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Posts Tagged ‘Ministry Leadership’

Analysis of Church Conflict Management

In my articleAnatomy of Church Conflict Management“, I suggested that there are some familiar mistakes that churches and their leadership tend to make in regards to conflict and crisis management.  I also quickly summarized what effective leadership before, during and after these events occur might look like.  It is to these leadership needs during conflict and crisis that I would like to return now.

It is necessary for every church to have a conflict and crisis management plan.  This plan needs to include:

  • Knowing the triggers or events that call for the plan to be engaged,
  • Working the crisis management and communication plan,
  • Communicating the unfolding development of these plans to those who need to know, and
  • Identifying the desired stages and outcomes of working these plans, and then, finally,
  • Evaluating how these plans worked and what needs to be adjusted to make it/them work better next time.

Identifying capable leadership to handle conflict and crisis is important.  Not everyone is emotionally and psychologically equipped to deal with them.  At the same time, leadership directly involved may not be good candidates because of conflict of interest or lack of objectivity.  A team of three to five people who are spiritually mature, skilled communicators, emotionally mature, and hold the respect of others in the organization make a great team.  For many churches, this group may be the Board of Elders.

Mt, Adams, Washington State

Clear Skies Over Mt. Adams, Washington State

If this is not possible, then working with a third-party dispute resolution or crisis management team is the best option.  This may come from a hired company, one of the many non-profit dispute resolution centers around the country, denominational leadership, or a team from another church in the community who has developed their own team.  The important point is to know who – what team – you are going to look to before the need arises.  Everyone in the organization needs to be informed of who this team is and what the “triggers” are that call for their involvement.

Not all conflict or crisis is the same.  Some involve only a couple people or a small group.  Others, however, involve a larger portion of the organization and have potential to cause a ripple effect that disturbs the whole organization.  It is important for every leader to know what level of disruption is being faced.  This will be an important trigger that sets in motion the work of a conflict and crisis team and the plan that has been established.

A carefully scripted plan for communication, handling confrontation, and identifying the small-step goals to reconciliation, restoration and peace must be established in the calm before the storm.  In the heat of a crisis is not the time to attempt to develop a plan.  The plan must be clear enough so that steps can clearly be taken to move toward progress.  Getting “stuck” in a conflicted crisis is not to anyone’s benefit.  Every plan must answer simple questions:

  • Who is involved?  Who needs to know?
  • What are the issues and how can they be discovered?
  • How can miscommunication and misunderstanding be avoided as much as possible from those who are on the fringes of the problem?
  • How will the process and its milestones to restoration be communicated to those who need to know?
  • How will “success” in terms of reconciliation and restoration be recognized?
  • What will be the terms in which irreconcilable differences and hurts are recognized and a “parting of ways” a recommendation for the organization to move forward?
  • When will the end of the process for the team be recognized?

Every conflict or crisis event must also involve a debriefing and evaluation time for the team.  This may also included key individuals involved who were not on the team.  This will not only allow the team members to take away “lessons learned” from the experience, but it will allow them to adjust the conflict resolution and crisis management plan in order to be more effective in the future.  Just as important, is the opportunity for the team members to sort through their own thoughts and feelings after handling such an emotionally charged situation.  This helps the team to make sure that as individuals they are not carrying away any unnecessary emotional or psychological baggage.

Low Clouds Surrounding Mt. Hood, Oregon

Cloud Skirted Mt. Hood, Oregon

Every event is different.  Then again, every event is similar.  Where the congregation and its leadership is immature and/or unhealthy, it almost always waits too long to seek intervention.  One thing is clear.  Conflict resolution involves as much art as it does science.  In twenty-five years of pastoral ministry, here are three things that I have come to realize about church conflicts:

  • The “problem” is almost never “the problem.”
  • Change and growth never come without problems (i.e. conflicts).
  • I can be my own worst enemy in that I cause most of the problems (i.e. conflicts) I experience.

Of all places, the faith community should be a place where the practice of our spiritual principles and precepts enable everyone to overcome fears, doubts, misunderstandings, chaos, conflicts, confusion and even anger.  Unfortunately, as I pointed out in my last article, there are myths about itself that the Church must overcome.  Don Bussart, associate professor of interpersonal ministries at The Iliff School of Theology in Denver, Colorado, identifies these as:

  • The Church must suppress conflict to maintain its image to as a loving community united in God’s service.
  • Conflict is bad because it threatens the unity of the church.
  • A loving person is always tranquil, stable and serene.
  • The administration, worship and programs of the church are fixed and established thus not subject to change.
  • Individuals and the church as whole should be “spiritual” — that is, should be “above” conflict.

The fact of the matter is that the pastor (lead or senior pastor) is most often the first line of defense in dealing with conflict and interpersonal crises in the congregation.  Marlin Thomas in Direction Journal astutely puts the pastors role in perspective:

“For pastors of troubled churches, ministry cannot be viewed as “business as usual.” One cannot relate to troubled people as fully rational beings, capable of making and keeping bona fide agreements. And troubled church systems cannot be led as if they were healthy systems. If they are so treated, they will only become less healthy, and the pastoral leader will ultimately be caught by painful surprise and sadly fail in his [or her] heavenly calling.  Pastors of churches under stress must think of themselves as specialists. They must care for people according to the special, “soulish” needs of their wounded pseuche, and not merely conduct “church as usual.”. . . The administrative leadership style of a pastor in a troubled church must be that of a loving but firm parent who presents clear outer boundaries to the children, while allowing them to develop slowly within the parameters of their own ability to grow. Disordered people can serve God, even if they can’t get along very well with each other or even with the pastor. But in such cases the pastor must be more than just a pastor; he must be skilled in the taming of hearts. It is true that only God can ultimately tame the heart, but it is also true that God desires to use sensitive, skilled human agents in that effort.”  [Bracketed italics added.]

