History

Zwingli and Luther: The Giant vs. Hercules

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The Colloquy at Marburg was called in hopes of reconciling the two centers of the German Reformation—Zurich and Wittenburg, but conflict over the Lord’s Supper split their common cause.

November 10, 1983 was the 500th anniversary of the birth of Martin Luther. During the 500th anniversary year Luther made quite a splash in the media with full length articles in Time, Newsweek, the New York Times Magazine, and National Geographic. An abundance of church celebrations and scholarly conferences took place. There were pilgrimages by Lutherans and other Protestants to East Germany to visit the sites of his living and working.

Not nearly as well-known is the fact that January 1, 1984 was the 500th birthday of another Protestant Reformer, Ulrich Zwingli, of Zurich. Except for Zurich and its environs, Zwingli did not receive nearly the same amount of attention during his 500th anniversary year as Luther.

It was Zwingli’s fate to have been cut down in mid-career at the battle of Kappel in 1531 and to have been cast in the shadow of Luther’s gigantic stature. But he is an important figure in his own right. He was the father of the Reformed tradition which spread out in many directions—across Switzerland and southern Germany, to France among the Huguenots, Holland, England and Scotland among the Congregationalists and Presbyterians, across to the New World among the Congregationalists of New England and the Presbyterian, Dutch and German Reformed Churches of the Middle Colonies.

Although Zwingli is the originator of this tradition, his role in the shaping of it has been eclipsed by that of John Calvin, the second generation Reformer who, at Geneva on the other side of what is now modern Switzerland, took over the chief leadership of this Reformed tradition a few years after Zwingli’s death. German Swiss scholars, in particular, would want to qualify this judgment by insisting that Zwingli’s successor at Zurich, Henry Bullinger, also played an important role in molding this tradition.

Older scholarship on Zwingli, especially German, tended to view him through the eyes of Luther and saw him as largely dependent on the great Saxon Reformer though as diverging from him on a few important points. Recent scholarship, especially Swiss, has sought to study Zwingli for his own sake and has come to the conclusion that he was quite independent from Luther in his theological and Reformational development.

Two Paths to Reformation

Luther and Zwingli, born within seven weeks of one another, were co-originators of the Protestant Reformation. Though neither one intended it from the beginning, the reforming movements which they started would lead inexorably to a division in Western Christendom. In addition, though neither one desired it, their differences on the Eucharist would tragically lead to the first major split in Reformation Protestantism between the Lutherans and the Reformed. Though they had much in common—and more often the differences are emphasized rather than the similarities—they were indeed adversaries.

Zwingli, like other Renaissance humanists that were enamored of classical allusions, called Luther in tribute “that one Hercules … who slew the Roman boar.” In this same passage Zwingli will also attribute Biblical titles to Luther: “Here indeed you were the only faithful David anointed hereto by the Lord and furnished likewise with arms.” Zwingli would not always be so adulatory in his words to and about Luther. But Luther never spoke so warmly of Zwingli. He called him the “Giant of Zurich” not in tribute but to ridicule. Luther always was of the view that Zwingli thought too highly of himself, that he was a show-off with his display of learning in Greek and Hebrew and the classics.

Though they opposed one another, Luther and Zwingli had a number of traits in common. They were both born of peasant stock but of relatively well-to-do parents. Luther’s father was a prosperous miner in Saxony and Zwingli’s was a successful farmer and first citizen of his village of Wildhaus in the Toggenburg Valley of the eastern lower Alps. They both became accomplished scholars and developed extraordinary musical talents. They spoke German and were excellent preachers, though Luther spoke in Saxon dialect and Zwingli spoke in “Schweizerdeutsch”—Swiss German. The Germans despised the Swiss, and the Swiss resented the Germans.

They both studied at fine universities, Luther at Erfurt and Zwingli at Vienna and Basel, but their philosophical perspectives were quite different. Luther was educated in the theories of William of Occam, known as “the Razor”, because of his principle of economy in argumentation: No more parts than are necessary, the simpler, the better. Zwingli was educated in Thomism after the so- called Angelic Doctor of the Thirteenth Century, Thomas Aquinas.

