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The typical congregational planning process is overloaded with wishes, dreams, and myths, which undermine effective decision-making.

Nine common examples illustrate this syndrome:

"We now average about 400 at worship, and we have designed a comprehensive strategy to double our membership over the next six years. The recent and projected population growth in this community suggests that is a realistic goal. Therefore we have launched a capital funds campaign to double the size of our physical facilities. We're convinced if we build it, they will come."

Reality: That slogan was a great story line for a wonderful baseball movie, but for churches, it overlooks two crucial variables: The initial focus on responding to rapid population growth should be on expanding the ministry and raising the quality of what is offered. That usually means that adding program staff should come before constructing additional facilities.

A second issue is the assimilation of newcomers. Unless the process for the assimilation of new people is improved and expanded, a 50 percent increase in membership may produce only a 10 percent increase in worship attendance.

"When I came to this congregation, three veteran pastors advised me to spend the first year identifying the lay of the land and getting acquainted with the people. They warned me to minimize the number of changes I should introduce in the first year."

Reality: That may be wise advice in congregations in which the predecessor left under a cloud and the number-one priority is to reestablish trust in the office of pastor. In at least four of five situations, however, the new pastor would be wise to take advantage of the honeymoon period to (a) earn trust, (b) build alliances with future-oriented leaders, and initiate overdue changes.

"We're a friendly church. We make it a point to welcome every first-time visitor. Less than a fourth of our first-time visitors, however, return a second time, and fewer than half of those join our church. How can we be more effective in persuading visitors we want them to return?"

Reality: While some church shoppers, especially those who live alone and those who were born before 1935, place friendliness at the top of their list in evaluating churches, the vast majority place another criterion at the top: Does this congregation appear to be one that will be relevant and responsive to my religious needs?

"If we could solve our financial problems, we could concentrate on evangelism, missions, and improving our ministry with our members. Our people, however, are not generous contributors. Every year we have a deficit in our operating budget. What can we do to improve our financial base?"

Reality: In perhaps one out of five congregations, this is a genuine problem. In most, however, a financial squeeze is primarily a symptom of a larger issue. The three most common, basic causes of a low level of financial support by the people are (a) a low level of commitment resulting from the projection of low expectations, (b) the absence of a compelling and unifying vision of what God is calling this congregation to be and to be about, and inadequate internal communication of the financial needs. When all three conditions prevail, a low level of financial support is almost inevitable.

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