
Three principles for developing small groups are "a common developmental framework, a common structure, and a common ground".p.168. A long list of affinity groups is given and discussed briefly. The areas of affinity are need, task, interest and life stage.
Ch. 13. Sin Seven. Neglect of the Assimilation Process.
The obstacles to assimilation are isolation, not getting connected, lack of information about new people and not doing proper follow up. Some very detailed charts are presented to illustrate the structure of assimilation.
Ch. 14. Strategies and Tools for Improving Assimilation.
The four tools for assimilation are mobilize-moving people from being a guest to becoming connected, connect-in community, develop-permanent connectedness, retain- continued connectedness even though there is movement in community.
At the end of the book there are seven appendixes.
Comment. HD
At the beginning of the book three models for small groups are identified. This book is all about one of those models, a church of small groups. The illustrations come primarily from one (mega) church, Willow Creek. Since the majority of churches are smaller and probably use a different model (a church with small groups) the illustrations are weakened. The challenge is to identify transferable principles and apply them to a local church. This is a "how to" book for doing small groups.
The Younger Evangelicals; Facing The Challenge of the New World
The Younger Evangelicals; Facing The Challenge of the New World. (c) 2002 Baker Books, Grand Rapids. pp.283. price 26.95
Robert E.Webber- President, Institute for Worship Studies: Myers Prof. of Ministry at Northern Seminary: Emeritus Prof. of Theology at Wheaton College.
Book available at Leadership Centre Ph. 1-800-804-0777
Introduction.
This is a story about transition. i.e. older evangelicalism to younger evangelicalism. Like other paradigms, evangelicalism has experienced change. The present change is being led by "younger evangelicals".p. 15. The term "younger" refers to age (twenty something) and to an approach and attitude to change. Evangelicals are designated as "traditional-1950-1975, pragmatic- 1975-2000, younger-2000-"p.17. Younger evangelicals come form a great variety of churches, denominations and countries. The introduction ends up with an overview of the book under the heading, "How to read this book".p.19.
PART 1 Introduction to the Younger Evangelicals
Ch. 1 A Century of Evangelicals.
Twentieth century evangelicalism was characterized by a "fundamentalist-liberal conflict".p.24. There were three movements in that evangelicalism. Churches, church agencies, schools (theological), etc. reflect these movements. They are "fundamentalism (1925-1945), neoevangelicalism (1945-1966), and evangelical diversity (1966-2000)."p.25. These movements are discussed historically. note: Pragmatic evangelism is a movement that was influential at the end of the century. It is symbolized by Willow Creek Church. Pragmatic evangelicalism has "emerged as one of the most controversial movements of the twentieth century".p.41. At issue seem to be things such as perceived consumerism, too heavily need based, too entertaining, etc.
Ch.2. A New Kind of Evangelical.
In the movement of evangelical diversity evangelicals are identified as traditional, pragmatic, and young. (see Introduction). Younger evangelicals demonstrate an appreciation for tradition, order, communicating through story, imagination, community and willingness to make commitments. They are made up of "thinkers and practitioners".p.53. There are 24 characteristics identified for the young evangelicals.
PART 2. The Younger Evangelical Thinkers.
Ch.3. Communication. From Print to Cultural Transmission.
When culture changes communication must change, Communication by culture has replaced communication by print. "The younger evangelical has embraced a more cultural form of communication and applied these communication principles to ministry"p.69.
Ch. 4. History. From Ahistory to Tradition.
"Radical Orthodoxy"p.72, a movement back to tradition is attracting nonevangelicals. It emphasizes a return to theology, an ancient formulation of faith and classical Christianity. These themes are embraced by younger evangelicals. A return to classical Christianity and memory tradition is evidenced in some older evangelicals as well. In the process of deconstruction younger evangelicals are drawn to the Celtic tradition and the Middle Ages.
Ch. 5. Theology. From Propositionalism to Narrative.
The "Christian metanarrative"p.84, is presented. "God legislates human self-determination." St. Gregory. Evil is the result of choice which in turn results in death. The sin of Adam and Eve was a"refusal to ascend to God".p.85. All this makes necessary salvation. This is theology based on the "narrative of Israel and Jesus,"p.87, not reason and the scientific method. Four Christian views are presented regarding the interpretation of the Genesis story. The views of John C. Polkinghorne, dean and chaplain of Trinity Hall, Cambridge, on creation are presented. The stewardship of creation needs to be a part of theology. The question of understanding truth is addressed.
Ch. 6. Apologetics. From Rationalism to Enlightenment.
A brief overview of the history of apologetics is presented. "Evangelical foundationalism" is "a defense of Christianity based on God’s revelation in an inerrant Bible."p.97. "Postfoundationalism, asserts that Christianity can stand on its own; it needs no rational defense."p.99. The church as a Christian community is a key apologetic.
Ch. 7. Ecclesiology. From Invisible to Visible.
The evangelicalism of the twentieth century focused on a view of the church that defined it as any gathering of Christians. Churches were "saving stations"p.108. There is now a shift, among younger evangelicals, to a view of the corporate, visible church. It is not a shift away from doctrine and evangelism. The term ‘visible’ church has to do with a coming together of Christians, e.g. Protestant, Catholic, which results in a greater visibility and a type of ecumenicalism with an impact on culture, society and politics. This creates the potential for a stronger force against such issues as abortion, pornography, etc. Just as Israel was a visible people of God, so the church needs to be a visible body. The postmodern church is described as "ecclesial"p.117, in paradigm, community, ministry and mission. On p.123 there is review of the Younger Evangelical Thinkers. (Part Two).
PART 3. The Younger Evangelical Practitioners.
An article by Tullian Tchividjian, grandson of Billy Graham, is presented as an introduction to part three. It "represents the heart cry, and the direction of the younger evangelical". p.130. The title of the article is -A Cry for Difference from the Culturally Weary.
Ch. 8. Being Church. From Market to Mission.
Willow Creek Church is seen as a market driven church. The missional church ("church as mission"p.133) is characterized by the paradigm shift in evangelism from "come to Christ and then to the church" to "come to church and then to Christ."p.134. A missional church is not driven by consumerism (need based). Missional churches are often start-up churches. It is too difficult to change an existing church to a missional church. Mars Hill Church, Michigan, is cited as a large (attendance of ten thousand) missional church. It began in 1999.
Ch. 9. Pastors. From Power to Servanthood.
Many of the larger churches in the last twenty five years have been led with a CEO style of leadership. The change to a Biblical servant leadership is a priority for younger evangelicals. note: (One of the most powerful messages I (HD) have heard on servant leadership I heard from Bill Hybels.)
Ch. 10. Youth Ministries. From Parties to Prayer.
A brief historical overview is given about the characteristics of youth and youth movements. The present youth are compared to their boomer parents and nine differences (changes) are identified. The direction of youth ministries is away from parties, programs, etc, to prayer and what could be called more serious ministry and youth are responding positively.
Ch. 11, Educators. From Information to Formation.
"Information without transformation is pointless." David Clark. How can we guarantee transformation from information? The changes necessary in education are not as easy as in the churches. Start up colleges are not an option. It will a require a serious kind of ‘renovation’ which has unique challenges.
Ch. 12. Spiritual Formation. From Legalism to Freedom.
The word spirituality has changed drastically in meaning in recent decades. Legalism is very limiting. A significant part of the spirituality of younger evangelicals is "the return to more ancient forms of spirituality". p.179 This is also called "the return to the sacramental and the restoration of premodern traditions". p.180 These two topics are discussed. With premodern traditions pilgrimages and icons are becoming more popular.
Ch. 13. Worship Leaders. From Program to Narrative.
Among younger evangelicals there are three trends in worship. The first is a "reaction to entertainment worship".p.188. The issue here is not style and/or instrumentation but the reality of an encounter with God in worship. The second is "the longing for an encounter with God’s presence."p.191. Three symbols of the presence of God are, "the assembled people, the baptismal experience, the presence of God in the word and Eucharist."p.192. There is an increasing emphasis on art as a way to "remind us of the invisible". Ashley Olsen. The third trend is "a restoration of liturgical elements of worship".p.195. "Younger people today seem to be more interested in worship that has silence, contemplation, historical elements." Dale Dirksen. "Worship is an art form". p.198.
Ch. 14. Artists. From Constraint to Expression.
The arts are a reflection of convictions about Christianity. Three different theological views of art are presented. They range from art being viewed as a worldly expression to an expression of genuine worship. The significance of icons is discussed.
Ch.15. Evangelists. From Rallies to Relationships.
Evangelism for young evangelicals is not about rallies and programs. It is about relationships. These relationships are a healthy environment for discipleship. The method of evangelism is process evangelism involving stages of seeker, hearer, kneeler and faithful. Each stage has a rite of passage which leads to the next stage.
Ch.16. Activists. From Theory to Action.
Action arises out of theory. It will determine the kind of action. The theory (teaching) is clear. We are to be in the world but not of it. We are to be the soul, salt and light, of the world. Young evangelicals support the concept of the "embodied presence of Jesus". Dawn Haglund, in culture. i.e. salt and light. In the context of being the embodied presence of Christ the issue of war on terrorism is discussed. There needs to be clarity on the uniqueness of dual citizenship here; heaven and earth, church and nation.
PART 4. Conclusion.
Ch. 17. A New Kind of Leadership for the Twentieth Century.
This chapter heading summarizes the book. Specifically the new leadership is "young evangelicals". The leadership is "cultural, spiritual and theological".p.241.
Comment. HD.
In this book Bob Webber is discussing evangelicalism of the twentieth century and focuses on the changes that have taken place in the last half of the century. These changes involve three groups of evangelicals whom he labels traditional, pragmatic and younger. At the close of each chapter he presents a ‘table’ comparing these three groups with reference to the topic being discussed. Webber believes that younger evangelicals will be the leaders of evangelicalism in the twenty-first century. In our community I have not seen much evidence of the kind of changes Bob says are already happening in terms how church is being done. I tend to agree with Sally Morganthaler’s comment about the book, "eye popping, brain-bending." I did appreciate Bob’s optimism in his presentation. I bought this book in order to be able to revisit the information as we continue to experience change. One of best my friends is a young evangelical! (Dale Dirksen).
Robert E.Webber- President, Institute for Worship Studies: Myers Prof. of Ministry at Northern Seminary: Emeritus Prof. of Theology at Wheaton College.
Book available at Leadership Centre Ph. 1-800-804-0777
Introduction.
This is a story about transition. i.e. older evangelicalism to younger evangelicalism. Like other paradigms, evangelicalism has experienced change. The present change is being led by "younger evangelicals".p. 15. The term "younger" refers to age (twenty something) and to an approach and attitude to change. Evangelicals are designated as "traditional-1950-1975, pragmatic- 1975-2000, younger-2000-"p.17. Younger evangelicals come form a great variety of churches, denominations and countries. The introduction ends up with an overview of the book under the heading, "How to read this book".p.19.
PART 1 Introduction to the Younger Evangelicals
Ch. 1 A Century of Evangelicals.