First, Thomas and Thomism tended to think of the truths of revelation and of reason to be more harmonious than did Occam who thought the truths of revelation lie entirely beyond reason, indeed may even seem to be contradictory to reason. One cannot at all explain the reasonableness of the truths of revelation. Second, Thomas stressed the priority of divine grace and man as the instrument of the divine predestination. In contrast, Occam and his followers stressed the freedom and dignity of man to cooperate with God in working out his own salvation. Man is not the instrument of but the partner with God.

A further difference in their intellectual training was that Zwingli absorbed much more of Renaissance humanism than did Luther. Although Luther probably owed more to Erasmus than he liked to admit, Zwingli freely acknowledged his great debt to Erasmus. When Erasmus’ New Testament appeared in 1516, Zwingli immediately purchased it to copy out the Pauline letters in Greek, and then carried his little pocket edition around with him and memorized it. Erasmus’ views on peace, his reliance on common sense reasoning, and the spiritualistic, antiritualistic tendency of his thought would make a deep impression on Zwingli.

Before his break with Rome, Luther was a monk trying to work out his salvation with fear and trembling and would become for his whole career professor of theology at Wittenberg. Zwingli was a parish priest before becoming a reformer and throughout his days as a reformer would remain a pastor at the Grossmunster in Zurich. Luther was something of a monarchist and a social conservative who sided with the princes and came down hard on the peasants when they revolted in 1525. Zwingli was more of a radical and a republican who was also very much a Swiss patriot. Whereas Luther did not think that the Gospel should be defended with the sword but only with the preaching of the Word, Zwingli in spite of an early pacifism would not only advocate the use of the sword for defense both of Fatherland and the Gospel but would die in battle with sword and helmet in hand. On hearing of Zwingli’s death, Luther commented: “All who take the sword will die by the sword.”

Luther’s Struggle As a Monk

The starting point for Luther’s Reformation was his own inner struggle for salvation as a monk. Luther entered the monastery in 1505 at Erfurt against the wishes of his father who wanted him to become a successful lawyer. As a monk Luther tried the path of ascetical works—prayer, fasting, self-beatings, but he found that he could never be sure whether he had enough of them or the right ones. He said that if a monk ever had gotten to heaven through monkery, it would have been he, for he was a most dutiful and obedient monk. He also tried the route of the sacraments, but again he could not be certain, when he made confession or took communion, that he had truly been cleansed of his sins.

But Luther, however much he tried, did not see himself making any progress along the route toward salvation. Rather than sensing that he loved God above all things, he said he hated a God who demanded that, in order to be saved, we love him with whole heart and mind, but who did not provide the ability to do so.

It was in the midst of this spiritual anguish and struggle that he experienced his so-called “breakthrough” as he was reading Paul’s letter to the Romans. “For in it (the Gospel) the righteousness of God is revealed through faith for faith; as it is written, ‘The righteous shall live by faith.’ ” (Romans 1:17). He came to the realization that the righteousness of God is not the active righteousness by which God judges and punishes miserable sinners, but is rather God’s passive righteousness by which he mercifully justifies sinners through faith. It is not the righteousness on the basis of which God condemns sinners but the righteousness given in the Gospel and received in faith on the basis of which he forgives sinners. With this new understanding, Luther “felt myself straightway born afresh and to have entered through the open gates into paradise itself.” At last he found joy and release.

Zwingli: Pastor and Patriot

The starting point for Zwingli’s Reformation was different. Zwingli was not a monk troubled by the predicament of his own soul. He does not seem to have the same intense soul-searching struggle that Luther had, though he did engage in a battle with his own lusts. He confessed that he had great difficulty in maintaining the requirement of clerical celibacy, but he knew he was not alone in his failure.

