Before writing on moving a local church to missional ministry, I felt that it was important for me to provide a quick disclaimer: I have little experience in this area and a lot of reading.
What’s the moral of the story?
What follows is a snapshot of how I would approach serving at a local church with the intent of making it more “missionally” minded. This is why you may want to put what follows in the “for what it’s worth category.”
Moving Towards Missional Ministry
Transitioning a church from an internal focus to a missional mind-set is not done by changing existing programs, adding new ones, or hiring someone to oversee Missional Ministries alone. These actions do not guarantee that a new philosophy of ministry will be readily embraced by any given local church. Let me explain.
Understand How a Churches Culture Changes Before Changing It
A churches culture (i.e. Their shared beliefs, values, practices, and behavior) is not changed by reworking the organizational structure or programs. Rather, a churches culture is transformed by focusing upon the culture, not the organization and practice.
For instance, the authors of Leading Congregational Change concluded from their personal work:
We have learned that unless the culture of a congregation is changed all the sound programs and organizational changes that have been implemented evaporate. As a result, the congregation eventually reverts back to previous habits…Something deeper than [programs] is required to change the situation. A cultural transformation is needed (Jim Herrington, Mike Bonem, and James H. Furr, Leading Congregational Change, 66)
For a church to transition to embracing a missional ethos, such a change will take place over time by applying constant pressure to it, not quick and swift action.
Learning Patience and Process from Diamonds
Take coal for example.
On one hand, a piece of coal is changed into a beautiful diamond through the application of constant pressure overtime. On the other hand, this same piece of coal will be shattered if a person were to hit it with a hammer or apply intense pressure through a vise.
Is this analogy of coal completely applicable to our current topic? Probably not entirely, but I do believe that we can learn something from it.
Making changes to services and programs quickly apart from the readiness of the congregation could cause irreparable damage, whereas pressure applied over time will do best in creating more of a positive response to changes. Of course there will be those who are early adopters and those who never adopt change, so in creating change within the local church concern should not be with these two groupings of people who generally comprise of a smaller percentage. Attention and effort should be given to the group in the middle by leveraging off of the enthusiasm of the early adopters, so that by the grace of God we can see people changed in their disposition towards a missional ethos.
In order to orchestrate such a change within the culture of a church, I suggest for you to look more to an evolutionary process of molding their ethos through a collaborative effort rather than quick actions through changes in ministries and facilities. For such an evolutionary change to take place we cannot and must not expect it happen by merely convincing the congregation to adopt leadership solutions (ibid., 76). Cultural transformation occurs when a portion of the congregation participates together in enacting such change. As a result, churches should to look to create a Vision Community.
Vision Communities
A Vision Community “is a diverse group of key members who become a committed and trusting community in order to discern and implement God’s vision for the congregation” (ibid., 41)
Keeping in mind that creating cultural change within the congregation is bottom-up, the Vision Community should be involved within the process from the beginning to end so that they can serve as the “informal” spoke person to their circle of influence within the congregation.
The members of the Vision Community must be aware of the reason for change and be desirous of them. It is recommended that 10% of the congregation make-up the Vision Community and that it should be comprised of the following people:
- Diversity reflecting the make-up of the congregation.
- People of influence within the congregation. These people may or may not be “formal” leaders.
- Spiritual maturity
- Ability to make a meaningful contribution.
- Willing to support the right changes
- Appropriate staff representation (ibid., 42-43)
The development, selection, expectations of individual members, and time commitment should be established up front. For, this process will not enact change after one, two, or even three meetings and patience will be required.
Patience and the Role of the Vision Community Leader
Roxburgh and Romanuk observed from their experience,
We cannot stress enough how important it is to take time with this process. Awareness and understanding are like gestation and birth. There must be a long time period for life to be formed, and in most instances the birth requires its own process.
They consider that the leader of the Vision Community will serve as a symbolic midwife who facilitates and assists the “birth process that must follow its own mysterious ways. If the ground is prepared and the leader cultivates the proper environment, shaping a space rather than forcing a strategy or plan, the process of missional formation will encourage a congregation to organize itself and change will emerge.”
It is not important to go into the process that the Vision Community will undertake during their time together, but rather to emphasize the importance of creating open dialogue with the team which will ultimately impact the rest of the congregation.
Missional ethos changes need to take place overtime and cannot be accomplished by changing existing ministries, implementing new ministries, or reorganizing internal structures alone. Such changes are fruits of cultural transformation, not the root.
This can be likened to car problems.
Cultural Transformation and Car Problems
When our cars have problems we can take them into a mechanic in order to have them fixed. This is a purely technical solution to the problem.
Now, what if the problems that need continual repair are caused by the driver? What if the driver is particular hard on the clutch, thus requiring work on the transmission? What if the driver is negligent of maintenance, such as changing the oil, which can result in a myriad of issues?
The technical problems can be fixed – hopefully – but the problems will not be resolved until the behavior of the driver is adapted (ibid., 98).
From their consulting experience, Jim Herrington, Mike Boenm, and James Furr observed,
Implementation – without the direction provided by vision, without the support provided by a vision community, without the enabling of empowerment – cannot be done effectively any earlier in the process. If it is done earlier, it is just as likely to be a catalyst for life-threatening conflict as for life-giving change (Leading Congregational Change, 78)
Consequently, as noted above, organizational changes made without the foundational support of an ethos – that readily embraces those changes – will inevitably evaporate and the people will revert back to the dictates of their previous attitudes and beliefs.
Implementing Change
There are a myriad of ideas that can be suggested in making adaptive changes to the church culture. Ultimately what needs to be done will arise from the framework of the Vision Community.
Ideas that are developed within the Vision Community are to be implemented on the peripheral (i.e. Non-staff person and formal leader. Decentralized from the center core of leadership) of the congregation and need to be considered experimental in nature, not permanent.
For “people are less resistant to a short-term experiment than they are to a ‘permanent’ change…[and] experiments signals that the leaders do not claim to have all the answers. Experiments give people more room to innovate, learn, and improve with less risk of repercussion” (ibid., 98).
Ideas proposed and implemented from the Vision Community should be done with a limited time commitment, say six months, and followed up with an extensive evaluation.
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