Twentieth century evangelicalism was characterized by a "fundamentalist-liberal conflict".p.24. There were three movements in that evangelicalism. Churches, church agencies, schools (theological), etc. reflect these movements. They are "fundamentalism (1925-1945), neoevangelicalism (1945-1966), and evangelical diversity (1966-2000)."p.25. These movements are discussed historically. note: Pragmatic evangelism is a movement that was influential at the end of the century. It is symbolized by Willow Creek Church. Pragmatic evangelicalism has "emerged as one of the most controversial movements of the twentieth century".p.41. At issue seem to be things such as perceived consumerism, too heavily need based, too entertaining, etc.
Ch.2. A New Kind of Evangelical.
In the movement of evangelical diversity evangelicals are identified as traditional, pragmatic, and young. (see Introduction). Younger evangelicals demonstrate an appreciation for tradition, order, communicating through story, imagination, community and willingness to make commitments. They are made up of "thinkers and practitioners".p.53. There are 24 characteristics identified for the young evangelicals.
PART 2. The Younger Evangelical Thinkers.
Ch.3. Communication. From Print to Cultural Transmission.
When culture changes communication must change, Communication by culture has replaced communication by print. "The younger evangelical has embraced a more cultural form of communication and applied these communication principles to ministry"p.69.
Ch. 4. History. From Ahistory to Tradition.
"Radical Orthodoxy"p.72, a movement back to tradition is attracting nonevangelicals. It emphasizes a return to theology, an ancient formulation of faith and classical Christianity. These themes are embraced by younger evangelicals. A return to classical Christianity and memory tradition is evidenced in some older evangelicals as well. In the process of deconstruction younger evangelicals are drawn to the Celtic tradition and the Middle Ages.
Ch. 5. Theology. From Propositionalism to Narrative.
The "Christian metanarrative"p.84, is presented. "God legislates human self-determination." St. Gregory. Evil is the result of choice which in turn results in death. The sin of Adam and Eve was a"refusal to ascend to God".p.85. All this makes necessary salvation. This is theology based on the "narrative of Israel and Jesus,"p.87, not reason and the scientific method. Four Christian views are presented regarding the interpretation of the Genesis story. The views of John C. Polkinghorne, dean and chaplain of Trinity Hall, Cambridge, on creation are presented. The stewardship of creation needs to be a part of theology. The question of understanding truth is addressed.
Ch. 6. Apologetics. From Rationalism to Enlightenment.
A brief overview of the history of apologetics is presented. "Evangelical foundationalism" is "a defense of Christianity based on God’s revelation in an inerrant Bible."p.97. "Postfoundationalism, asserts that Christianity can stand on its own; it needs no rational defense."p.99. The church as a Christian community is a key apologetic.
Ch. 7. Ecclesiology. From Invisible to Visible.
The evangelicalism of the twentieth century focused on a view of the church that defined it as any gathering of Christians. Churches were "saving stations"p.108. There is now a shift, among younger evangelicals, to a view of the corporate, visible church. It is not a shift away from doctrine and evangelism. The term ‘visible’ church has to do with a coming together of Christians, e.g. Protestant, Catholic, which results in a greater visibility and a type of ecumenicalism with an impact on culture, society and politics. This creates the potential for a stronger force against such issues as abortion, pornography, etc. Just as Israel was a visible people of God, so the church needs to be a visible body. The postmodern church is described as "ecclesial"p.117, in paradigm, community, ministry and mission. On p.123 there is review of the Younger Evangelical Thinkers. (Part Two).
PART 3. The Younger Evangelical Practitioners.
An article by Tullian Tchividjian, grandson of Billy Graham, is presented as an introduction to part three. It "represents the heart cry, and the direction of the younger evangelical". p.130. The title of the article is -A Cry for Difference from the Culturally Weary.
Ch. 8. Being Church. From Market to Mission.
Willow Creek Church is seen as a market driven church. The missional church ("church as mission"p.133) is characterized by the paradigm shift in evangelism from "come to Christ and then to the church" to "come to church and then to Christ."p.134. A missional church is not driven by consumerism (need based). Missional churches are often start-up churches. It is too difficult to change an existing church to a missional church. Mars Hill Church, Michigan, is cited as a large (attendance of ten thousand) missional church. It began in 1999.
Ch. 9. Pastors. From Power to Servanthood.
Many of the larger churches in the last twenty five years have been led with a CEO style of leadership. The change to a Biblical servant leadership is a priority for younger evangelicals. note: (One of the most powerful messages I (HD) have heard on servant leadership I heard from Bill Hybels.)
Ch. 10. Youth Ministries. From Parties to Prayer.
A brief historical overview is given about the characteristics of youth and youth movements. The present youth are compared to their boomer parents and nine differences (changes) are identified. The direction of youth ministries is away from parties, programs, etc, to prayer and what could be called more serious ministry and youth are responding positively.
Ch. 11, Educators. From Information to Formation.
"Information without transformation is pointless." David Clark. How can we guarantee transformation from information? The changes necessary in education are not as easy as in the churches. Start up colleges are not an option. It will a require a serious kind of ‘renovation’ which has unique challenges.
Ch. 12. Spiritual Formation. From Legalism to Freedom.
The word spirituality has changed drastically in meaning in recent decades. Legalism is very limiting. A significant part of the spirituality of younger evangelicals is "the return to more ancient forms of spirituality". p.179 This is also called "the return to the sacramental and the restoration of premodern traditions". p.180 These two topics are discussed. With premodern traditions pilgrimages and icons are becoming more popular.
Ch. 13. Worship Leaders. From Program to Narrative.
Among younger evangelicals there are three trends in worship. The first is a "reaction to entertainment worship".p.188. The issue here is not style and/or instrumentation but the reality of an encounter with God in worship. The second is "the longing for an encounter with God’s presence."p.191. Three symbols of the presence of God are, "the assembled people, the baptismal experience, the presence of God in the word and Eucharist."p.192. There is an increasing emphasis on art as a way to "remind us of the invisible". Ashley Olsen. The third trend is "a restoration of liturgical elements of worship".p.195. "Younger people today seem to be more interested in worship that has silence, contemplation, historical elements." Dale Dirksen. "Worship is an art form". p.198.
Ch. 14. Artists. From Constraint to Expression.
The arts are a reflection of convictions about Christianity. Three different theological views of art are presented. They range from art being viewed as a worldly expression to an expression of genuine worship. The significance of icons is discussed.
Ch.15. Evangelists. From Rallies to Relationships.
Evangelism for young evangelicals is not about rallies and programs. It is about relationships. These relationships are a healthy environment for discipleship. The method of evangelism is process evangelism involving stages of seeker, hearer, kneeler and faithful. Each stage has a rite of passage which leads to the next stage.
Ch.16. Activists. From Theory to Action.
Action arises out of theory. It will determine the kind of action. The theory (teaching) is clear. We are to be in the world but not of it. We are to be the soul, salt and light, of the world. Young evangelicals support the concept of the "embodied presence of Jesus". Dawn Haglund, in culture. i.e. salt and light. In the context of being the embodied presence of Christ the issue of war on terrorism is discussed. There needs to be clarity on the uniqueness of dual citizenship here; heaven and earth, church and nation.
PART 4. Conclusion.
Ch. 17. A New Kind of Leadership for the Twentieth Century.
This chapter heading summarizes the book. Specifically the new leadership is "young evangelicals". The leadership is "cultural, spiritual and theological".p.241.
Comment. HD.
In this book Bob Webber is discussing evangelicalism of the twentieth century and focuses on the changes that have taken place in the last half of the century. These changes involve three groups of evangelicals whom he labels traditional, pragmatic and younger. At the close of each chapter he presents a ‘table’ comparing these three groups with reference to the topic being discussed. Webber believes that younger evangelicals will be the leaders of evangelicalism in the twenty-first century. In our community I have not seen much evidence of the kind of changes Bob says are already happening in terms how church is being done. I tend to agree with Sally Morganthaler’s comment about the book, "eye popping, brain-bending." I did appreciate Bob’s optimism in his presentation. I bought this book in order to be able to revisit the information as we continue to experience change. One of best my friends is a young evangelical! (Dale Dirksen).
Futuring; Leading Your Church Into Tomorrow
Futuring; Leading Your Church Into Tomorrow. (c) 2002 Baker Books, Grand Rapids, M. pp.197. price 32.95.
Samuel R. Chand- president, Beulah Heights Bible College, Atlanta.
Cecil Murphy- author of seventy-five books.
Book available at Leadership Centre- 1-800-804-0777
1. This Ain’t Your Daddy’s Church.
For the church to be relevant and effective methods need to be adjusted. This calls for leaders who "look at new paradigms of ministry, are future focused, embrace relevancy as a core issue, and are vision-and-purpose driven". p.17.
2. The Futurefaith Church.
Church leaders need to answer the questions, What? Why? How? and When? in that order. An example is presented of how this was done at Beulah Heights Bible College (BHBC). "Futurefaith leaders" p.31, are aware of, and respond to the changes of society and culture. The greatest need for change has to do with how leaders think.
3. Immigrants vs Natives. (this is a Leonard Sweet term)
Natives resist change. Immigrants recognize the need for assimilation through change. These mindsets, natives-immigrants, exist in all churches. How these groups communicate is crucial. Natives are threatened by the question, why?. To move from native to immigrant country is moving "from transaction to transformation". p.43.
4.Change Readiness.
To maintain a balanced view of change we need to consider the positives and negatives of change. Ten "traits of futuring leadership"p.46 are listed. We need to ask ourselves what needs to change in our thinking and what is keeping us from making those changes. Part of change readiness is preparing for change. This will involve some unlearning. Change must be promoted through effective vision casting. Remember there are no guarantees in change there is always an element of risk. Successful change requires toughness and sensitivity. "Change readiness means that leaders must prepare for change, promote change and lead change." p.62.
5. Expecting The Unexpected.
Adaptability is basic to futuring leadership. Change is increasing in speed and frequency. A list of lifestyles and practices is given that churches never had to deal with in the past. e.g. cohabitation before marriage, people with AIDS, etc. Thinking has to change from linear to looped. (processing numerous ideas at the same time). One concept that has changed in importance is the concept of a home church. People attend more than one church.
6. Sensitive Issues.
Sensitivity is to be applied to cultural issues, gender issues and generational issues. Differences should be celebrated not used as reasons for confrontation. The us vrs them mindset must go. "Futuring leaders continue to grow by staying aware of emerging sensitive issues.."p.85.
7. Communicating Today.
Communication must be cross generational. The author identifies five generations and looks at differences in communication between them. Electronic communication comes with some serious negatives. It tends to be poorly thought through and hoaxes and inaccuracies are too common.
8. Technophilia and Technophobia.
Technophilia- "openness to technology."p.97. Information technology should not be feared. The same is true for industrial technology and business technology.
9. Healthy Lifestyles.
This topic is discussed under the subheadings balance, behavior and biotechnology. Our lifestyles make balance in our lives a real challenge. Our behavior is impacted by the different levels of relationships. Technology has made it possible for people to be a part of our lives who in past generations would not be survivors (due to aging or sickness) or would have been permanently removed from society in institutions. How do we respond to such people?
10. Lifelong Learning.
Continuous learning through the various media is essential. Leadership styles in churches have changed. There has been a huge shift from power to influence. More than ever, "knowledge is power".p.114. We live in a culture where the best currency is information. Innovation is a valuable tool for survival and success.
