THE FUTURE THAT HAS COME: New Possibilities for Reaching and Growing the Grass Roots

THE FUTURE THAT HAS COME: New Possibilities for Reaching and Growing the Grass Roots.
by Kennon L. Callahan- church consultant, author of Twelve Keys to an Effective Church.
(c) 2002 Jossey -Bess pp212 price 35.95 hc

Ch.1 Movement.
With a new day God gives new opportunities. Ours is a day of "a convergence of multiple paradigm shifts". p.3. The author identifies seven such shifts. One shift is the change from institutions to movements. The qualities of each are listed. A healthy church functions like a movement. Congregations can change from institutions to movements and vice versa. Those who live in the past become lonely. Those who live in the future become frustrated, "The way forward is to focus on the future that has come." p25.
Ch.2. Motivations, Grass Roots, Key Leaders.
Another paradigm shift in our time is a "shift from commitment to compassion".p.32. Six motivational resources are always present but only two will be prominent at any given point in time. All resources are present in leaders and pastors.. Motvational matches result in congregational health. e.g. compassion and community, compassion and hope, community and hope. When there are motivational gaps problems arise. Grass roots will respond when properly motivated. e.g. People are motivated more readily by compassion than commitment.
Ch.3. Stars, Universe, and Beyond.
We need to be aware of all that is around us. i.e. not just the planet we live on. A fictitious story is related about outer space information, 1924 is a significant year in the awareness of space with Edwin Hubble’s discoveries. Another story is related where a retired pastor shares his thoughts and questions about the possibility of life in places other than planet earth. In responding to this retired pastor’s questions the author talks about the immensity and immediacy of God’s love. Our technology is driven by an innate search for God.
Ch.4. The Cultural Shift to Excellent Sprinters. Heb. 12:1
This is a shift from marathon runners to sprinters. The challenge is to adopt to either marathon runners or sprinters depending on the need of the present. The technological culture is a culture of sprinters. One time events (projects) is how some people grow. e.g.camps, conferences, etc. Some grow through seasonal events or events scheduled on other regular times. When sprinters are matched with marathoners the experience is usually not positive. Provision needs to be made for various growth patterns.
Ch.5. The Nature of Mission in our Time. "This is a time of grass roots mission." p.107. Grassroots is in contrast to top down (mission) leadership. God’s grace is grassroots and direct. It is important to not have a gap between leadership and grassroots. "Mission is spontaneous generosity." p.117. It is grassroots. Structures without mission will be ineffective. This mission needs to be the well-being of humanity. State, church, and business realize that they are dependent on grassroots.
Ch.6. Creativity and Objectives.
Churches that encourage creativity and help people with objectives will experience growth. Such an environment is conducive to learning. High schools have their cultural groupings with their distinctive qualities. Reaching young people requires knowledge about their personal differences. This chapter goes on to discuss the value of creativity in making church effective. People will be more participatory when there is evidence of specifity and concreteness in what is happening in church.
Ch. 7. A Focus On The Whole Life. The gospel is intended to impact the whole life, individually and/or as a group, i.e. congregation. Compartmentalizing does not add to the overall life of a congregation. What is needed is community. Leaders need to be focused on grassroots and they need to consider whole life living in the people they lead. Living the whole life involves serving. This is reflected in an outward focus for a congregation and a denomination. Living in "the future that has come" means living as a movement not an institution. This chapter closes with a brief comparison between "the future that has come" and "the past that has been".
Comment. hd
The author writes from his experience as a researcher, professor, and pastor. He is easier to follow when he writes as a pastor than when he writes as a prof. His focus on grassroots is his way of stressing the importance of relevance in church ministry. If an organization (denomination) provides genuine service to its people it will remain effective. Dr. Callahan has a strong passion to see churches doing the right thing in the right way right now.