One of the biggest needs a pastor must fulfill is to help the congregants become grace-filled, permission-giving members.  This is outlined simply by Thomas as:

  • Give life permission to be the way it is, until Christ changes it.
  • Be who you are—responsibly.
  • Let others be who they are—caringly.
  • Be willing to say “where” you are—kindly.
  • Let others say “where” they are—acceptingly.
  • Care about your sister or brother—appropriately.

This character development doesn’t happen over night.  It is a long journey.  However, the benefit is growing into grace-filled individuals who have an internal agility (i.e. flexibility) to deal with different people and growth and changes that pose potential conflict.  The larger the capacity of a congregation to practice this in interpersonal relationships the better its ability to handle and recover from conflicts and interpersonal crises.

Mt. Rainier, Washington State

Mt. Rainier Behind Safeco Field

It is interesting to note that most statistics tell us the the majority of non-churchgoers in the U.S. consider themselves to be Christians.  Of these, four out of ten have dropped out of church due to a “painful” or “agonizing” ordeal in a church.  I have pastored Assembly of God churches for 25 years and can attest to many encounters with people who no longer attend church because it was simply too emotionally painful for them to return.  Either the people in the church or the building, or both, held such bad memories that even returning to the building proved impossible.

Today, I attend a Central United Protestant Church, which is a trans-denominational church left over from the protestant military chapel supplied by the U.S. government’s Hanford Project during the cold war.  It is under the leadership umbrella of the United Methodist Church but serves five other denominations.  Not surprising, I have discovered similar stories around the community concerning this church.  So, this issue goes beyond denomination labels, church sizes or community settings.

There are many resources for church leadership and their congregations to use.  A perusal of the world wide web will uncover a library of articles, papers and blogs for careful consideration.  Independent consultants and denominational resources are available to most every church.  In a couple of instances from my experience regarding small independent churches, calling in respected and recognized pastoral leadership from other churches to offer guidance and counsel is a possible alternative.

Where there are people there will be conflict.  Where there are people passionate about issues there will be passionate conflict that could lead to interpersonal and congregational crisis.  However, such occasions need not be a debilitating and defeating event.  Instead, they could be transforming events that help individuals grow in grace and help congregations grow in expressing mature Christ-like love and unity.  How we face it will be the determining factor.  The question is whether we will take the time to thoughtfully prepare for it before we face it.

©Weatherstone/Ron Almberg, Jr. (October, 2011)

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Training Shepherds

Shepherd in Făgăraş Mountains, Romania

Shepherd and Sheep/Image via Wikipedia

A king ruled a country whose main business was raising sheep and managing flocks. As the flocks throughout the land grew, the need for trained shepherds grew great.  The idea of having shepherdless flocks or sheep without a shepherd was intolerable.  So, the king called his wisest shepherds together to solve the problem of the shortage of shepherds.  After a great deal of deliberation, it was proposed that, to solve the problem of the shepherd shortage, they begin with the elder-shepherds who successfully watched over and grew their flocks.  These wise shepherds would be in charge of training young shepherds placed under their wise counsel and care.

So, the successful elder-shepherds took young people who aspired to shepherding under their leadership. They modeled good shepherding and allowed the young trainees to shadow them as they went about doing their shepherdly duties.  Regular study in “The Shepherd’s Manual for Flocks” took place every day.  As the young shepherds in training grew more confident and comfortable in shepherding duties, the elder-shepherds allowed them to take on responsibilities for the flock under their watchful eye.

Some trainees proved very adept and were considered to have a calling to shepherding by their mentor shepherds. They were encouraged to pursue raising a flock of their own to shepherd.  Some young shepherds took over part of an elder-shepherd’s flock to raise as their own.  Others were given a few sheep and encouraged to start growing a flock of their own in other pastures.

Meanwhile, other trainees discovered that shepherding and caring for sheep was not for them. With the blessing of the training-shepherds, they were steered to find other career paths and soon found careers more suited to them.  They went on to support and encourage those who continued in the work of shepherding the sheep of the land.

All of these efforts resulted in growing flocks all across the land. Sheep were well tended and shepherds trained to care for them were successful in their duties.  The result was that there were less and less sheep without a shepherd who could be scattered and devoured by wild animals.  The number of shepherdless sheep wandering the land was dramatically reduced.  The king was very pleased.

After some time, a committee of shepherd-leaders gathered together to discuss how the training of young shepherds was going. The number of trainees had grown very large while the number of training shepherds remained very limited.  After much discussion, it was decided to open a school for training more shepherds.  In this manner, young shepherds could be trained in large groups and sent into the pastures of the king.