He said: “Out of one hundred, nay out of one thousand, there is scarcely one chaste priest.” At the earliest opportunity, he sought out a wife when he came to Zurich, although he kept their marriage secret for a while. On behalf of eleven other priests and himself, Zwingli would draft a petition to the Bishop of Constance “to allow priests to marry or to at least wink at their marriage.”

Rather than a monk concerned for his own salvation, Zwingli was a parish pastor and Swiss patriot who was concerned for the salvation of his own people. His fear was not for his personal plight, but for the plight of his people.

From the beginning he had a deep love for his native Switzerland with its towering mountains and beautiful valleys. His surroundings shaped his speech and his translation of the Scriptures. Green pastures in Psalm 23 became lovely Alpine meadows. In schoner Alp weidet er mich (“In the beautiful Alps he tends me”). He compared the Word of God to the Rhine River: “For God’s sake do not put yourself at odds with the Word of God. For truly, it will persist as surely as the Rhine follows its course. One can perhaps dam it up for a while, but it is impossible to stop it.”

He likewise was a strong partisan of Swiss independence. The Swiss states, Cantons as they were and are stilled called, gradually bound themselves together in a confederacy in order to get freedom from their Hapsburg overlords. Because of their fierce love of liberty and individualism and because of their valor as soldiers, the Swiss were successful in wresting their independence from these rulers of Austria and much of Germany. Zwingli remembered that already as a child he was a zealous patriot: “Even as a child, if anyone teased us Confederates and upbraided or slandered us, I resisted them and even ran into danger on that account; for anyone who dishonours the Confederation also dishonours me.”

As a pastor he took his duties seriously. He writes in 1523 about his attitude as a young pastor: “Though I was young, ecclesiastical duties inspired in me more fear than joy, because I knew, and I remain convinced, that I would give account of the blood of the sheep which would perish as consequence of my carelessness.”

He showed himself to be a courageous pastor when he gave no thought to his own safety as he ministered to victims of the plague that hit Zurich shortly after he began his ministry there. He himself was smitten and nearly died. This experience, no doubt, led to a maturing in his religious development. While in the grip of this illness, he wrote the Song of the Plague in which he shows a sturdy faith in the all sufficiency of divine grace in Christ.

He would agree completely with Luther about the matter of justification by faith. But his reflections during his illness went beyond himself and his own misery. They included also his people. He compared his own mortal illness with the sickness of his people which could lead to spiritual death. Conversely, Zwingli compared his recovery to the reformation of Church and society.

Zwingli’s Social Preaching

Zwingli’s patriotic convictions and his pastoral concern for his people are manifest in his attitude toward mercenary service. He had become increasingly disturbed by the involvement of many of the Swiss in this profession. The Swiss were excellent soldiers who would hire themselves out to the highest bidders among the kings and princes of other nations. While he was a pastor at Glarus, Zwingli began to deplore the spilling of Swiss blood on foreign soil under the command of foreign generals.

At first, oddly enough, he was opposed not to mercenary service as such, but only to service under the king of France. It was all right for the Swiss to hire themselves out to the Pope. Undoubtedly influenced in part by Erasmus’ pacifism, he would eventually turn entirely against the mercenary system, even though, because Switzerland was a poor country, foreign service had been for a long time an important source of revenue for the country. He criticized not only the waste of young manhood through senseless violence, but also the corruption of men’s souls through avarice and pride and the pillaging of helpless civilians. He saw the entire country as having deteriorated spiritually and morally under the lure of the gold from foreign princes. He had himself once accompanied the troops from Glarus down to Italy and knew whereof he spoke.

He preached: “The situation is very serious, we are already contaminated. Religion is in danger of ceasing among us. We despise God as if he were an old sleepy dog … Yet it was only by his power that our fathers overcame their enemies because they went to war for their liberties, and not for money … Now, puffed with pride, we pretend that nobody can resist us, as if we were strong as iron and our foes slack as pumpkins.”