11. Creative Leadership.
You cannot be a futuring leader without creativity. This will involve "strategic, genius and oblique"p.123 thinking. These types of thinking are defined and illustrated.
12. Timing.
"Being prepared for the future is more important than planning for it."p.131. Planning ahead is not adapting the past. Planning should always be practical.
13. Future Gazing.
This the tenth trait of futuring leaders. Chapters four to twelve deal with the first nine traits. Growing churches demonstrate characteristics are absent in nongrowing churches. The focus is a major difference.
14. Forty-four Trends.
These trends reflect changes that have happened in the last forty years. They are identified and discussed briefly. The terms native and immigrant are use frequently in the discussion. Futuring churches are immigrant focused. In these trends the author is attempting to "point out the issues that futuring church leaders and all Christian congregations are facing or will face in the near future". p.179.
15. Five Major Appeals.
They are also called motivational fuels. They are "compassion, community, challenge, reasonability, commitment."p.182. Churches who do well in the first two will thrive. Compassion results in connectedness at a level that is very much needed. In an individualistic society, community meets are a basic need.
16. Living in Epic Times.
"Experiential, Participatory, Icon-driven, Connection."p.185
17. New Leadership Styles.
In this last chapter the author identifies and briefly discusses five challenges for futuring leaders. They are:
"1. Focus the majority of your efforts on the future.
2. Understand the fundamental nature of change.
3. Appreciate complex systems and how they work.
4. Examine your leadership style.
5. Create a shared vision to build bridges to the future. "p.188.
Comment. HD.
This is a valuable book for any church leader who is serious about the future and all its challenges.. Dr. Chand has presented relevant information that is helpful to understand the importance of what he calls futuring. His suggestions about how to prepare for that future are very thought provoking. I learned a lot from this book. I think I can appreciate my past (heritage) more as I honestly give myself to making the most of the future.
Samuel R. Chand- president, Beulah Heights Bible College, Atlanta.
Cecil Murphy- author of seventy-five books.
Book available at Leadership Centre- 1-800-804-0777
1. This Ain’t Your Daddy’s Church.
For the church to be relevant and effective methods need to be adjusted. This calls for leaders who "look at new paradigms of ministry, are future focused, embrace relevancy as a core issue, and are vision-and-purpose driven". p.17.
2. The Futurefaith Church.
Church leaders need to answer the questions, What? Why? How? and When? in that order. An example is presented of how this was done at Beulah Heights Bible College (BHBC). "Futurefaith leaders" p.31, are aware of, and respond to the changes of society and culture. The greatest need for change has to do with how leaders think.
3. Immigrants vs Natives. (this is a Leonard Sweet term)
Natives resist change. Immigrants recognize the need for assimilation through change. These mindsets, natives-immigrants, exist in all churches. How these groups communicate is crucial. Natives are threatened by the question, why?. To move from native to immigrant country is moving "from transaction to transformation". p.43.
4.Change Readiness.
To maintain a balanced view of change we need to consider the positives and negatives of change. Ten "traits of futuring leadership"p.46 are listed. We need to ask ourselves what needs to change in our thinking and what is keeping us from making those changes. Part of change readiness is preparing for change. This will involve some unlearning. Change must be promoted through effective vision casting. Remember there are no guarantees in change there is always an element of risk. Successful change requires toughness and sensitivity. "Change readiness means that leaders must prepare for change, promote change and lead change." p.62.
5. Expecting The Unexpected.
Adaptability is basic to futuring leadership. Change is increasing in speed and frequency. A list of lifestyles and practices is given that churches never had to deal with in the past. e.g. cohabitation before marriage, people with AIDS, etc. Thinking has to change from linear to looped. (processing numerous ideas at the same time). One concept that has changed in importance is the concept of a home church. People attend more than one church.
6. Sensitive Issues.
Sensitivity is to be applied to cultural issues, gender issues and generational issues. Differences should be celebrated not used as reasons for confrontation. The us vrs them mindset must go. "Futuring leaders continue to grow by staying aware of emerging sensitive issues.."p.85.
7. Communicating Today.
Communication must be cross generational. The author identifies five generations and looks at differences in communication between them. Electronic communication comes with some serious negatives. It tends to be poorly thought through and hoaxes and inaccuracies are too common.
8. Technophilia and Technophobia.
Technophilia- "openness to technology."p.97. Information technology should not be feared. The same is true for industrial technology and business technology.
9. Healthy Lifestyles.
This topic is discussed under the subheadings balance, behavior and biotechnology. Our lifestyles make balance in our lives a real challenge. Our behavior is impacted by the different levels of relationships. Technology has made it possible for people to be a part of our lives who in past generations would not be survivors (due to aging or sickness) or would have been permanently removed from society in institutions. How do we respond to such people?
10. Lifelong Learning.
Continuous learning through the various media is essential. Leadership styles in churches have changed. There has been a huge shift from power to influence. More than ever, "knowledge is power".p.114. We live in a culture where the best currency is information. Innovation is a valuable tool for survival and success.
11. Creative Leadership.
You cannot be a futuring leader without creativity. This will involve "strategic, genius and oblique"p.123 thinking. These types of thinking are defined and illustrated.
12. Timing.
"Being prepared for the future is more important than planning for it."p.131. Planning ahead is not adapting the past. Planning should always be practical.
13. Future Gazing.
This the tenth trait of futuring leaders. Chapters four to twelve deal with the first nine traits. Growing churches demonstrate characteristics are absent in nongrowing churches. The focus is a major difference.
14. Forty-four Trends.
These trends reflect changes that have happened in the last forty years. They are identified and discussed briefly. The terms native and immigrant are use frequently in the discussion. Futuring churches are immigrant focused. In these trends the author is attempting to "point out the issues that futuring church leaders and all Christian congregations are facing or will face in the near future". p.179.
15. Five Major Appeals.
They are also called motivational fuels. They are "compassion, community, challenge, reasonability, commitment."p.182. Churches who do well in the first two will thrive. Compassion results in connectedness at a level that is very much needed. In an individualistic society, community meets are a basic need.
16. Living in Epic Times.
"Experiential, Participatory, Icon-driven, Connection."p.185
17. New Leadership Styles.
In this last chapter the author identifies and briefly discusses five challenges for futuring leaders. They are:
"1. Focus the majority of your efforts on the future.
2. Understand the fundamental nature of change.
3. Appreciate complex systems and how they work.
4. Examine your leadership style.
5. Create a shared vision to build bridges to the future. "p.188.
Comment. HD.
This is a valuable book for any church leader who is serious about the future and all its challenges.. Dr. Chand has presented relevant information that is helpful to understand the importance of what he calls futuring. His suggestions about how to prepare for that future are very thought provoking. I learned a lot from this book. I think I can appreciate my past (heritage) more as I honestly give myself to making the most of the future.
Becoming Your Favorite Church; What The Church Can Do When Pastors , Lay Leaders and People Work Together
Becoming Your Favorite Church; What The Church Can Do When Pastors , Lay Leaders and People Work Together. (c) 2002. Regal, Ventura, Cal. pp.257 price 17.50.
H.B.London Jr.- vice president of ministry outreach, Focus on the Family.
Neil B. Wiseman- consultant, preacher, professor of pastoral development.
Book available at Leadership Centre 1-800-804-0777
Introduction- The Local Church; Ground Zero for Christ’s Ministry.
An evaluation is made of today’s church. In many respects it has been marginalized. The challenge for the church today is huge.
Chapter 1. Lessons from the N.F.L.- New Ways to Develop an Achieving Team.
Christ developed his disciples into a powerful team to win the world and become leaders of the church. As a church team we need to realize that God is the owner. He has the last word. The choice of the head coach (senior pastor) is crucial. It must be with owner’s approval. The coach must be allowed to do his work. Assistant coaches (paid staff) may be involved. Players are chosen based on their skills (gifts) and talents. Specific roles of players may change as skills and needs change. Some of the challenges for the team will be training, unity, attrition, etc.
Chapter 2. Sharpen Your Skills. What it Takes to Belong to a World-Class Team.
Define your team and your team members. Consider the value of comparing assumptions with reality. There are many destructive notions circulating in churches, e.g. tradition defenders, trivia protectors, veto specialists, etc. Ten wholesome perspectives are listed. The focus here is lay leaders.
Chapter 3. Service, Submission, and Scripture. How to Replicate Jesus’ Team - Building Spirit.
As the ‘team-owner’ Jesus models a servant attitude. This was in complete contrast to any leadership style of his day. In the early church several organizational models were practiced. There are many advantages for working in teams. Eleven specific things are listed that Christ did as he developed his team.
Chapter 4. Seven Habits of Highly Effective Lay Leaders. An Incredible Journey Awaits Those Who Master the Lessons.
"A single individual can spark renewal in an entire congregation."p.83.
Habit 1. Start with the basics, commitment to Christ.
Habit 2. Apply Jesus’ perspective to Church politics.
Habit 3. Talk healthy talk. Avoid gossip. Make the grapevine a positive forum.
Habit 4. Seek God’s direction. His will can be known.
Habit 5. Reap the personal harvest of spiritual growth.
Habit 6. Grow past the past. We must rid ourselves of the toxins of the past.
Habit 7. See your church as God sees it. Focus on the strengths.
Chapter 5. New Testament Instructions. What the Playbook Requires of Those Who Lead.
Pastors are key in preparing lay leaders. They should be cherished. Leaders are also followers. 1Tim. 3, includes some spiritual qualities for lay leaders. Pastors deserve honor.
Chapter 6. Overcoming Myths About Leadership. How to Create Strong Bonds Between Pastors and Lay Leaders.
10 myths are identified and they deal with things such as opinions, conflict, experience etc. Myths have to be unmasked and reversed.
Chapter 7. Creating a Healthy Self-concept. How to Make Your Church Whole.
Although many churches are in various stages of dysfunction "healing is available".p.146. Things like location and reputation may contribute to a poor self-image. Lack of purpose and weak leadership also contribute to this problem. Focusing on good health involves recognition of a church’s uniqueness, displaying a willingness to do what has to be done to bring about positive change. As progress begins to happen it is important to do honest evaluations
Chapter 8. Pastors Under Fire. What Should Lay Leaders Do For Their Favorite Pastors.
Most of the chapter is made up of stories about pastors that have become casualties in the ministry. Ten suggestions are made to give guidance in how lay leaders can make a difference in a pastor’s life.
Chapter 9. A Pastor’s Bill of Rights. Liberating Your Minister to Greatness.
Rights involve responsibilities. The rights of pastors are identified as the right , to dream, to privacy, to professional development, to friendship, to protection from unrealistic scrutiny, to failure, of passage, to organizational support, to declare truth. Each of these is discussed briefly.
Chapter 10. 49 Ways to Love Your Pastor. How to Use The Big Three "A" Words.
The "A" words are "affirmation, appreciation and admiration". p.223. 49 specific ways are suggested on how to do this. They are based on ten principles which are also listed. A number of intangible gifts are added at the end of the chapter.