Throughout the land, great excitement  accompanied the announcement of a school for shepherds. It was thought that educating and training of shepherds in a large group setting was a wonderful idea.  So, many people in the land supported the idea of the school.  There was so much enthusiasm that money was raised so that land could be bought, full-time training shepherds could be hired, and buildings built to accommodate them all.  The day of dedication for the school was a grand and historic day for everyone.

Soon, young people who desired training as a shepherd gathered at the school. The elder-shepherds working with their flocks went on shepherding without the responsibility of training young shepherds.  Now they could focus solely on shepherding.  At the same time, young potential shepherds were sent away to a special school for training.  Some had to move far away from the flocks and pastures they grew up around to attend the school for shepherds.

Specially educated elder-shepherds trained young shepherds without actually working with sheep. Many of the elder shepherds, while having never actually worked with flocks or, at least, having not done so for years, did their best to prepare the future sheep herders for the future.  They were trained in sheep-talk, methods of effective shepherding, how to identify good sheep from bad sheep, managing and leading sheep, how to sing to sheep and, most important of all, how to study and apply “The Shepherd’s Manual for Flocks.”

One day, someone suggested a small change to how the school for shepherd training was run. They thought that other young people not necessarily going into the shepherding business would benefit from the training and education of the scholarly elder-shepherds.    It was thought that allowing the education and training of young people from all walks of life would help advance and support the main business of raising sheep.  So, the school was expanded to include training for other careers.  This was a wonderful suggestion and  soon the school grew even larger with young people from all over the kingdom.

It was not too long before someone noticed that those at the shepherd training school who were not planning on actually becoming shepherds was greater than those who were planning on becoming shepherds. Wise business and community leaders suggested that, since this was the case, the school should be expanded to help train the other young people for their perspective careers too.  After all, why couldn’t this wonderful school for shepherds also train medical people, teachers, business people, and even other scholars in the discipline of shepherding and understanding “The Shepherd’s Manual for Flocks”?  It was decided that this should be so.  So, other schools and training rooms were added to the school for training shepherds.

The school grew and grew. It gained success and even competed with other schools in their own areas of study.  However, everyone took great pride in the fact that, while they did train young people for other professions and careers, this school started out as a training school for shepherds.  In fact, many of the old graduates and supporters still considered it a training school for shepherds even though the number of shepherds in training was not what it once had been when it trained only shepherds.

Over looking Robins Lake above Roslyn, Washington, September 2010

Over looking Robins Lake above Roslyn, Washington, September 2010 ©Weatherstone/Ron Almberg, Jr. (2010)

However, change has its consequences. Soon, the cost of educating everyone, not just those who had a desire and perhaps a calling to become shepherds, made it very difficult for those wanting to enter the career of shepherding, which paid very poorly but was, nevertheless, very greatly needed throughout the land.  For, you see, many flocks throughout the kingdom were small and barely supported a shepherd and his family.  So, future shepherds found it too difficult to attend the school because of the cost.  Slowly, some of them decided that perhaps shepherding was not for them and began to seek other things to do in life.  It was not too long until others noticed that the number of shepherds in training at the school was greatly diminished.  In fact, they hardly existed at all.

Some of the king’s people wondered if perhaps it wouldn’t be better to close the shepherd training portion of the school since it did not pay for itself anymore. There simply were not enough future shepherds signed up to justify the cost.  Other departments of the school were much more successful by bringing many more students and their money to the school.  Those of bygone days did not want to see the school for shepherds closed.  Where would future shepherds be trained, they wondered.

Meanwhile, the number of shepherdless sheep grew. Because of lack of care, flocks began to decrease.  The number of untended, wild and scattered sheep grew at an alarming rate.  No one seemed to be as concerned that the king’s sheep and flocks were scattered and helpless as much as they were about the school for shepherd training being profitable.

The decrease of young people becoming shepherds captured the attention of some of wise old shepherds of the land. Seeing the great need of the land and noticing how there was a growing population of sheep without a shepherd, some of them decided to once again take young potential shepherds under their own personal care and training in hopes that one day some of them would grow to be fine shepherds.  They put a call out to young people possibly interested in becoming shepherds for the king of the land.

However, this angered those who had worked so hard to build the old school for training shepherds as well as the scholarly elder-shepherds there. This threatened to take away potential students who could help keep the school for training shepherds open.  It also frightened those who saw themselves in charge of the standards for training young shepherds.  They were concerned that this opened up the possibility of allowing insufficiently trained shepherds to watch over flocks even though the young people would be trained by successful, wise, old shepherds.

So, discouraged, the wise old shepherds stopped trying to train future shepherds. It was not long before there were not enough young shepherds in training to take the place of shepherds retiring from their fields.  Soon, good shepherds ceased throughout the land.  The king’s sheep became scattered and helpless.  Finally, the flocks of sheep decreased and those that remained became wild.  And the king wept over the state of his flocks.

©Weatherstone/Ron Almberg, Jr. (2010)

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It is not just a slip of the tongue that can catch a preacher in an embarrassing moment. Sometimes the slip of the shoe will too.  There is nothing like a brand new pair of leather soled dress shoes and carpeted sanctuary floors to better illustrate this point.

I wish that I could tell you that this is a brief story about a friend of mine. But, alas, it is not.  I must own up to my own humiliating debacles.  And this is one of them.