His outspoken preaching against this lucrative profession would cost him his pulpit in Glarus. Fortunate for Zwingli, he was able to secure other pulpits— first at the village of Einsiedeln and then in the big city of Zurich at the Great Cathedral where under his preaching the Reformation was introduced and where he continued to preach against mercenary service so powerfully and convincingly that he was able to persuade the City Council to put an end to it in Zurich.

On the whole, his preaching and the Reformation which it introduced had more of a social dimension than that of Luther. It was concerned not just with personal religious reform but also with the reform of society. Heinrich Bullinger, his friend and successor, gives us this report concerning the content of Zwingli’s sermonizing: “He praised God the Father, and taught men to trust only in the Son of God, Jesus Christ, as Saviour. He vehemently denounced all unbelief, superstition and hypocrisy. Eagerly he strove after repentance, improvement of life and Christian love and faith. He insisted that the government should maintain law and justice, and protect widows and orphans. That people should always seek to retain Swiss freedom.” With that last point it is clear that Zwingli, even though he was an advocate of peace, did not favor peace at any price which would threaten the independence of his native land.

In his preaching he was concerned not just with Christian faith and love exercised by individuals but with justice established by the laws of the community. Calvin will inherit this Zwinglian concern for social justice and it will characterize much of the Reformed tradition all the way down to the present.

Where They Differed

As Reformers, Zwingli and Luther had much in common. They both rejected the authority of the Pope and held to the authority of Scripture alone; they both agreed to the principle of justification by faith alone; they both rejected the sacrifice of the Mass.

But Zwingli did not think Luther’s Reformation went far enough: “You would have cleansed the Augean stable, if you had had the images removed, if you had not taught that the body of Christ was supposed to be eaten in the bread.”

Luther for his part was harsher in his judgment of Zwingli. He regarded Zwingli as a Schwärmer, a fanatic, because of his rejection of the bodily presence of Christ in the Eucharist. Luther linked Zwingli with other fanatics such as Andreas Carlstadt, his former colleague at Wittenberg, who, while Luther was holed up in the Wartburg Castle, radicalized Luther’s Reformation by throwing out the Mass, destroying images, removing his clerical garb, donning the peasant’s sombrero and demanding to be addressed as Bruder Andreas. When Luther returned to Wittenberg, he put an end to the revolution set in motion by Carlstadt and other like-minded prophets, and would eventually drive them out and brand them as rebellious spirits and false prophets who were instruments of the devil. Because of Zwingli’s rejection of the real bodily presence of Christ in the Supper, Luther would place Zwingli in the same camp.

Christ in Communion

Although Luther attacked the medieval Catholic doctrine of transsubstantiation (which holds that the bread and the wine are changed into the very body and blood of Christ), he continued to maintain that the body and blood are present “in, with and under” the bread and the wine, a view called later “consubstantiation.” Luther rests his argument on a literal reading of the words of institution: “This is my body.”

Zwingli, on the other hand, came to think of this view as crass materialism which he saw as little different from the papist doctrine. Such an understanding goes counter to John 6:63: “It’s the spirit that gives life; the flesh is of no avail.” To Zwingli this text clearly contradicts the necessity and the usefulness of a physical presence of Christ in the Eucharist, and in the debate Zwingli cites it constantly as proof of his position. Besides, according to Acts 1:9, Christ ascended into heaven and now sits at the right hand of God, and since it is characteristic of a body to be limited by space, Christ cannot both be in heaven and in the elements of the Eucharist. Therefore, the words of institution, “This is my body” must be interpreted in a figurative manner as “This signifies my body.” For Zwingli the Lord’s Supper was essentially a sacred feast at which Christ’s death was commemorated and contemplated in faith and in which Christians enjoy a transforming fellowship with one another. Christ is present not physically, but spiritually in the hearts of the believers only.

Luther countered by rejecting Zwingli’s interpretations of these biblical texts. The words “spirit” and “flesh” in John 6:63, as elsewhere in the Bible, do not refer to spiritual and fleshly things but spiritual and fleshly acts. To be of the flesh is to do anything without faith. To be of the spirit is whatever we do when God’s Word is added and it is done through faith.