Comment. HD
The authors are attempting to address the challenge that our culture has marginalized churches. As they focus on pastors and lay leaders they describe some options that can be considered. The third group referred to in the title of the book, the people, are not really discussed. Much has been written about leaders and how they relate to people. More should be written about people and how they should relate to leaders. How much responsibility do we the people of the church have in being marginalized by our culture?
The book does deal with a relevant topic.
H.B.London Jr.- vice president of ministry outreach, Focus on the Family.
Neil B. Wiseman- consultant, preacher, professor of pastoral development.
Book available at Leadership Centre 1-800-804-0777
Introduction- The Local Church; Ground Zero for Christ’s Ministry.
An evaluation is made of today’s church. In many respects it has been marginalized. The challenge for the church today is huge.
Chapter 1. Lessons from the N.F.L.- New Ways to Develop an Achieving Team.
Christ developed his disciples into a powerful team to win the world and become leaders of the church. As a church team we need to realize that God is the owner. He has the last word. The choice of the head coach (senior pastor) is crucial. It must be with owner’s approval. The coach must be allowed to do his work. Assistant coaches (paid staff) may be involved. Players are chosen based on their skills (gifts) and talents. Specific roles of players may change as skills and needs change. Some of the challenges for the team will be training, unity, attrition, etc.
Chapter 2. Sharpen Your Skills. What it Takes to Belong to a World-Class Team.
Define your team and your team members. Consider the value of comparing assumptions with reality. There are many destructive notions circulating in churches, e.g. tradition defenders, trivia protectors, veto specialists, etc. Ten wholesome perspectives are listed. The focus here is lay leaders.
Chapter 3. Service, Submission, and Scripture. How to Replicate Jesus’ Team - Building Spirit.
As the ‘team-owner’ Jesus models a servant attitude. This was in complete contrast to any leadership style of his day. In the early church several organizational models were practiced. There are many advantages for working in teams. Eleven specific things are listed that Christ did as he developed his team.
Chapter 4. Seven Habits of Highly Effective Lay Leaders. An Incredible Journey Awaits Those Who Master the Lessons.
"A single individual can spark renewal in an entire congregation."p.83.
Habit 1. Start with the basics, commitment to Christ.
Habit 2. Apply Jesus’ perspective to Church politics.
Habit 3. Talk healthy talk. Avoid gossip. Make the grapevine a positive forum.
Habit 4. Seek God’s direction. His will can be known.
Habit 5. Reap the personal harvest of spiritual growth.
Habit 6. Grow past the past. We must rid ourselves of the toxins of the past.
Habit 7. See your church as God sees it. Focus on the strengths.
Chapter 5. New Testament Instructions. What the Playbook Requires of Those Who Lead.
Pastors are key in preparing lay leaders. They should be cherished. Leaders are also followers. 1Tim. 3, includes some spiritual qualities for lay leaders. Pastors deserve honor.
Chapter 6. Overcoming Myths About Leadership. How to Create Strong Bonds Between Pastors and Lay Leaders.
10 myths are identified and they deal with things such as opinions, conflict, experience etc. Myths have to be unmasked and reversed.
Chapter 7. Creating a Healthy Self-concept. How to Make Your Church Whole.
Although many churches are in various stages of dysfunction "healing is available".p.146. Things like location and reputation may contribute to a poor self-image. Lack of purpose and weak leadership also contribute to this problem. Focusing on good health involves recognition of a church’s uniqueness, displaying a willingness to do what has to be done to bring about positive change. As progress begins to happen it is important to do honest evaluations
Chapter 8. Pastors Under Fire. What Should Lay Leaders Do For Their Favorite Pastors.
Most of the chapter is made up of stories about pastors that have become casualties in the ministry. Ten suggestions are made to give guidance in how lay leaders can make a difference in a pastor’s life.
Chapter 9. A Pastor’s Bill of Rights. Liberating Your Minister to Greatness.
Rights involve responsibilities. The rights of pastors are identified as the right , to dream, to privacy, to professional development, to friendship, to protection from unrealistic scrutiny, to failure, of passage, to organizational support, to declare truth. Each of these is discussed briefly.
Chapter 10. 49 Ways to Love Your Pastor. How to Use The Big Three "A" Words.
The "A" words are "affirmation, appreciation and admiration". p.223. 49 specific ways are suggested on how to do this. They are based on ten principles which are also listed. A number of intangible gifts are added at the end of the chapter.
Comment. HD
The authors are attempting to address the challenge that our culture has marginalized churches. As they focus on pastors and lay leaders they describe some options that can be considered. The third group referred to in the title of the book, the people, are not really discussed. Much has been written about leaders and how they relate to people. More should be written about people and how they should relate to leaders. How much responsibility do we the people of the church have in being marginalized by our culture?
The book does deal with a relevant topic.
The Purpose Driven Life; What On Earth Am I Here For?
The Purpose Driven Life; What On Earth Am I Here For? (c) 2002 Zondervan, Grand Rapids. pp.34 price. 29.95.
Rick Warren- Pastor of Saddleback Church.
A Journey With Purpose; Getting The Most From This Book.
The format of the book is explained. The suggestion is made to read this book in 40 days, (one chaper each day). A feature of each day (chapter) is, A point to ponder, A verse to remember, and A question to consider. Readers are asked to make a "Covenant"p.13, that spells out the purpose for reading this book.
WHAT ON EARTH AM I HERE FOR?
Day 1. It All Starts With God.
To discover the purpose of life you begin with God. Self-help books are not the answer. Purpose is not discovered through speculation but through revelation. i.e. God’s Word.
Day 2. You Are Not An Accident.
"You’re parents may not have planned you, but God did." p.22. Everything (everyone) created has the stamp of God on it (him/her). He was motivated by love.
Day 3. What Drives Your Life?
The most common things that drive us are guilt, resentment and anger, fear, materialism, and need for approval. Knowing your purpose for living gives meaning to your life, simplifies your life, motivates your life, and prepares you for eternity.
Day 4. Made To Last Forever.
Ecc. 3:11. Eternity planted in the heart. There are only two choices as to where you will spend eternity. The purpose for this life is to prepare for eternity.
Day 5. Seeing Life From God’s View.
"We don’t see things as they are, we see them as we are." Anais Nin. We all have unspoken metaphors for life by which we are influenced. We are being tested continually. That makes everything that happens significant. "Life... is a trust." p.44. God owns it, we look after it.
Day 6. Life Is A Temporary Assignment.
As Christ’s ambassadors we don’t have the option of living as if this (world) is our home. Our life-styles often strongly attest to our commitment. We have it too good here.
Day 7. The Reason For Everything.
Its all about God’s glory. Only demons and humans can refuse to give God glory. There are five specific things mentioned as to how we can bring God glory They involve believing, receiving, and doing.
Purpose #1. You Were Planned For God’s Pleasure.
Day 8. Planned For God’s Pleasure.
Rev. 4:11, Ps. 149: 9a. We are created to be able to enjoy pleasure. When we bring pleasure to God we call it worship. Ps. 147:11. Worship in its many forms is not for us it is for God. "Worship... is your life.p.66.
Day 9. What Makes God Smile?
God’s smile needs to be the goal of our life. There are many things that make him smile, our love, trust, obedience, praise, and thanksgiving. Using our God-given gifts makes him smile. As a child brings a smile to to parent so we bring a smile to God because we are his.
Day 10. The Heart Of Worship.
It is surrender to God. It involves the concept of an offering. God is totally trustworthy. Pride is a barrier to worship. Surrender is not passive when it involves sacrifice, obedience, and trust. There are benefits in surrender. It is an event and a process.
Day 11. Becoming Best Friends With God.
There are many aspects to a relationship with God. Friendship is one of them. e.g. Adam and Eve, Abraham, etc. It happens through continual conversing with God. "Practicing the Presence of God". Brother Andrew.
Day 12. Developing Your Friendship With God.
The choice is ours. We must be honest, obedient in faith, and value what God values. There is nothing that we should desire more than our friendship with God.
Day 13. Worship That Pleases God.
"Worship must be based on the truth of Scripture." p.101. Then it will be authentic, accurate, thoughtful, and practical. Worship that pleases God is a heart thing.
Day 14. When God Seems Distant.
Friendships experience times of closeness and times of distance. Beware of unreliable feelings. Focus on what you know (about God).
Purpose #2. You Were Formed For God’s Family.
Day 15. Formed For God’s Family.
By faith we become members of God’s family. This is a permanent relationship. Baptism is one way we identify with that family. In Matt. 12:49-50 Jesus identifies his family as those who do the Father’s will.
Day 16. What Matters Most?
Love for God and fellow man. It is the most important. Love is the best thing we can do with life. It lasts forever. Love is time. It needs to happen now.
Day 17. A Place To Belong.
Our relationship to Christ is personal but it is not private. We are part of one body with many members. Being part of a healthy church is basic to a healthy spiritual life. We are committed to others just as we are committed to Christ.
Day 18. Experiencing Life Together.
This is called fellowship. It is characterized by authenticity, mutuality, sympathy, and mercy.
Day 19. Cultivating Community.
Genuine community does not happen without honesty. With honesty there must be love, humility, courtesy, and confidentiality. Doing community takes time.
Day 20. Restoring Broken Fellowship.
Restoration is based on peace-making. It involves communication first with God then with those who are a part of the broken relationship. Confession and forgiveness must happen. The goal is reconciliation not resolution.
Day 21. Protecting Your Church.
There are three things key to the church, unity, fellowship, and harmony. We need to do what we can to contribute to these.
Purpose #3 You Were Created To Become Like Christ.
Day 22. Created To Become Like Christ.
We are made in Christ’s image. Christlikeness is accomplished through the Holy Spirit. Our part is co-operation. It is a process.
Day 23. How To Grow.
This happens when we choose to make commitments. God does his part through the Spirit. Our goal should be maturity.
24. Transformed By Truth.
This is all about being in the Word. The truth from the Word must be assimilated and applied.
25. Transformed By Trouble.
"Problems force us to look to God and depend on him instead of ourselves."p.194. They build character. Patience and persistence are developed in times of difficulty.
Day 26. Growing Through Temptation.
Temptations are tests that provide opportunity for growth and strengthening. We need to be alert and prepared for temptation.
Day 27. Defeating Temptation.
2Tim. 2:22. Run! As thoughts of temptation enter your mind deliberately refocus to something wholesome and godly. Seek support from others (believers). Be realistic. Resist Satan.
Day 28. It Takes Time.
Natural and spiritual fruit develops according to a schedule. Get on schedule. Unlearning is often a prerequisite to learning. Have faith first then feelings.
Purpose #4. You Were Shaped For Serving God.
Day 29. Accepting Your Assignment.
Our assignment is to serve God. It is a calling and a command. It is service that gives us significance before God.
Day 30. Shaped For Serving God.
Everything God created was created for a purpose, a function. In each life this will involve, "spiritual gifts, heart, abilities, personality, and experience". p.236. These elements shape us for service.
Day 31. Understanding Your Shape.
The abilities we were born with came from God. Each personality is unique and affects gifts and abilities. We are also shaped by our experiences.
Day 32. Using What God Gave You.
"The best use of your life is to serve God out of your shape."p.249. (see p.236). The shape we have been given is to be used as a trust and we have responsibilities of stewardship for that shape.
Day 33. How Real Servants Act.
