By John Derry
Recently my wife and I visited three different congregations, each occupying beautiful historic buildings. The stained-glass windows were breathtaking; each sanctuary would be a perfect setting for a formal wedding.
The pipe organs were magnificent and filled the room with majestic music in praise of God. The high ceilings and ornate symbolic architecture created a sense of awe and an atmosphere conducive to worship. On a very small scale, standing in such buildings offered a hint of what it might have been like to enter Solomon”s temple.
At one time hundreds of church members filled these buildings, with children engaged in Sunday school classes and families greeting friends and sharing warm fellowship. Numerous weekly activities reached out to the local community, providing the chance to share the good news with those who need a Savior. Generous giving provided financial support for important mission efforts around the world.
But at all three churches, there were fewer than 100 people attending worship when we visited them. I began to wonder why.
The answer is probably a combination of factors: changing demographics, turnover in leadership, economic conditions, or a variety of internal challenges that could not be overcome.
In such situations, sincere and godly men and women often agonize over what to do to turn things around. Sometimes they find the right combination of new vision, leadership, and determination to restore the congregation to a vibrant and healthy condition. Other times, however, they are faced with the prospect of finding the most appropriate way to acknowledge a long history of productive ministry that will not continue into the future.
STAGES OF DEVELOPMENT
Research indicates that organizations typically go through stages of development. First, at the point of creation or conception, dreams are shared and potential is assessed. Visionary leaders are entrepreneurial in their planning, and new ideas seem to emerge in abundance.
Next, during the expansion stage, a ministry or church begins to see progress as infrastructure is put into place. Leaders and members find genuine fulfillment in their hard work and are willing to make personal and financial sacrifices. They share responsibilities, and the level of involvement is high.
This is followed by a period characterized by innovation, when everything just seems to come together. The programs in place maximize opportunities, and the members are fully engaged. Creative ways of doing more and improving what exists are implemented as the work expands to new levels.
Then somehow, and almost unexpectedly, a period of stagnation subtly begins to overtake the organization. People become complacent, leaders start abdicating responsibility, and problems are ignored in hopes they will go away. Soon a survival mentality takes over, and finances dominate the day. The mission remains, but is seldom considered as decisions are made.
If left unchecked, such stagnation will likely lead to the demise of a ministry. What can be done to break out of such a period? Introducing a catalyst may be the answer. In chemistry a catalyst is a substance that, when combined with other chemicals, causes a reaction. In other words, it is a “change agent.”
FINDING A CATALYST
Catalysts come in all shapes and sizes. Sometimes it”s a new outreach ministry to the community. It might be a new staff member or leader. It could be a building program or relocation to another area. A reminder of a church”s heritage and the times when she was accomplishing what God wants done sets the stage for a catalyst to take effect. A time of intensive and focused prayer asking for God to redirect a church”s emphasis can bring to mind opportunities that have been overlooked and yet are a natural fit for her ministry.
I know of one congregation that decided to give 25 percent of regular offerings to the poor in the community. Most of us would be afraid to undertake such a challenge, but for this group of believers, that decision may serve as a catalyst that will permeate the life of the church with a sense of mission and purpose never before experienced.
STABILITY””OR STAGNATION?
The problem for many of us is that change is uncomfortable. We like the way we”ve always done things. We may even mistake stagnation for stability, thinking we”ve already accomplished everything possible in a particular setting. We become not just skeptical, but cynical when someone proposes an approach to ministry that doesn”t fall within our traditional understanding of how the church should function.
One doesn”t have to look very long to see significant changes in church activities in just the past 25 years. How we engage in Christian education, evangelism, and worship is much different now than when we held weeklong revivals and sang only from hymnals. Even church buildings constructed today bear little resemblance to those built a generation ago.
Ministry specialization, multiple staff members, governance models, life groups, coffee shops and bookstores, children”s playgrounds, high-tech video, and lighting and sound systems are all part of the changes that have been introduced. One must admire and respect those in the church who have embraced these developments while occasionally remembering how it used to be in the “good old days.”
What precipitated these changes in our churches? Did we succumb to the pressure of the world around us? Have we become a victim of the latest fads, or have we simply learned new ways of being more effective in this generation?
ADAPT OR DIE
In the corporate world, businesses have long known they must adapt or die. They must become better at what they do or they won”t be around.
We have Jesus” promise in Matthew 16:18 that the gates of Hades will not overcome the church. And yet, most of us know specific congregations that no longer exist. Churches that learn how to meet new demands of ever-changing conditions have a promising future. But they must make changes intelligently, without sacrificing their mission or compromising their integrity.
Some things will not change. People will always need salvation, forgiveness, love, purpose, and fellowship. The church will always be the body of Christ, called to fulfill the Great Commission. God”s Word will remain our guide to faith and practice.
Leaders must ask a critical question, “How can we significantly increase our church”s ability to cope with change?”
It”s not simply about curriculum content or sermon delivery. It”s more than offering good Bible studies for various groups. It”s developing an atmosphere that is conducive to new ideas and to improving existing programs. It”s discovering new ways to fulfill our mission. It”s establishing an environment that encourages and rewards creativity and ingenuity as an intentional part of a church”s strategy for survival and growth.
If leaders are constantly implementing the right ideas at the right time, they will ensure the future of their congregations. We don”t change simply for the sake of change; we improve as a matter of Christian stewardship to honor God.
What will church activities look like 25 years from now? We can only speculate, but rest assured, they won”t be the same as today. Change is something we count on.
How is your church or ministry preparing to identify and respond to the new challenges of your particular situation?
John Derry is president of Hope International University, Fullerton, California.
0 Comments