“Spiritual,” as Luther says. “is nothing else than what is done in us and by us through the spirit and faith, whether the object with which we are dealing is physical or spiritual.” If Zwingli’s view were true that “the flesh is of no avail” means physical objects are of no use to faith, then he undercuts the Incarnation and its necessity for our redemption. On the basis of this understanding of flesh and spirit, Luther turns the tables on Zwingli’s favorite argument: “Our fanatics, however, are full of fraud and humbug. They think nothing spiritual can be present where there is anything material and physical, and assert that flesh is of no avail. Actually, the opposite is true. The spirit cannot be with us except in material and physical things such as the Word, water, and Christ’s body and his saints on earth.” In the Eucharist God has arranged for the redemption not just of man’s soul, but of the whole man, soul and body. “… the mouth eats physically for the heart and the heart eats spiritually for the mouth, and thus both are satisfied and saved by one and the same food.”

As to the other text concerning Christ’s ascension, Luther argues that Zwingli is too literal in his understanding of “right hand of God.” It refers not to some place in heaven but to God’s “almighty power” which makes it possible for Christ’s body to be present anywhere he chooses. Zwingli’s argument concerning the necessity of a body to be circumscribed by place and time Luther rejects as an offspring of that whore, Reason.

Christ: Human and Divine

Underlying their differences on the Eucharist at this point are also differences in their understandings of Christ. Luther insists on the complete unity of the two natures of Christ, the human and the divine. On the basis of this unity he will argue, as did some of the ancient Greek Fathers, that what is normally to be attributed to the human may be attributed to the divine and vice versa. Because God and man are one in Christ, it is possible to say, “God was born of Mary,” “God died on the cross,” but it is also possible to say that the human body of Christ is ubiquitous. Christ’s body is present everywhere, but he is not present for believers everywhere. He is present for believers when He adds His Word and binds Himself, saying, “Here you are to find me.” Such is the case in the supper, when Christ said, “This is my body.”

For Zwingli such a view of Christ horribly confuses the human and the divine. Though Zwingli does not deny that in the Incarnation the two natures are united, he puts the emphasis on their distinction. After the Resurrection, Christ ascends bodily into heaven and sits at the right hand of God. Christ is omnipresent only in his divinity, not in his humanity. It is principally by virtue of his divine nature that he is the Saviour of human beings.

“Christ is our salvation by virtue of that part of his nature by which he came down from heaven, not of that by which he was born of an immaculate virgin, though he had to suffer and die by this part; but unless he who died had also been God, he could not have been salvation for the whole world.” In the supper we remember Christ’s death upon the cross and feed upon his divinity in our hearts with faith.

Marburg Debate Ends

It is astonishing that with such fixed positions and harsh language that they ever chose to sit down with one another at the famous Colloquy of Marburg. Actually, they would not have done so then except for the political and the powerful persuasion of the Landgrave, Philip of Hesse, at whose castle high on the hill in Marburg they would meet.

Philip, himself a Lutheran, was very eager for a political and military alliance between the North German Lutherans and the Swiss and South German Zwinglians because by the end of the 1520’s all of Protestantism was being threatened by the powerful forces of the staunchly Catholic Holy Roman Emperor, Charles V who, having become free from entangling wars with the French and the Turks, was now in a position to deal with the Protestant heresy in his empire. Philip was determined to bring Luther and Zwingli with their fellow theologians together in order to forge a theological union that could be the basis of an alliance. As a result, invitations were sent to both Zwingli and Luther to take part in a doctrinal discussion at Marburg. Zwingli accepted eagerly; Luther, only most reluctantly. They agreed on fourteen of the fifteen articles of faith set forth, but disagreed vehemently on the Eucharist.