God measures greatness according to the level of service not status we have achieved. It Begins with a right heart. Real servants are available, sensitive, dedicated, and faithful.
Day 34. Thinking Like A Servant.
The focus for servants is others. They think like stewards not owners. Their identity is in Christ. Ministry is an opportunity not an obligation.
Day 35. God’s Power In Your Weakness.
Weaknesses (limitations) need to be accepted, understood, and shared. Because of God’s greatness he can use our weaknesses in such a way that we can actually glory in them. 2Cor. 12:9.
Purpose # 5. You Were Made For A Mission.
Day 36. Made For A Mission.
What God wants us to do is our mission. That is really a continuation of the work and mission of Christ. It is a privilege of eternal value. It comes with costs and rewards.
Day 37. Sharing Your Life Message.
That message is the truth of God as it has been revealed to us. It involves our testimony (life story), our life lessons, our passions. In our own way we share God’s truth which is the good news.
Day 38. Becoming A World Christian.
The focus is on others not self, "global thinking" p.300. There will be creativity in accomplishing our God-given mission. World class Christians are committed to the Great Commission.
Day 39. Balancing Your Life.
God has five purposes for our life. "1. Love God with all your heart. 2. Love your neighbor as yourself. 3. Go make disciples. 4. Baptize them. 5. Teach them." p.306. These are to be kept in balance. Some practical suggestions are made to help accomplish this. The bottom line is- God’s Glory.
Day 40. Living With Purpose.
This involves having a "Life purpose statement"p.313, that identifies what we are all about and will be a guide for our life. Five basic questions are raised about one’s life purpose. Our purpose is to please God. 2Thess. 2:4.
Comment. HD
When I read Warren’s book, The Purpose Driven Church, I felt he should write a sequel, i.e. A Purpose Driven Individual. This is the book. He has used an interesting format for the book. The devotional style makes it an easy read. As I was reading the book I learned of a church in our community that was doing the book as a group project over a period of 40 days. Awesome! The book answers the question, What on earth am I doing? The target audience is large. Put into a video, it could become a great discipleship tool.
Rick Warren- Pastor of Saddleback Church.
A Journey With Purpose; Getting The Most From This Book.
The format of the book is explained. The suggestion is made to read this book in 40 days, (one chaper each day). A feature of each day (chapter) is, A point to ponder, A verse to remember, and A question to consider. Readers are asked to make a "Covenant"p.13, that spells out the purpose for reading this book.
WHAT ON EARTH AM I HERE FOR?
Day 1. It All Starts With God.
To discover the purpose of life you begin with God. Self-help books are not the answer. Purpose is not discovered through speculation but through revelation. i.e. God’s Word.
Day 2. You Are Not An Accident.
"You’re parents may not have planned you, but God did." p.22. Everything (everyone) created has the stamp of God on it (him/her). He was motivated by love.
Day 3. What Drives Your Life?
The most common things that drive us are guilt, resentment and anger, fear, materialism, and need for approval. Knowing your purpose for living gives meaning to your life, simplifies your life, motivates your life, and prepares you for eternity.
Day 4. Made To Last Forever.
Ecc. 3:11. Eternity planted in the heart. There are only two choices as to where you will spend eternity. The purpose for this life is to prepare for eternity.
Day 5. Seeing Life From God’s View.
"We don’t see things as they are, we see them as we are." Anais Nin. We all have unspoken metaphors for life by which we are influenced. We are being tested continually. That makes everything that happens significant. "Life... is a trust." p.44. God owns it, we look after it.
Day 6. Life Is A Temporary Assignment.
As Christ’s ambassadors we don’t have the option of living as if this (world) is our home. Our life-styles often strongly attest to our commitment. We have it too good here.
Day 7. The Reason For Everything.
Its all about God’s glory. Only demons and humans can refuse to give God glory. There are five specific things mentioned as to how we can bring God glory They involve believing, receiving, and doing.
Purpose #1. You Were Planned For God’s Pleasure.
Day 8. Planned For God’s Pleasure.
Rev. 4:11, Ps. 149: 9a. We are created to be able to enjoy pleasure. When we bring pleasure to God we call it worship. Ps. 147:11. Worship in its many forms is not for us it is for God. "Worship... is your life.p.66.
Day 9. What Makes God Smile?
God’s smile needs to be the goal of our life. There are many things that make him smile, our love, trust, obedience, praise, and thanksgiving. Using our God-given gifts makes him smile. As a child brings a smile to to parent so we bring a smile to God because we are his.
Day 10. The Heart Of Worship.
It is surrender to God. It involves the concept of an offering. God is totally trustworthy. Pride is a barrier to worship. Surrender is not passive when it involves sacrifice, obedience, and trust. There are benefits in surrender. It is an event and a process.
Day 11. Becoming Best Friends With God.
There are many aspects to a relationship with God. Friendship is one of them. e.g. Adam and Eve, Abraham, etc. It happens through continual conversing with God. "Practicing the Presence of God". Brother Andrew.
Day 12. Developing Your Friendship With God.
The choice is ours. We must be honest, obedient in faith, and value what God values. There is nothing that we should desire more than our friendship with God.
Day 13. Worship That Pleases God.
"Worship must be based on the truth of Scripture." p.101. Then it will be authentic, accurate, thoughtful, and practical. Worship that pleases God is a heart thing.
Day 14. When God Seems Distant.
Friendships experience times of closeness and times of distance. Beware of unreliable feelings. Focus on what you know (about God).
Purpose #2. You Were Formed For God’s Family.
Day 15. Formed For God’s Family.
By faith we become members of God’s family. This is a permanent relationship. Baptism is one way we identify with that family. In Matt. 12:49-50 Jesus identifies his family as those who do the Father’s will.
Day 16. What Matters Most?
Love for God and fellow man. It is the most important. Love is the best thing we can do with life. It lasts forever. Love is time. It needs to happen now.
Day 17. A Place To Belong.
Our relationship to Christ is personal but it is not private. We are part of one body with many members. Being part of a healthy church is basic to a healthy spiritual life. We are committed to others just as we are committed to Christ.
Day 18. Experiencing Life Together.
This is called fellowship. It is characterized by authenticity, mutuality, sympathy, and mercy.
Day 19. Cultivating Community.
Genuine community does not happen without honesty. With honesty there must be love, humility, courtesy, and confidentiality. Doing community takes time.
Day 20. Restoring Broken Fellowship.
Restoration is based on peace-making. It involves communication first with God then with those who are a part of the broken relationship. Confession and forgiveness must happen. The goal is reconciliation not resolution.
Day 21. Protecting Your Church.
There are three things key to the church, unity, fellowship, and harmony. We need to do what we can to contribute to these.
Purpose #3 You Were Created To Become Like Christ.
Day 22. Created To Become Like Christ.
We are made in Christ’s image. Christlikeness is accomplished through the Holy Spirit. Our part is co-operation. It is a process.
Day 23. How To Grow.
This happens when we choose to make commitments. God does his part through the Spirit. Our goal should be maturity.
24. Transformed By Truth.
This is all about being in the Word. The truth from the Word must be assimilated and applied.
25. Transformed By Trouble.
"Problems force us to look to God and depend on him instead of ourselves."p.194. They build character. Patience and persistence are developed in times of difficulty.
Day 26. Growing Through Temptation.
Temptations are tests that provide opportunity for growth and strengthening. We need to be alert and prepared for temptation.
Day 27. Defeating Temptation.
2Tim. 2:22. Run! As thoughts of temptation enter your mind deliberately refocus to something wholesome and godly. Seek support from others (believers). Be realistic. Resist Satan.
Day 28. It Takes Time.
Natural and spiritual fruit develops according to a schedule. Get on schedule. Unlearning is often a prerequisite to learning. Have faith first then feelings.
Purpose #4. You Were Shaped For Serving God.
Day 29. Accepting Your Assignment.
Our assignment is to serve God. It is a calling and a command. It is service that gives us significance before God.
Day 30. Shaped For Serving God.
Everything God created was created for a purpose, a function. In each life this will involve, "spiritual gifts, heart, abilities, personality, and experience". p.236. These elements shape us for service.
Day 31. Understanding Your Shape.
The abilities we were born with came from God. Each personality is unique and affects gifts and abilities. We are also shaped by our experiences.
Day 32. Using What God Gave You.
"The best use of your life is to serve God out of your shape."p.249. (see p.236). The shape we have been given is to be used as a trust and we have responsibilities of stewardship for that shape.
Day 33. How Real Servants Act.
God measures greatness according to the level of service not status we have achieved. It Begins with a right heart. Real servants are available, sensitive, dedicated, and faithful.
Day 34. Thinking Like A Servant.
The focus for servants is others. They think like stewards not owners. Their identity is in Christ. Ministry is an opportunity not an obligation.
Day 35. God’s Power In Your Weakness.
Weaknesses (limitations) need to be accepted, understood, and shared. Because of God’s greatness he can use our weaknesses in such a way that we can actually glory in them. 2Cor. 12:9.
Purpose # 5. You Were Made For A Mission.
Day 36. Made For A Mission.
What God wants us to do is our mission. That is really a continuation of the work and mission of Christ. It is a privilege of eternal value. It comes with costs and rewards.
Day 37. Sharing Your Life Message.
That message is the truth of God as it has been revealed to us. It involves our testimony (life story), our life lessons, our passions. In our own way we share God’s truth which is the good news.
Day 38. Becoming A World Christian.
The focus is on others not self, "global thinking" p.300. There will be creativity in accomplishing our God-given mission. World class Christians are committed to the Great Commission.
Day 39. Balancing Your Life.
God has five purposes for our life. "1. Love God with all your heart. 2. Love your neighbor as yourself. 3. Go make disciples. 4. Baptize them. 5. Teach them." p.306. These are to be kept in balance. Some practical suggestions are made to help accomplish this. The bottom line is- God’s Glory.
Day 40. Living With Purpose.
This involves having a "Life purpose statement"p.313, that identifies what we are all about and will be a guide for our life. Five basic questions are raised about one’s life purpose. Our purpose is to please God. 2Thess. 2:4.
Comment. HD
When I read Warren’s book, The Purpose Driven Church, I felt he should write a sequel, i.e. A Purpose Driven Individual. This is the book. He has used an interesting format for the book. The devotional style makes it an easy read. As I was reading the book I learned of a church in our community that was doing the book as a group project over a period of 40 days. Awesome! The book answers the question, What on earth am I doing? The target audience is large. Put into a video, it could become a great discipleship tool.
Sharing Your Church Building
Sharing Your Church Building. (c) 2002- Baker Books, Grand Rapids. pp 185 price 24.95
Ralph D. Curtin- pastor, North Pompana Baptist Church, N.P. Florida.
Chapter 1. Why Should You Share Your Church?
A brief history is given of the pastor’s introduction to a church that was already sharing its facility. Sharing communicates unity to the community and is a good testimony. It is scriptural and makes good economic sense.
Chapter 2. United We Stand.
Churches that share should be of the same denomination. The conditions of sharing should be in print with a process of ongoing communication happening. There is value in shared ministry also.
Chapter 3. Preparing Your Congregation for the Guest Group.
There must be a strong commitment to the biblical concept of sharing. With sharing come liabilities but they are off-set by potential blessings. The decision to share must be unanimous. Sharing may involve a language challenge.