I had just taken a youth and associate pastoral position at Neighborhood Christian Center in Bremerton, Washington. So, right out of college, my wife and I moved to Bremerton to make a new home and start an adventure in ministry.  Of course, like any wet-behind-the-ears rookie of any occupation, I was intent on proving my worth to not only the senior pastor, Jim Hill, but also the whole congregation.

As those in any level of church leadership know, Sunday mornings are a frantic and frenetic time. I have grown certain over the years that pre-service preparation is when the devil and his minions show up for church.  Thus, we would probably do better going around praying and exorcising demons from every room and off of every person coming through the doors than getting ready for our religious rites.  But, of course, we are always too busy to do just that.  So, we scurry around like blind church mice trying to find cheese.

On this particular Sunday, I was prepared and ready to go minutes before the start of the morning worship. There were a few little details I needed to take care of with some individuals in the back of the church.  So, I made my way to them to talk.  Meanwhile, the sanctuary continued to fill up.  It was going to be a full church that particular morning, which is always gratifying to all those who have prepared so hard.

The senior pastor led worship from the piano. It was my duty to welcome everyone and give the invocation; the opening prayer for those of you not from the Pentecostal “High Church” tradition.  I must have taken a little longer than I thought with the individuals I was talking to for before I knew it the cue to begin started.  This meant I was out of place in the back of the church and not in the front of the church where I belonged.

Hurrying quickly, I decided to take a short cut up the platform by jumping on to the stage from the side where there were no steps but quick access right to the pulpit. Now, I was more athletic than I am now and quite able to jump high.  In college I could dunk a basketball with two hands.  Thus, leaping the two-and-a-half feet up onto the stage posed no problem in my mind.  Except…

That week, in anticipation for my new position on a pastoral staff, I had gone out with my wife to the mall to purchase a new pair of dress shoes. I had purchased on sale a very nice pair of Florsheim dress shoes.  They had 100% leather uppers and soles.  They were very comfortable.  It was those shoes that I was wearing when I decided to take my leap-of-faith from stage-right.

As I recall, my take-off was impeccable. I had the length and the height just right.  What I had not calculated was the reaction of my new leather soled shoes to the carpeted edge of the platform.  I may as well have been wearing polished Formica soled shoes.

My shoe slipped off of the stage. My body continued in its forward projection.  Shin came crashing into the edge of the stage.  The rest of my body came crashing to the floor.  Unfortunately, the platform was also tastefully decorated with potted plants.  Real ones.  These helped to break my fall.  My fall helped to scatter the pots, the plants, and the soil across the platform.

Franklin Country Court House, Pasco, Washington, August 2010

Franklin Country Court House, Pasco, Washington, August 2010 ©Weatherstone/Ron Almberg, Jr. (2010)

It is amazing how quite a crowded room gets when something like this happens to someone. For a brief moment, all time stood still.  It was as if everyone was waiting to see if my body would lie in a still heap or give signs of life by continuing to move.  After s brief registry of just what happened, several people moved to see if I was alright and help me up.  Of course, wanting to quickly recover I had tried to bounce up from my prostrate condition only to kick around the remains the flowers and potting soil.

The senior pastor look at me bewildered. I looked at him befuddled.  Already ushers were helping to pick up the dismounted potted plants.  Some church ladies were gingerly scraping potting soil into little piles and scooping it into a few pots.  I hardly new how to begin.

How do you recover from such a publicly humiliating beginning? For some people that morning, it was there first introduction to the “new pastor”.  I can only imagine what they must have been thinking.  For those who had a direct hand in my hiring, including the senior pastor, I imagine that someone wanted to get up and apologize to everyone else for my being there.

Somehow, my composure and the congregation’s composure were restored and we continued on that morning. I do not remember any thing else of that day.  The singular event, however, is pretty much burned into the synapses of my brain.  Needless to say, I spent a good deal of time scuffing up the soles of my dress shoes on the sidewalk after that morning.  My shin would heal, my pride would mend and most people would forget it ever happened.  But not me.  I still shudder when I remember that episode.

I think everyone has a similar story of public humiliation to share. It is part of human experience.  It is a tool to keep us humble.  I imagine that there are days that God as an audience to our behaviors call his angels to his side and says, “Hey, everyone!  There a newbie trying something out.  Let’s see what happens.”  Isn’t it good to know that one of the ways we can bring pleasure to God is by providing comedic relief?  I think one of the largest books in the library in heaven has got to be entitle, “A Funny Thing Happened on the Way to the Pulpit.”

©Weatherstone/Ron Almberg, Jr. (2010)

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What Church People Learn – Part 3 and Conclusion

Part 3 and Conclusion –

Workable models and methods that transform lives and so transform communities are available all over the world. This is where the American church might be wise to humbly learn from her brothers and sisters in other parts of the world.  There are places in the world where the church is growing rapidly.  More important than just growth, however, is the transforming power the message of Jesus and the way of Jesus is having upon whole sub-culture groups.

This will require the American churches and their leadership to admit that:

  1. For the most part, what is presently being done is not working and is not sustainable;
  2. The American church no longer has all the answers to address the world’s problem;
  3. The American churched that birthed so much of the 19th and 20th century missions movements is now in need of missions help itself; and,
  4. Change must take place before the changes of our American culture make the American church wholly irrelevant.