At the outset of the Colloquy, Luther challenged Zwingli to prove to him that the body of Christ was not present in the Eucharist. Luther wrote with chalk on the table the words, “This is my body,” a quote to which he constantly returned throughout the debates. When Zwingli argued that the passage had to be understood as a metaphor (as in “I am the vine” and “I am the bread of life”), Luther countered that any metaphorical interpretation had to be proven, not assumed, and that the burden of proof must fall on those who prefer the nonliteral rendering.

Thus, while Luther was a literalist concerning his favorite text, “This is my body,” so was Zwingli about his, “Christ ascended into heaven,” and “The spirit gives life, the flesh is of no avail.”

At several points the debate was harsh and acrimonious. At other points the parties appeared to seek each other’s forgiveness for namecalling and for their breakdown of charity.

The Marburg Colloquy only proved what was already clear from the earlier written debate that no meeting of the minds on this central issue was possible for two theologians with such different interpretations of Scripture, Christ, and Sacrament. To be sure, at the conclusion of the Colloquy at Marburg, agreement was quickly reached at fourteen articles of faith, but not on the fifteenth.

Perhaps Luther’s comment to Martin Bucer, the reformer from Strassburg, summed up the grounds on which he and Zwingli parted: “We are not of the same spirit.”

With such an attitude it is no wonder Philip did not get the religious and political unity he wanted and that Protestantism would remain split into these two major camps.

Zwingli’s Social Concern

Some scholars, who have studied Zwingli as a liturgist, have spoken of the transsubstantiation, not of the bread and wine and of the body and blood of Christ, but the transsubstantiation of the whole people of God into a new people and their unity and love exhibited.

To Zwingli the chief matter in the Eucharist was not the subject which he debated with Luther—mainly the communion elements and their relationship to the true body and blood of Christ. The chief matter to Zwingli in the Eucharist was that it was a meal eaten in celebration, in remembrance, and in thanksgiving for what God has done in Christ, but also to exhibit the transformed fellowship of believers. That point is often neglected. Perhaps Zwingli became sidetracked by the debate with Luther on Zwingli’s central views of the Eucharist.

Zwingli’s sense of Christian community was a most important contribution to his day. It was at the heart of his Swiss Reformation. The Church is not just a collection of individuals, each going about doing their own thing, even receiving grace in different ways from one another. But the Church is a geniune community, one in body and in spirit, having the grace of Christ in common and bearing the fruits of the spirit, the fruits of Christ and the spirit of God. This unity extends beyond just the matters of the spirit, but also to the matters of the body—that is to say, to the social concern of the whole community.

For Zwingli, the actual observance of the Lord’s Supper took place around a table in the midst of the fellowship and the bread and wine were passed from the pastor to the assistants and then from one worshiper to another, symbolic of the horizontal dimension of the Eucharist, the greater sense of community. With Luther, the elements containing Christ’s body and blood came directly from the priest or pastor to each individual worshiper, symbolic of the vertical dimension, the forgiveness of sins.

In Sunday worship, Zwingli reduced the number of Eucharistic services to four times a year, while Luther’s Eucharistic services were every Sunday. For Zwingli, the preaching of the Word was highly important, and so Zwingli developed his Liturgy of the Word, or order of service, more around the sermon than around the Eucharist. For Zwingli, the preaching of the Word was a kind of sacramental act. Luther, on the other hand, maintained the unity of Word and Sacrament in the service of worship, or the Mass.

But the Eucharist never lost its importance to Zwingli. Toward the end of his career, he said that the sacraments bring increase and support to faith and that the Eucharist does this above all others.

Because of the issues posed in the debate with Luther, it has often been alleged that Zwingli did not believe in the real presence of Christ in the Eucharist. He would not want to be understood that way and emphasized that “I believe that the real body of Christ is eaten in the Supper sacramentally and spiritually by the religious, faithful and pure mind, as also Saint Chrysostom holds.”

Further, for Zwingli, the Lord’s Supper is a feast of love where the faithful are to exhibit the transformed fellowship of believers bound together in love, mutual concern and service. When they do that, Christ is there, in the midst, by his Spirit.