Chapter 4. Preparing Your Facility to Accommodate the Guest Group.
Accommodations may be short term or long term. The more specific and clear the agreements the better. Temporary alterations should be considered.
Chapter 5. Agreeing on Renovations.
Arrangements must have mutual support with clear indicators of financial responsibility. Planning and doing the changes should be the result of team work where all involved are represented. Where possible involve volunteers from the congregation(s),
Chapter 6. Guests Are Looking for Practical Answers.
Startups in schools and/or store fronts are always temporary. A financial base is paramount in putting together a plan for sharing a facility.
Chapter 7. Guests Are Looking for Scriptural Answers.
Both the Old and New Testament include teachings about responding to the ‘foreigner’ in the midst. A guest church is looking for empathy, support, etc. from the host church. There will be many adjustments that will have to be made to make arrangements work.
Chapter 8. Is Shaking Hands Enough?
No! It is a beginning. Specific covenants need to be made.
Chapter 9. Setting Boundaries to Minimize Conflicts.
Inspite of clear covenants there will be plenty of potential for conflicts. This will involve the necessity of a strong element of peacemaking and conflict resolution. Good planning and clear areas of responsibility will minimize conflict.
Chapter 10. Dealing With the Church Sign.
This is a ‘biggy’ and has great potential for internal and external (community) problems.
Chapter 11. Maintaining Your Identity as a Host Church.
In order for a host church to have a clear identity, clarity of vision , ownership and control are required. Joint ownership is a delicate topic.
Chapter 12. Where Are You Going and How Do You Get There.
Focus on blessing and purpose. Identity is a combination of vision, mission, and purpose. It is important that a guest group not become a drain.
Chapter 13. When to Call in a Mediator.
When problems cannot be solved by the groups sharing the building. This process should include necessary change that will avoid further conflicts.
Chapter 14. Asking Your Guest to Leave.
"The fundamental reason for dissolving a relationship that has no future is to protect God’s honor."p.129. (We’re not talking about Marriage!) God’s honor is harmed through disunity and strife.
Chapter 15. Sharing Your Church as a New Pastor.
Do your homework. This is an assignment that will require some unique leadership challenges.
Chapter 16. The Joy of Sharing Worship Together.
Shared worship has potential for healing and witness.
Chapter 17. Making a Statement in You Community.
In a culture of increasing isolationism communities are impacted by churches that can actually share facilities effectively.
Chapter 18. The Future Outlook of the American Church.
The author identifies what he feels are some threats to the effectiveness of the American church. Interestingly one of these is immigrants that come with non-Christian religions.
Chapter 19. Frequently Asked Questions.
Specific questions are listed that are asked of, the host pastor, the host membership, and the guest pastor , and the guest membership.
Comment. HD
I picked this book up because the topic intrigued me. I have no knowledge or experience with a church that shares its facilities. I have no idea how prevalent this is, especially in Canadian churches. There seems to be merit in considering this for economic reasons. This book is primarily the experience of one church in Florida that has had some success with three congregations sharing a facility. The target reading audience for a book like this would be limited.
Ralph D. Curtin- pastor, North Pompana Baptist Church, N.P. Florida.
Chapter 1. Why Should You Share Your Church?
A brief history is given of the pastor’s introduction to a church that was already sharing its facility. Sharing communicates unity to the community and is a good testimony. It is scriptural and makes good economic sense.
Chapter 2. United We Stand.
Churches that share should be of the same denomination. The conditions of sharing should be in print with a process of ongoing communication happening. There is value in shared ministry also.
Chapter 3. Preparing Your Congregation for the Guest Group.
There must be a strong commitment to the biblical concept of sharing. With sharing come liabilities but they are off-set by potential blessings. The decision to share must be unanimous. Sharing may involve a language challenge.
Chapter 4. Preparing Your Facility to Accommodate the Guest Group.
Accommodations may be short term or long term. The more specific and clear the agreements the better. Temporary alterations should be considered.
Chapter 5. Agreeing on Renovations.
Arrangements must have mutual support with clear indicators of financial responsibility. Planning and doing the changes should be the result of team work where all involved are represented. Where possible involve volunteers from the congregation(s),
Chapter 6. Guests Are Looking for Practical Answers.
Startups in schools and/or store fronts are always temporary. A financial base is paramount in putting together a plan for sharing a facility.
Chapter 7. Guests Are Looking for Scriptural Answers.
Both the Old and New Testament include teachings about responding to the ‘foreigner’ in the midst. A guest church is looking for empathy, support, etc. from the host church. There will be many adjustments that will have to be made to make arrangements work.
Chapter 8. Is Shaking Hands Enough?
No! It is a beginning. Specific covenants need to be made.
Chapter 9. Setting Boundaries to Minimize Conflicts.
Inspite of clear covenants there will be plenty of potential for conflicts. This will involve the necessity of a strong element of peacemaking and conflict resolution. Good planning and clear areas of responsibility will minimize conflict.
Chapter 10. Dealing With the Church Sign.
This is a ‘biggy’ and has great potential for internal and external (community) problems.
Chapter 11. Maintaining Your Identity as a Host Church.
In order for a host church to have a clear identity, clarity of vision , ownership and control are required. Joint ownership is a delicate topic.
Chapter 12. Where Are You Going and How Do You Get There.
Focus on blessing and purpose. Identity is a combination of vision, mission, and purpose. It is important that a guest group not become a drain.
Chapter 13. When to Call in a Mediator.
When problems cannot be solved by the groups sharing the building. This process should include necessary change that will avoid further conflicts.
Chapter 14. Asking Your Guest to Leave.
"The fundamental reason for dissolving a relationship that has no future is to protect God’s honor."p.129. (We’re not talking about Marriage!) God’s honor is harmed through disunity and strife.
Chapter 15. Sharing Your Church as a New Pastor.
Do your homework. This is an assignment that will require some unique leadership challenges.
Chapter 16. The Joy of Sharing Worship Together.
Shared worship has potential for healing and witness.
Chapter 17. Making a Statement in You Community.
In a culture of increasing isolationism communities are impacted by churches that can actually share facilities effectively.
Chapter 18. The Future Outlook of the American Church.
The author identifies what he feels are some threats to the effectiveness of the American church. Interestingly one of these is immigrants that come with non-Christian religions.
Chapter 19. Frequently Asked Questions.
Specific questions are listed that are asked of, the host pastor, the host membership, and the guest pastor , and the guest membership.
Comment. HD
I picked this book up because the topic intrigued me. I have no knowledge or experience with a church that shares its facilities. I have no idea how prevalent this is, especially in Canadian churches. There seems to be merit in considering this for economic reasons. This book is primarily the experience of one church in Florida that has had some success with three congregations sharing a facility. The target reading audience for a book like this would be limited.
Wednesday, June 3, 2009
Bridging Divided Worlds; Generational Cultures in Congregations
Bridging Divided Worlds; Generational Cultures in Congregations. (c) 2002 Jossey Bass- Sanfrancisco pp.268 price 21.95
Jackson W. Carroll-prof. of religion, Drake U. Divinity School.
Wade Clark Roof-prof. of religion, U. of California.
Book available at Leadership Centre 1-800-804-0777
Introduction. Congregations and General Cultures.
It is difficult to define generations. They don’t have definite beginning and endings. They are not easy to research. There are generation patterns but there are also life-cycle patterns. W.W.II. is a historical marker with religious implications. The distinction between boomers and pre-boomers is a line of generational demarcation. A generation can be defined as "a carrier od culture that successively redefines world views, values, and life styles." Mannheim. Other definitions of generation are presented. Social influences are greatest during the teen years and early twenties. e.g. the depression years produced habits of frugality that stayed with people into old age. The violence of 9-11 will have long lasting impressions. People compare themselves with their parents and observe differences. e.g. preferred popular music. In congregations it is not uncommon to see intergenerational conflicts about things such as worship, etc. Congregations are "bearers of tradition". p.12. Change and tradition must be able to co-exist. Studies of churches in North Carolina and Southern California have provided material for this book. This is a story of "generations and how they relate to congregations". p.14.
Chapter One. Generations as Cultural Waves.
Three distinct generations are identified, pre-boomers, boomers, and generation X. Pre-boomers were very much impacted by the Great Depression. The Protestant work ethic developed during this era. W.W.II. was a major event of the pre-boomers. Boomers grew up in an era of great economic growth and increased means of communications. e.g. T.V. It was a time of idealism but not without disillusionment. Generation X has grown up with tremendous technological change (communication) and its uncertainty. Rapid change produces instability. There is a longer priod of dependency for today’s youth. "Youth culture creates the resources, knowledge, and education that allow postponement in dealing with fundamental questions about faith and identity."p.28. Family has a crucial role in nurturing moral and religious values. Families are becoming increasingly disrupted.
Religious boundaries are blurred. Religious involvement by people in non-family households is low. There has been an increase in mixed-faith marriages. People struggle with balancing experience and proclaimed truth.
Chapter Two. Dwellers, Seekers, and Hybrid Souls.(Religious and Spiritual Change)
"American history could be read as a series of ‘religious disestablishments".p.40. The result is pluralism. Increased immigration increased pluralism. Religion has become very much privatized. This impacts congregations with added conflict. "There are generational trends associated with privatization."p.49. Religious change has been brought about by "detraditionalization" p.52. a different way of relating to traditions. The freedoms that seekers exercise makes meaningful religion and spirituality an elusive goal.
Chapter Three. Portraits of Three Generations.
Older people are more likely to identify with a generation than younger people. "Community rests less upon right thinking than upon shared activity and experience."p.68. With boomers and generation X subjective truth takes precedent over propositional truth. A comparison is made between N.Carolina and California re: religious background and current preference. This information is presented in graph form. Being religious is directly related to age. There is little diversity among generations when it comes to beliefs in God and how God is experienced in life. Subscribing to religious individualism is also common to all generations. "The unchurched of all ages and generations have a rather uniform, secular outlook".p.84. The connection between religion and morality is stronger in the older than the younger. That which distinguishes the churched from the unchurched is not as defined as it used to be. The church is becoming more accepting of people who in the past were considered ‘outcasts’. e.g. divorced, unmarried with children, etc.
Chapter Four. Generational Divides in Congregations.
Historically congregations (American) can be divided into four models. Comprehensive congregations existed up the end of the eighteenth century. There was one per community. Devotional congregations had denominational labels. Because of urbanization near the end of the nineteenth century social congregations developed. They were "seven days a week"p.89 churches. The participatory congregations developed in the latter half of the twentieth century. An extension of the participatory congregation is the posttraditional model. e.g. Willow Creek Each congregation has its own culture. Cultural patterns are usually change resistant. An interesting graph illustrates how congregations are chosen by generation and state. (N. Carolina and California). The question "What affects generational religious involvement"p.97. is answered. The profile for pre-boomers is somewhat different. Three types of current congregations are profiled. "The inherited model, the blended or mixed model, and the generation specific model." p.106-107.
Chapter Five. "We’ve Always Done It That Way."