There will be no one method or model that will work in every ministry context in America. The diversity of our cities and even our rural areas require flexibility and creativity.  Nevertheless, any method or model must answer a few simple questions:

  • Does this actually lead to obedience to the way of Jesus that will transform lives?
  • Is the reproducible from one believer to another, one church to another?
  • Does this encourage indigenous leadership, that is, does it raise up leadership from within the church instead of relying on leadership to come from outside of it?
  • Does this engage the larger ministry context of the community, town, or city and seek to bring transformation through Kingdom living and influence?  Or, in other words, what Kingdom benefit is brought to the surrounding culture?
  • Is it self-sustaining?  Or, will it burden the church with constantly “feeding the dragon” to keep it going?
  • Is it simple enough that children and young people will be able to communicate it and follow-through with it?

Much of the ministries in American churches today demand professional clergy leadership. On the other hand, in mission movements where the church is experience not simply growth but multiplication, there is not that luxury!  And yet, the church continues to thrive and grow.  Statistically, American church growth experts tell us that, overall, the higher the level of clergy education the less effective the church becomes (which will have to be a topic for another time).  I am not arguing for Scriptural ignorance, but simply pointing out that perhaps the way we educate and disciple is the wrong model and not working today.

Even in America, fast growing church that are effective in creating genuine followers of Jesus have learned to adapt and adopt many of the same methods used by missionaries and their agencies overseas.

First, they quickly embed new believers into the Body of Christ and a small group of believers to learn spiritual life through prayer, Scripture, worship and witness.

Second, they expect believers to disciple or mentor new believers and new believers to share their new story with unbelievers in their circle of influence.

Then, they look for radical obedience to the words and ways and Jesus and target those individuals to start new churches or lead small groups of believers.

Notice that all education and spiritual transformation occurs within the context of relationships, ministry and obedient devotion to Jesus.

Beach Pebbles, June 2003

Beach Pebbles, June 2003 ©Weatherstone/Ron Almberg, Jr. (2010)

Is this process messy?  It sure is!  But then, I’m not too certain that our current American models are any less messy.  We have just learned to cover it up, not deal with it, and sterilize the after-effects.  It is all about keeping up appearances for our professional image.

The New Testament church was very messy.  Amidst the rapidly growing young church, there were all kinds of problems.  (Read the New Testament letters to the churches!)  The apostle Paul did not seem to care if he made them public.  He asserted that dealing with disobedience publicly demanded proper reverence for the Lord, his church and those the Lord placed in authority over it.  At the same time, public affirmation and reconciliation, according to Paul’s methods, also testified to the restorative power of the message of Jesus and the work of the Holy Spirit.

By depending upon professional clergy for every aspect of church movement and growth, what we have we taught church people?

  • Church people have learned that they cannot teach others unless they are properly educated and trained.
  • Church people have learned that they cannot lead others in worship unless they have the right credentials.
  • Church people have learned that only professional clergy really know how to pray.
  • Church people have learned that there only purpose is to support the pastor and cheer him or her on in her Kingdom efforts.
  • Church people have learned that ministry is what happens on the church platform, not what happens in their homes, workplaces, neighborhoods or other gathering places.
  • Church people have learned that they cannot really understand the Bible unless they have gone to Bible School or Seminary.

I do not know any pastor in America that would say that these are the things that he set out to teach his parishioners.  It seems to occur by default simply because of the model for ministry we utilize and the methods we use.  I know for certain, in fact, that many, if not most, American pastors beat their heads against the wall because they see the effects of ministry presently and are frustrated by it.  Almost every church leadership person that I have come across feels trapped by the structures presently at work.

Perhaps what are needed in order to teach and train church people differently are new churches.  For myself, as I talk to pastors, missionaries and other leaders, I perceive that a church renewal or reformation is on the horizon.  I pray that the leadership presently in place in our American churches and denominations embrace it.  I pray that we will be brave enough to welcome the change into a new wineskin.  Hopefully, the result will be that we will give church people something different to learn.

©Weatherstone/Ron Almberg, Jr. (2010)

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What Church People Learn – Part 2

Continued…

Another key to life transformation involves teaching for obedience not knowledge.  This last point may be the most important of all.  In our Western mindset and focus upon education, we have assumed: Education = Life Change.  In some cases this is true.  In many cases it is not.  This is probably no more clear than in the evidence we see in the quality of the followers of Jesus coming from our churches today.

Even though we have for the last 40 years stressed Christian Education in our local churches, our congregants have not grown more knowledgeable and obedient to God’s Word.  The evidence points to the fact that they have grown less so.  A number of recent surveys by the Barna Research Group point this out very clearly.  Our continued focus upon knowledge of doctrine and Scriptural truths apart from obedience nullifies our efforts to make followers of Jesus.

We must come to grip with the fact that teaching people what is commanded is not the same as teaching obedience to what is commanded.  We can confirm doctrinal knowledge, why can’t we confirm doctrinal obedience?  We should be as concerned with orthopraxy (correct practice of the faith) as we are with orthodoxy (correct beliefs about the faith).  This begins with our church leadership.