How ironical that the service of communion, which most dramatically depicts Christ’s prayer for Christian unity, would be the one point on which Luther and Zwingli would bitterly divide. But, that was unfortunately not the first, nor the last time for such division among Christians.

One can only conjecture how the face of Protestantism, the map of Europe, and the political and religious configurations of the Sixteenth Century might have been redrawn had the German Hercules and the Swiss Giant been able to find another way to handle their differences on the subject of the Eucharist.

Dr. John B. Payne is Professor of Church History at Lancaster Theological Seminary and also president of the Evangelical and Reformed Historical Society in Lancaster, Pennsylvania

Copyright © 1984 by the author or Christianity Today/Christian History magazine.Click here for reprint information on Christian History.

Pastors

Making Media Work for the Local Church

Bored? Buy a Mustang!

Need romance? Ultrabrite toothpaste will bring it your way!

Or, perhaps, it’s power you want? Then get yourself a Diner’s Club card.

And, if you’re still missing something-say a feeling of machismo-Marlboro cigarettes will make you master of all you survey.

All nonsense, of course, except that millions of people respond to such appeals to their basic needs. We may deplore the deception used in so much contemporary advertising and the “bromides” that are offered as solutions to genuine problems, but we have to admit one thing-Madison Avenue knows where it hurts.

In spite of such misuse of the media-or perhaps because of it-many of us long to put the media to work effectively, and for good cause, in the local church. Haven’t you ever wished you had the budget of the television preachers? Or wondered if you were confined forever to listing your sermon topics in the Saturday church page? Aren’t there any low-cost, effective ways you can use these God-given tools that dominate our everyday world?

Actually you can use mass media to attract people to Jesus Christ as well as to his church. You might not make as much noise as McDonald’s, Gillette, or General Mills, but if you understand a little about the process and dynamics of communication, then print and electronic media can help you.

Begin with people, not equipment

Jesus had no Saturday edition in which to buy a half-page ad, but he did know where and how to start communicating. He knew that the real need of his audience was to be reconciled to God. But he didn’t start there. He began with what we call “felt needs”-those deep-down hurting places that we keep covered from public view.

Contrast Jesus’ message with the sermon topics in a recent issue of the Los Angeles Times: “Theology and Medical Ethics,” “Jezebel,” “Faith of Our Mothers,” “Called to Be Saints.” If the church can’t offer any more than “Ten Proofs That Jesus Rose from the Dead,” it’s no wonder people buy Mustangs and smoke Marlboros to meet some deep-felt need. People who are hurting don’t need to hear about proofs of the Resurrection. They need to know how the Resurrection and the power of Jesus Christ can help them cope with their problems.

“People-first” communication, whether you’re speaking to one person or one thousand, begins with these three steps:

Define your audience-Identify specifically who you want to respond to your message. Unchurched people? Families? Community leaders? Believers?

Then go a little deeper than that. Are they mostly blue-collar workers? How do they spend their leisure time? For whom do they vote? What issues are important to them? Unemployment? Inflation? Nuclear disarmament? The environment? Gun control? Prayer in the schools? Family tensions?

Say you want to reach newly married couples. Where do they live-in high-rise apartments or small tract homes? Do they work during the daytime? Do they have children?

Communication is basically a relational process, and to relate to anyone you need to know that person. The more you know about your audience, the better you can relate to them.

Identify felt needs-Most unchurched parents, for example, want their children to have a knowledge of God, and they want them to absorb good values. People in a retirement community want to feel useful-and they are very often lonely. The average middle-aged couple with teenage children will probably have some communication problems.

For some people, these needs are very near the surface. They openly long for help or even for information. Some of these needs are hidden a little deeper, but when you touch them, people respond.

Define your objective-What do you want to accomplish? How do you want people to respond? And how will you know if you get the response you want?