A brief overview is given of three congregations that fit into the model of having strong inherited traditions. Although generational needs exist the inherited programs and practices take precedence over such needs. The churches are the Covenant United Church of Christ and Our Lady of Mercy Roman Catholic Church in N.Carolina, and Fellowship Missionary Church in California. A point is made in conclusion of the chapter that these churches are conservative in the sense that they place importance on conserving but not in the political / theological conservative, liberal sense.
Chapter Six. Seeking the Best of Three Worlds.
Three congregations are profiled that could be described as blended in terms of programs and practices. There may be blends of contemporary and traditional. Programs may be generation specific. The churches are St. Pauls (Evangelical Lutheran), in Thousand Oaks California; Temple Beth El. (Reform Jewish) Raleigh, N.C., and Catholic Community of St. Clare’s, Raleigh. It is difficult to make blending work. It is easier in a church with a large attendance than in a smaller church. Also it seems easier in a relatively new church.
Chapter Seven. Beyond Tradition.
Three churches are profiled that are "generation specific" p.172. Church of the Word is in N.C.. Living Waters Church and Good Shepherd Korean Presbyterian Church are in California. A generation specific congregation would be "posttraditional".p.172. Church of the Word was begun in Chapel Hill a university town and began as a congregation of boomers twenty five years ago. Most of the lay leadership is still made up of boomers. Living Waters has a congregation whose target audience is generation X. It was begun in 1986. It has experienced changes because of the ‘aging’ of its people. i.e. more families. Some of the tensions of this congregation are discussed. The Good Shepherd English Ministry church was begun in1989 to accommodate second generation English speaking Korean immigrants. It is also a generation X designated congregation. This church shares facilities with a larger Korean speaking ‘mother’church. A major challenge of the church is a very high drop out factor. One thing is common with all these churches. They are all young churches.
Epilogue. A Consciousness Beyond Complacency.
Congregations are made up of numerous generations and this creates a challenge that is not common in other organizations, The changing patterns of family life are a threat to multi-generational congregations. Generation-specific congregations will with time become multi-generational. "People of all ages are likely to be drawn to a congregation where they sense a connection between their own feelings, sensibility, and inclination to act and the structures established within the congregation allowing meaningful expression of those responses."p.212. Bridging generations is a major challenge Making this happen will be a result of recognizing the reality and characteristics of different generations and making necessary changes to bring true community to the environment of a congregation.
Comment. H.D.
The authors have addressed a topic that is very relevant to today’s churches. Extended families are enriched by crossgenerational interaction and community. The potential for this happening in the church family is an exciting concept. This will require major changes in most churches. This book is helpful in understanding the multi-generational challenge and providing direction in how churches might develop a culture that is multi-generationally friendly. Among other characteristics of such a church contemporary and tradition would co-exist. Being a part of a healthy multigenerational church I was anxious to read this book. I see it as a valuable resource for dealing with the ongoing challenge that any holistic church is dealing with. i.e."Bridging Divided Worlds".
Jackson W. Carroll-prof. of religion, Drake U. Divinity School.
Wade Clark Roof-prof. of religion, U. of California.
Book available at Leadership Centre 1-800-804-0777
Introduction. Congregations and General Cultures.
It is difficult to define generations. They don’t have definite beginning and endings. They are not easy to research. There are generation patterns but there are also life-cycle patterns. W.W.II. is a historical marker with religious implications. The distinction between boomers and pre-boomers is a line of generational demarcation. A generation can be defined as "a carrier od culture that successively redefines world views, values, and life styles." Mannheim. Other definitions of generation are presented. Social influences are greatest during the teen years and early twenties. e.g. the depression years produced habits of frugality that stayed with people into old age. The violence of 9-11 will have long lasting impressions. People compare themselves with their parents and observe differences. e.g. preferred popular music. In congregations it is not uncommon to see intergenerational conflicts about things such as worship, etc. Congregations are "bearers of tradition". p.12. Change and tradition must be able to co-exist. Studies of churches in North Carolina and Southern California have provided material for this book. This is a story of "generations and how they relate to congregations". p.14.
Chapter One. Generations as Cultural Waves.
Three distinct generations are identified, pre-boomers, boomers, and generation X. Pre-boomers were very much impacted by the Great Depression. The Protestant work ethic developed during this era. W.W.II. was a major event of the pre-boomers. Boomers grew up in an era of great economic growth and increased means of communications. e.g. T.V. It was a time of idealism but not without disillusionment. Generation X has grown up with tremendous technological change (communication) and its uncertainty. Rapid change produces instability. There is a longer priod of dependency for today’s youth. "Youth culture creates the resources, knowledge, and education that allow postponement in dealing with fundamental questions about faith and identity."p.28. Family has a crucial role in nurturing moral and religious values. Families are becoming increasingly disrupted.
Religious boundaries are blurred. Religious involvement by people in non-family households is low. There has been an increase in mixed-faith marriages. People struggle with balancing experience and proclaimed truth.
Chapter Two. Dwellers, Seekers, and Hybrid Souls.(Religious and Spiritual Change)
"American history could be read as a series of ‘religious disestablishments".p.40. The result is pluralism. Increased immigration increased pluralism. Religion has become very much privatized. This impacts congregations with added conflict. "There are generational trends associated with privatization."p.49. Religious change has been brought about by "detraditionalization" p.52. a different way of relating to traditions. The freedoms that seekers exercise makes meaningful religion and spirituality an elusive goal.
Chapter Three. Portraits of Three Generations.
Older people are more likely to identify with a generation than younger people. "Community rests less upon right thinking than upon shared activity and experience."p.68. With boomers and generation X subjective truth takes precedent over propositional truth. A comparison is made between N.Carolina and California re: religious background and current preference. This information is presented in graph form. Being religious is directly related to age. There is little diversity among generations when it comes to beliefs in God and how God is experienced in life. Subscribing to religious individualism is also common to all generations. "The unchurched of all ages and generations have a rather uniform, secular outlook".p.84. The connection between religion and morality is stronger in the older than the younger. That which distinguishes the churched from the unchurched is not as defined as it used to be. The church is becoming more accepting of people who in the past were considered ‘outcasts’. e.g. divorced, unmarried with children, etc.
Chapter Four. Generational Divides in Congregations.
Historically congregations (American) can be divided into four models. Comprehensive congregations existed up the end of the eighteenth century. There was one per community. Devotional congregations had denominational labels. Because of urbanization near the end of the nineteenth century social congregations developed. They were "seven days a week"p.89 churches. The participatory congregations developed in the latter half of the twentieth century. An extension of the participatory congregation is the posttraditional model. e.g. Willow Creek Each congregation has its own culture. Cultural patterns are usually change resistant. An interesting graph illustrates how congregations are chosen by generation and state. (N. Carolina and California). The question "What affects generational religious involvement"p.97. is answered. The profile for pre-boomers is somewhat different. Three types of current congregations are profiled. "The inherited model, the blended or mixed model, and the generation specific model." p.106-107.
Chapter Five. "We’ve Always Done It That Way."
A brief overview is given of three congregations that fit into the model of having strong inherited traditions. Although generational needs exist the inherited programs and practices take precedence over such needs. The churches are the Covenant United Church of Christ and Our Lady of Mercy Roman Catholic Church in N.Carolina, and Fellowship Missionary Church in California. A point is made in conclusion of the chapter that these churches are conservative in the sense that they place importance on conserving but not in the political / theological conservative, liberal sense.
Chapter Six. Seeking the Best of Three Worlds.
Three congregations are profiled that could be described as blended in terms of programs and practices. There may be blends of contemporary and traditional. Programs may be generation specific. The churches are St. Pauls (Evangelical Lutheran), in Thousand Oaks California; Temple Beth El. (Reform Jewish) Raleigh, N.C., and Catholic Community of St. Clare’s, Raleigh. It is difficult to make blending work. It is easier in a church with a large attendance than in a smaller church. Also it seems easier in a relatively new church.
Chapter Seven. Beyond Tradition.
Three churches are profiled that are "generation specific" p.172. Church of the Word is in N.C.. Living Waters Church and Good Shepherd Korean Presbyterian Church are in California. A generation specific congregation would be "posttraditional".p.172. Church of the Word was begun in Chapel Hill a university town and began as a congregation of boomers twenty five years ago. Most of the lay leadership is still made up of boomers. Living Waters has a congregation whose target audience is generation X. It was begun in 1986. It has experienced changes because of the ‘aging’ of its people. i.e. more families. Some of the tensions of this congregation are discussed. The Good Shepherd English Ministry church was begun in1989 to accommodate second generation English speaking Korean immigrants. It is also a generation X designated congregation. This church shares facilities with a larger Korean speaking ‘mother’church. A major challenge of the church is a very high drop out factor. One thing is common with all these churches. They are all young churches.
Epilogue. A Consciousness Beyond Complacency.
Congregations are made up of numerous generations and this creates a challenge that is not common in other organizations, The changing patterns of family life are a threat to multi-generational congregations. Generation-specific congregations will with time become multi-generational. "People of all ages are likely to be drawn to a congregation where they sense a connection between their own feelings, sensibility, and inclination to act and the structures established within the congregation allowing meaningful expression of those responses."p.212. Bridging generations is a major challenge Making this happen will be a result of recognizing the reality and characteristics of different generations and making necessary changes to bring true community to the environment of a congregation.
Comment. H.D.
The authors have addressed a topic that is very relevant to today’s churches. Extended families are enriched by crossgenerational interaction and community. The potential for this happening in the church family is an exciting concept. This will require major changes in most churches. This book is helpful in understanding the multi-generational challenge and providing direction in how churches might develop a culture that is multi-generationally friendly. Among other characteristics of such a church contemporary and tradition would co-exist. Being a part of a healthy multigenerational church I was anxious to read this book. I see it as a valuable resource for dealing with the ongoing challenge that any holistic church is dealing with. i.e."Bridging Divided Worlds".
Churches That Make a Difference: Reaching Your Community with Good News and Good Works
Churches That Make a Difference: Reaching Your Community with Good News and Good Works. (c) 2002 Baker Books, Grand Rapids, Mich. pp.334 price 32.95.
Ronald J. Sider-professor, president of Evangelicals for Social Action.
Philip N. Olson- vice president for church relations at E.S.A.
Heidi Rolland Unruh- associate director of Congregations, Communities, and Leadership Development Project at Eastern Baptist Theological Seminary.
This book is available at the Leadership Centre- 1-800-804-0777
Introduction.
There is a great need and opportunity for churches and Faith Based Organizations to be engaged in holistic ministry. Holistic ministry addresses all the spiritual and physical needs of individuals. The evidence is mounting that the work of religious organizations and a religious focus in social work is having a positive impact on the social problems of America. "The purpose of this book is to help organizations develop more biblical, effective, dynamic, holistic ministries."p.15.
PART ONE Understanding Holistic Ministry.
Chapter One. What Does Holistic Ministry Look Like?
A brief look is taken at four churches that model holistic ministry. They vary in size, age, and social demographics. They are all in the city of Philadelphia. Six themes are identified as being present in holistic churches. 1. Focus on ministries of personal spiritual transformation as a path to social change. 2. Focus on social services ministries as a door for evangelism. 3. Focus on ministries of reconciliation that wittness to unity in Christ.