Somewhere between Bible School or Seminary and pastoral ministry and leadership the ball has been dropped in spiritual formation.  We have tended to advance people to leadership based upon their knowledge quotient, not their obedience quotient.  More time and effort is put into knowing the doctrines of the church denomination than whether the person’s spiritual and social life is obediently aligned with God’s Word.

In fact, it is not uncommon today to even make allowances for deviations in denominational beliefs and practices to gain church leaders!  As long as someone has taken the required courses to produce the sufficient theological education for ministry, it is assumed one is qualified.  How many times has that been proven wrong?

It is no wonder, then, that the measurement of spirituality in our churches is knowledge not obedience.  In today’s church model, the pulpit ministry is teaching oriented because right belief and thinking is considered most important.  Likewise, confirmation and doctrinal classes for church membership are important so that a person can knowingly agree with what the church believes and practices.  However, rarely do we measure and look at the level of a person’s obedience.

Pebbles on a Beach, June 2003

Pebbles on a Beach, June 2003 ©Weatherstone/Ron Almberg, Jr. (2010)

We are too individualistic of a church and society to do that today.  Are we willing to be held to that kind of accountability?  Most American church parishioners as well as their leadership shudder as such a notion.  However, the apostle Paul threatened to make a personal visit to the Corinthian church and deal with a couple of immoral individuals if they did not practice church discipline themselves (1 Cor. 5).  In fact, he commands the Corinthian believers to expel the two and to disassociate with anyone who says they are a Christian but practices immorality.  According to the apostle Paul, judging those outside the church is not the business of the church, but judging those inside is its business.  Obedience was paramount!

Does that sound pretty harsh?  Unfortunately, in our individualistic church culture, the mantra has become, “You can’t judge me!”  This is usually followed up by a really bad misquoting of Jesus’ words, “Judge not lest you be judged!”  In fact, the church and its leadership are commanded to judge and deal with sin within the Body of Christ.  Unfortunately, church discipline is something rarely practiced today.  On the other hand, Jesus takes it so seriously that he warned the Christians at Thyatira that he would come and judge them personally if they did not deal with the immorality among them (Rev. 2:20 – 25).  Could it be that Jesus is coming to judge some churches today?

What we have managed to teach church people is that it does not matter what you do as long as you have right beliefs.  Church people have learned that personal comfort and convenience are more important in measuring their satisfaction with church than how much their lives are changed.

  • What church people learn is that it is OK to worship on Sunday at church but act like a jerk at home and work the rest of the week.
  • What they learn is that it does not matter what you do as long as you believe in Jesus and some of the stuff in the Bible.
  • What church people learn is that, as long as one has been baptized and confirmed into the church, sexual promiscuity, pornography, drunkenness and recreational drug use is permissible.
  • What church people learn is that as long as one is sorry for their sins, receive the Eucharist or communion and responds to an altar call, then returning to the same sin again has no real consequences.
  • What church people learn is that going it alone in their spiritual journey is the norm rather than going with others and being under spiritual authority.

What Jesus commanded from his followers, and so his church, is polar opposite.  The Great Commission (Matt. 28:18 – 20) does not require us to “go and teach them to know all I have said” but rather to “go and teach them to obey everything I have commanded.”  Knowledge does not seem to be the key ingredient to creating genuine followers of Jesus, obedience does.  Can knowledge lead to obedience?  Sure.  Does it?  No.  Yet, it seems that most churches rely on this one strategy to make disciples of the Lord.

True affection for the Lord is not measured by what we know or even by what we feel but our obedience:  “If you love me you will obey what I command…If anyone loves me, he will obey my teaching. [Then] My Father will love him, and we will come to him and make our home with him.  He who does not love me will not obey my teaching” (John 14:15, 23, 24).  It is pretty clear that in Jesus’ eyes obedience is the proof of love.

Jesus did not seem to mind drawing a line in the sand when it came to someone’s obedience.  He seemed pretty content to let individuals choose whether they were going to follow him or not.  He was not consumed with trying to be the rabbi with the most followers or the most popular spiritual teacher or the prophet with the biggest crowds.  He was willing to allow people to walk away because obedience to the Heavenly Father was more important than knowledge of the Heavenly Father.

Church people learn just the oppositewhat is important is knowledge of God not actual obedience to God.  However, the words of the apostle John challenge us and our way of “doing business as usual” when he wrote, “We know that we have come to know him if we obey his commands” (1 John 1:3) and “Those who obey his commands live in him, and he in them” (1 John 3:20).  According to John, knowledge is not the test of whether an individual really knows God and has a relationship with him.  Obedience is the test.

It might be time to change our discipleship methods and models.  What worked in the past will not solve the problems we face today or will face in the future.  It is up to churches and their leadership to make the changes and transitions that will shape and form the lives of those that are in their spiritual care.  This might mean a radical shift in what and how we teach church people.

To be continued…

©Weatherstone/Ron Almberg, Jr. (2010)

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What Church People Learn – Part 1

There is a cute story about a little girls sitting with her mother in church.  The service had dragged on for what seemed like an interminable amount of time to the little one with a short attention span.  Once of twice she sighed heavily, enough for the people around her to hear.  Embarrassed, her mother leaned over and tried to quietly shush her.  Finally, anxious to go home so she could play, in the middle of the pastor’s sermon that little girl turned toward her mommy and none too quietly asked, “If we give him our money now, can we go home?”

I am sure that more than one parishioner has felt trapped by a Sunday worship service or a long sermon.  I have been on both sides of the pulpit.  I know the pressure on the preacher to develop and deliver the best sermon of his life every Sunday to gain the approval of his listeners – or at least keep most of them awake.  I have also sat in the pew or chair and wondered if the preacher would not have been better off to just have dismissed everyone before the sermon; everyone would probably have been better off.

In today’s technology driven culture, now the preacher is not just required to be a great story teller, professional theologian, expert exegete of the biblical languages but also good at computer technology and its use in communication.  Meanwhile, the average congregant becomes more and more of a spectator in a multi-media driven event.  After it is all over, the question most often asked is, “Did it entertain and keep my attention?”

The real question of life transformation is rarely asked.  The occasional altar call, for those churches that still practice that regularly, may offer some emotional response to a message.  Often such tactics merely offer emotional release without bringing true life change.  The crisis at the altar does not seem to equate to lasting change at home or at work.  The question for every church and its leadership is simply this: “How do we measure life change and transformation?”

Perhaps we need to change our approach and measure our “successes” differently.  Most church leaders get real excited when the church is full.  This is what I have come to call “Measuring Butts, Bucks and Buildings.”  A few may express joy over responses to an altar call.  However, rarely is the question asked, “What happened while they were here?”

As such, we in the American church have trained church people that only two things are really required of them. First is that the most important thing for them to do is simply show up on Sunday morning, hopefully give in the offering and listen to music and a sermon.  We want them so that we can count them.  The second thing is that it is important for them to learn how church is done (or our particular model of it anyway) and what it (or our particular stream of the Christian faith) teaches.  We want them to indoctrinate them.

The larger question that begs to be answered is, as Dr. Phil would say, “How’s that working for ya’ ?”  I think for the vast majority of churches and their congregants in America that the honest answer would be, “It ain’t.”  It is not working.  Even though we have more and more churches; more and more well-educated clergy; and, more and more people who call themselves Christians, our American culture is becoming more and more un-Christian.

As a church leader myself, one of the things that drove me to distraction was parishioners who could sit through years of sermons and live unchanged lives.  There were those that appeared at every altar call and were the most exuberant in their worship and yet had horribly dysfunctional relationships and addictions.  It did not seem to matter how much I as the “spiritual leader” prayed and prepared for each Sunday, the fact remained that a large part of the congregation remained unchanged from week to week.

Pebbles on a Beach, June 2003

Pebbles on a Beach, June 2003 ©Weatherstone/Ron Almberg, Jr. (2010)

It has taken being out of ministry for the last year-and-a-half to gain a little more objectivity and a different perspective.  Talking with friends still in active pastoral ministry and reading and writing and processing has brought me to some different conclusions than I would have drawn two years ago.  And, while I attend a great church with a great pastoral staff and wonderful weekly worship, I look at how we are training followers of Jesus and have to ask a couple of questions.

First, does our method need to change?  Do we need a new model for making disciples?  I am more and more believing that the answer to that question is a resounding, “YES!”  While the gospel message and the truths and doctrines will not change, how we go about shaping the lives of those in the care of the average church needs to be rethought.  Ministry context will determine the answer and solution to this but there are two things that I believe will transform lives and better form genuine followers of Jesus.

  1. Whatever method or model we use must require participation not spectatorship in ministry and service.  This will mean things will get messy because everyone involved will be in “training on the job” and may not always get it right or do it to “professional” standards.  Imagine a church service where the laity is heavily involved.  Most of us cringe at that because we want the convenience and comfort of being served up a professional sound and image every Sunday.  There are many ways to be involved: organizing the service, testimonies, Scripture readings, prayers, as well as input and help on sermon preparation.  I am sure there are other ways besides just reading the announcements.
  2. Whatever method or model we use must involve whole group and small group interaction.  This will mean breaking generational barriers that have been created in our churches by specialized ministries. Cross-generational ministry and relationships must be freed-up and allowed to shape the church.   Striving to put people into groups that relate together and work together strengthens not weakens the church.  It requires living out the gospel in the context of relationships within the Body of Christ.  Presently, the model of coming, sitting, looking at the back of the head in front of you, smiling and leaving is not working.

Second, do our goals and what we measure need to change?  Do we need to strive for different outcomes when we gather together?  This is probably more important than what is above.  Instead of measuring butts, bucks and buildings, the goal is to measure the lives of those changed.  One key to life transformation is engagement in a Kingdom lifestyle that produces followers and leaders.  Start asking these questions after every service and event:

  1. What disengaged person(s) or spiritually uninterested person(s) came to our church event to check out what we are about?
  2. What person(s) not a part of our church fellowship last year, last month, last week committed to join it?
  3. What unchurched person(s) who were not engaged with following Jesus are now actively following Jesus?
  4. What person(s) intermittently involved and/or attending committed to being more actively engaged in ministry to others?
  5. What person(s) actively attending but unengaged in ministry committed to an active part in ministry?
  6. What person(s) regularly involved in ministry has stepped up to take a leadership role in it?
  7. What person(s) involved in a leadership role in ministry has trained and released another leader into that ministry?
  8. What person(s) actively involved in our church’s ministry and leadership has decided to launch into a ministry in the larger Kingdom as a missionary or other full-time service?