4. Focus on community development to express God’s love for whole persons and communities. 5. Focus on justice ministries that embody the empowering message of the gospel. 6. Focus on reaching skeptics by demonstrating that the church makes a difference.
Chapter Two. The Church’s Calling to Holistic Ministries.
By his example, commands, and gospel, Jesus demonstrated holistic ministry. There are numerous Biblical doctrines that imply the practice of holistic ministry; sin, salvation, conversion, etc. There are practical benefits from a ministry that balances social and spiritual emphasis. "The whole gospel for the whole person through whole churches." p.59.
Chapter Three. Making Evangelism Central.
Social ministry is incomplete without evangelism and evangelism is incomplete without social ministry. A number of different kinds of evangelism are identified. The message stays the same the presentation changes. A realistic assessment of a church’s evangelism will indicate what changes are needed. Evangelism involves training. Holistic evangelism is both proclamational and relational.
Chapter Four. Embracing Social Action- from Relief to Public Policy.
"Social ministries fall into four basic categories; relief, individual development, community development, and structural change."p.86. There has to be a holistic approach to social ministry. There is a place for political action. Structural change in the ministry of the church is accomplished through education, advocay, and intervention.
Chapter Five. Integrating Evangelism and Social Outreach.
Evangelism without mercy (social outreach) is like faith without works. There are five ways suggested how social service can incorporate a "religious dimension"p.104.-passive invitational, relational, integrated-optional, and integrated-mandatory-pp. 104-106. The balance between evangelism and social ministry is really a balance between word and deed
.PART TWO- The Essential Elements of Holistic Ministry.
Chapter Six. Divine Love and Power for Outreach Ministry.
Outreach needs to motivated by "a passionate love affair with God".p.130. Mother Teresa declared that she wasn’t called to serve the poor, she just followed Jesus to the poor. Outreach ministry is very much a part of the command, love God , love your neighbor. Such ministry cannot be holistic without prayer which results in Holy Spirit empowerment. We need to have the mind of Christ that is characterized by servanthood, submission, compassion, and joy. The mission for ministry is personal transformation to the glory of God.
Chapter Seven.- A Commitment to Community Outreach.
A commitment to outreach should be a part of a church’s mission statement. This will not happen without overcoming barriers and boundaries in the community. Suggestions are made about building bridges between church and community. The chapter closes with a look at a church that is doing it.
Chapter Eight- A Healthy Congregational Base for Ministry.
Vision needs to precede action in ministry. Service must not replace outreach. They must be kept in balance. There are some key internal functions that are basic to church health- worship, tithing, small groups, koinonia, etc. Community outreach cannot happen without nuture ministires.
Chapter Nine- Church Leadership for Holistic Ministry.
Ten qualities are identified of holistic leadership. 1. commited discpleship. 2. a costly, contagious love. 3. faith. 4. humility. 5. flexibility. 6. vision. 7. ability to build up people. 8. ability to serve as a catalyst. 9. ability to connect people. 10. ability to maintain perspective. Good leaders know how to work with teams. They will reproduce themselves.
Chapter Ten-A Ministry-Centered Organizational Structure.
Here are some things a church structure needs to accomplish. "Make and implement ministry-related decisions, facilitate communication, generate ministry resources, manage volunteers, plan for growth, and respond to requests for emergency assistance." p.207-218. Vision without structure is ineffective.
Chapter Eleven-Ministry Partnerships.
A number of reasons , practical and theological, are given why churches should become involved in ministry partnerships. The conditions of these partnerships are explained. They need to be healthy, contributing to the overall health of the church and its ministry. There are different types of partnerships. A number of examples of partnerships are given.
PART THREE- Cultivating and Implementing the Vision.
Chapter Twelve- Developing a Holistic Ministry Vision for Your Context.
There are three things that should be considered when developing a holistic vision that will work in your church. First there needs to be a clear understanding of the congregation. The more thorough this assessment is the clearer will be the vision. An in depth study of the community is essential. "A church must become a student of a community in order to become its servant."p.257. When the first two steps have been taken a holiistic vision can be formulated. Such a vision becomes the primary responsibilty of the point leader of the church but it also reflects the process of "group discernment".p.267.
Chapter Thirteen- Rallying Support for the Vision.
A vision must be nurtured at various levels in a congregation, beginning with the leadership team. In the process the leaders should inform, motivate, empower, and reward. "Sharing the vision is a process." Timothy Keller.
Chapter Fourteen- Dealing with Fears, Change, and Conflict in Your Congregation.
Conflict and change have great potential for growth. Counting the cost is part of the process of looking for treasure. Lk. 14:28-30. Successful change involves a skilfull navigational process. People need leadership in embracing change. Key in this process is dealing with conflict positively.
Comment- H.Dirksen
The focus of this book is really about holistic church ministry. The holistic focus stresses balance. e.g. outreach balanced with service, being fed but also being led. There are many practical examples of churches that are doing what is being taught in this book. Even though the authors aren’t practioners (church leaders) they maintain a very practical focus in their approach to doing ‘holistic ministry’. "This book combines a theological and historical perspective with practical advice." Robert L. Woodson. A valuable resource for church leaders.
Ronald J. Sider-professor, president of Evangelicals for Social Action.
Philip N. Olson- vice president for church relations at E.S.A.
Heidi Rolland Unruh- associate director of Congregations, Communities, and Leadership Development Project at Eastern Baptist Theological Seminary.
This book is available at the Leadership Centre- 1-800-804-0777
Introduction.
There is a great need and opportunity for churches and Faith Based Organizations to be engaged in holistic ministry. Holistic ministry addresses all the spiritual and physical needs of individuals. The evidence is mounting that the work of religious organizations and a religious focus in social work is having a positive impact on the social problems of America. "The purpose of this book is to help organizations develop more biblical, effective, dynamic, holistic ministries."p.15.
PART ONE Understanding Holistic Ministry.
Chapter One. What Does Holistic Ministry Look Like?
A brief look is taken at four churches that model holistic ministry. They vary in size, age, and social demographics. They are all in the city of Philadelphia. Six themes are identified as being present in holistic churches. 1. Focus on ministries of personal spiritual transformation as a path to social change. 2. Focus on social services ministries as a door for evangelism. 3. Focus on ministries of reconciliation that wittness to unity in Christ.
4. Focus on community development to express God’s love for whole persons and communities. 5. Focus on justice ministries that embody the empowering message of the gospel. 6. Focus on reaching skeptics by demonstrating that the church makes a difference.
Chapter Two. The Church’s Calling to Holistic Ministries.
By his example, commands, and gospel, Jesus demonstrated holistic ministry. There are numerous Biblical doctrines that imply the practice of holistic ministry; sin, salvation, conversion, etc. There are practical benefits from a ministry that balances social and spiritual emphasis. "The whole gospel for the whole person through whole churches." p.59.
Chapter Three. Making Evangelism Central.
Social ministry is incomplete without evangelism and evangelism is incomplete without social ministry. A number of different kinds of evangelism are identified. The message stays the same the presentation changes. A realistic assessment of a church’s evangelism will indicate what changes are needed. Evangelism involves training. Holistic evangelism is both proclamational and relational.
Chapter Four. Embracing Social Action- from Relief to Public Policy.
"Social ministries fall into four basic categories; relief, individual development, community development, and structural change."p.86. There has to be a holistic approach to social ministry. There is a place for political action. Structural change in the ministry of the church is accomplished through education, advocay, and intervention.
Chapter Five. Integrating Evangelism and Social Outreach.
Evangelism without mercy (social outreach) is like faith without works. There are five ways suggested how social service can incorporate a "religious dimension"p.104.-passive invitational, relational, integrated-optional, and integrated-mandatory-pp. 104-106. The balance between evangelism and social ministry is really a balance between word and deed
.PART TWO- The Essential Elements of Holistic Ministry.
Chapter Six. Divine Love and Power for Outreach Ministry.
Outreach needs to motivated by "a passionate love affair with God".p.130. Mother Teresa declared that she wasn’t called to serve the poor, she just followed Jesus to the poor. Outreach ministry is very much a part of the command, love God , love your neighbor. Such ministry cannot be holistic without prayer which results in Holy Spirit empowerment. We need to have the mind of Christ that is characterized by servanthood, submission, compassion, and joy. The mission for ministry is personal transformation to the glory of God.
Chapter Seven.- A Commitment to Community Outreach.
A commitment to outreach should be a part of a church’s mission statement. This will not happen without overcoming barriers and boundaries in the community. Suggestions are made about building bridges between church and community. The chapter closes with a look at a church that is doing it.
Chapter Eight- A Healthy Congregational Base for Ministry.
Vision needs to precede action in ministry. Service must not replace outreach. They must be kept in balance. There are some key internal functions that are basic to church health- worship, tithing, small groups, koinonia, etc. Community outreach cannot happen without nuture ministires.
Chapter Nine- Church Leadership for Holistic Ministry.
Ten qualities are identified of holistic leadership. 1. commited discpleship. 2. a costly, contagious love. 3. faith. 4. humility. 5. flexibility. 6. vision. 7. ability to build up people. 8. ability to serve as a catalyst. 9. ability to connect people. 10. ability to maintain perspective. Good leaders know how to work with teams. They will reproduce themselves.
Chapter Ten-A Ministry-Centered Organizational Structure.
Here are some things a church structure needs to accomplish. "Make and implement ministry-related decisions, facilitate communication, generate ministry resources, manage volunteers, plan for growth, and respond to requests for emergency assistance." p.207-218. Vision without structure is ineffective.
Chapter Eleven-Ministry Partnerships.
A number of reasons , practical and theological, are given why churches should become involved in ministry partnerships. The conditions of these partnerships are explained. They need to be healthy, contributing to the overall health of the church and its ministry. There are different types of partnerships. A number of examples of partnerships are given.
PART THREE- Cultivating and Implementing the Vision.
Chapter Twelve- Developing a Holistic Ministry Vision for Your Context.
There are three things that should be considered when developing a holistic vision that will work in your church. First there needs to be a clear understanding of the congregation. The more thorough this assessment is the clearer will be the vision. An in depth study of the community is essential. "A church must become a student of a community in order to become its servant."p.257. When the first two steps have been taken a holiistic vision can be formulated. Such a vision becomes the primary responsibilty of the point leader of the church but it also reflects the process of "group discernment".p.267.
Chapter Thirteen- Rallying Support for the Vision.
A vision must be nurtured at various levels in a congregation, beginning with the leadership team. In the process the leaders should inform, motivate, empower, and reward. "Sharing the vision is a process." Timothy Keller.
Chapter Fourteen- Dealing with Fears, Change, and Conflict in Your Congregation.
Conflict and change have great potential for growth. Counting the cost is part of the process of looking for treasure. Lk. 14:28-30. Successful change involves a skilfull navigational process. People need leadership in embracing change. Key in this process is dealing with conflict positively.
Comment- H.Dirksen
The focus of this book is really about holistic church ministry. The holistic focus stresses balance. e.g. outreach balanced with service, being fed but also being led. There are many practical examples of churches that are doing what is being taught in this book. Even though the authors aren’t practioners (church leaders) they maintain a very practical focus in their approach to doing ‘holistic ministry’. "This book combines a theological and historical perspective with practical advice." Robert L. Woodson. A valuable resource for church leaders.
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