These questions push a congregation and its leadership to measure something other than attendance and offerings.  These questions get to the real question of what lives are being changed and shaped.  They measure how effective a church is reaching those unreached and unchurched around it.  They also measure how well a church is raising up other disciples and leaders for ministry.

These questions also dismiss the inordinate attention given today in the U.S. to church size.  A church of any size and in any context can be successful with what the Lord puts in its area of influence and responsibility.  Some rural small churches are much more effective at these measurements than most large suburban churches because their size necessitates the involvement of everyone!  This is also true of small urban churches.

Statistics tell us that small and medium sized churches are much more effective at raising up genuine disciples than large ones because of that singular fact.  It turns out that what church people learn in a small or medium sized church is more life-changing that what they will learn in a large church.  So, what do church people learn by what we are modeling and teaching them?  Not what we think or hope it turns out.

To be continued…

©Weatherstone/Ron Almberg, Jr. (2010)

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Lighthouses From A Bygone Era

I enjoy visiting lighthouses.  Along the Oregon coast, there are a number of beautiful old lighthouses that vacationers and tourists can visit.  You can climb the stairs to the beacon chamber and look out over the ocean and down the beautiful beaches.  If you are lucky, you may have the opportunity to watch a pod of whales in the Pacific Ocean go up or down the coast, depending on the time of year.  Each lighthouse is different and used to serve a unique location on the coastline helping boats and ships navigate the rugged, rocky coast and mouths of rivers.

Did you notice the words “used to” in that last line?  They are almost all decommissioned now.  Instead, their only purpose is to preserve the past memories of a bygone era.  Times have changed and technology has made them obsolete.  Their structures and purposes were not able to make the transitions into modern times.  They serve only to a history.  So, visitors come, see and leave everyday.

Almberg kids at an Oregon lighthouse, Summer 2002

Almberg kids at an Oregon lighthouse, Summer 2002 ©Weatherstone/Ron Almberg, Jr. (2010)

I enjoy visiting churches.  Unfortunately, I have found many that have become just like those lighthouses.  Their only purpose has become to preserve past memories of a bygone era.  They did not change their methods and ministries with the times and so have become obsolete for fulfilling Christ’s commission of reaching lost people and making them his disciples.  Their ministry structures and purposes were not allowed to change to meet the demands of reaching their city or town.  They used to serve a unique place and help lost people find their way to Jesus.  At one time, they helped many people navigate the difficult courses of life.  Now, people mostly just come to see and leave.

The great challenge in today’s American churches is the challenge to keep ministries cutting edge and effective – but not to just entertain the sheep already in the Shepherd’s pen but to reach the lost sheep seeking a way back home.  We do not want to lose sight of our main mission, which is glorifying God by inviting people into his Kingdom and teaching them his new Kingdom ways.

The question for every church in their particular context is simply this:  “How do we remain relevant and alive so that our message of free salvation through Jesus Christ captures the hearts and attention of those we are trying to reach?”  This is especially true of reaching the younger generation of Americans.  Just 4% of today’s 15 – 25 year-olds in America today claim any affiliation with the orthodoxy and orthopraxy of the Christian faith.

The two components of the Kingdom of GodMessage and Mission – are the only tools with which we work.  The message is unchanging.  It is God reconciling the world to himself through Jesus Christ.  However, the question we must ask is, “Is our message clear?”  A basic truth of Communication 101 is this:  The communicator has not communicated until the receiver has received the message.

So, it is our responsibility and not those to whom we are trying to communicate to get our message across as clearly as possible.  There are some things we do or the way we speak that creates static in our communication and makes it difficult for others to hear.  Sometimes, those things completely interfere with our message and make it impossible for others to receive what we are saying.  How can we “clean up our signal” to avoid hindrances to our message, make it as clear as possible and provide the optimum opportunity for people to hear it?  If we avoid answer this question, we begin the descent into irrelevance.

This brings us to the other component:  Our mission.  There are any number of ways of stating it but it is simply this:  Bringing people to the person of Jesus by telling his story and sharing his love.  How we do that will be determined by our ministry context: those God has called us to reach and the town or city he has called us to serve.  Too often, we have confused methods with mission.  Thus, our methods become more sacred than the mission.

We fear changing our methods because, in our confusion, we think that they are the only way to fulfill our mission.  If we confuse these two things (mission and methods) or out of fear refuse to address their differences, then this is where the slide into obsolescence begins.  If this is allowed to happen, slowly the church slips into becoming a historical monument rather than a vision of the future of God’s Kingdom here on earth.

Regular self-evaluation and a holy dissatisfaction with the religious status quo can keep a church relevant to its ministry context which is always changing.  Examining how well we clearly communicate our important message will ensure that we remain in the Kingdom business of redeeming a self-destructing world.  Measuring how well we are accomplishing our mission and whether our methods are in alignment with that common goal will help to guarantee that everything we do to invite and help people become followers of Jesus remains effective.  Otherwise, the threat is to be spiritually decommissioned (Rev. 2:5); an alternative that leads to becoming only a lighthouse of a bygone era.

©Weatherstone/Ron Almberg, Jr. (2010)

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