Know very clearly in your own mind what you expect to happen as a result of your direct mail letter, radio or television spot, or program. You may want attendance on Sunday morning or at a special midweek film series. You may want registration for a Saturday seminar on family life. Or you may simply want a cognitive change-a better understanding of how your membership meets some of the social needs of the community. Before you begin your program of outreach to your community, set up specific criteria for what you want to accomplish. Then have the courage to measure the results.

These steps will help you select the most effective media to reach the people you want to reach, with the correct message, and with the least amount of money.

The limitations of mass media

We give mass media, especially the electronic media (and, more specifically, television), way too much credit. We expect them to accomplish too much. For instance, we expect television to be a strong medium for evangelism. But it isn’t. Television is a medium of communication.

We can use it to present the truths of the gospel, but it doesn’t allow a face-to-face, experience-to-experience relationship or dialogue. The problem is that the gospel demands that kind of relationship. It demands intimacy with people. It demands fellowship-what the Bible calls koinonia.

Recognizing this, a major research study said: “Mass media as a whole are not a very efficient means of bringing people to a decision about the church or any other involving personal commitment. They are efficient to raise money. They are efficient at reinforcing opinions already held, but not very efficient in changing opinions. Television particularly is not good at dealing with complex problems. Television is primarily an entertainment and advertising vehicle.”

What a mass medium does best

That report says a lot to us about the strategy of a local church in using electronic media for evangelism. More and more the evidence tells us that we should not look at media as anything more than pre-evangelism. We’ve got to lower our expectations of television, radio, direct mail, or space advertising.

However, though mass media don’t do a very good job of meeting felt needs, they can be used to make people aware of ways to satisfy their needs. In his book Why Churches Grow, Flavil Yeakley, Jr., lists five stages in the process of communication-awareness, interest, evaluation, trial, adoption. According to Yeakley, “A large body of research indicates that the mass media are most influential at the awareness and interest stages. The mass media have little influence at all in the evaluation and trial stages and only minor influence in the adoption stage.” In other words, mass media can start people on a search for an answer to their needs and can turn them toward the church for that answer.

Once we see mass media in that light, all types of possibilities surface. Then we can begin to use media efficiently, effectively, and with integrity.

Using mass media for effective outreach

A. Direct mail. Your church could have at least a quarterly direct mail outreach program to your community. One mailing could let recipients know that your church understands the pressures, stresses, and frequent heartaches of family life today. You could identify yourselves as a church of families who share the same struggles, but with the resources of a loving God who created and helps sustain the family.

Your mailing could offer a free book that focuses on family life. This offer should not be used as a means of getting names on a mailing list, but rather would have ministry value in itself. Further written encouragement to visit your church could accompany the book.

Another excellent opportunity for outreach is to send a letter offering a book to all parents who are not members of your church but who send their children to your Sunday school.

Still another mailing could speak to an area of broad felt need-the need for love and a sense of belonging in today’s impersonal society. The bottom line of the letter might state, “We’re here to share life-both its problems and the solutions we have discovered-with you.” The pastor could suggest that he is available for counsel by phone or personal visit at any time. The strategy here, of course, is to encourage the response of people who perceive a need in their lives. To do this, it’s important to provide a way for people to respond, yet to let them take the initiative.

Other mailings during the year might promote particular events. For instance, plan a three-day family seminar, Friday night through Sunday morning, and feature outside speakers or people from your church. Include workshops on parenting, husband and wife communication, family budgeting, living as a single parent, or preparing for retirement. Promote this with a series of two or three letters to the community at large.

Remember, you want to encourage people to respond as the first step in leading them toward a solution of their problems. Their real need-a relationship with Jesus Christ as the foundation of a healthy family life-can be presented in the context of the event.

A few years ago a large city church in the Midwest was struggling with the problem of reaching the anonymous dwellers in high-rise apartments surrounding the church. They decided on a direct mail program based on the theme “Games People Play.” They prepared a special tract with that title, wrote a letter to their neighbors, and packaged it attractively.

The heavy response completely surprised the church staff. In fact they had to slow down the mailings because they didn’t have the staff to handle all the leads the mailing generated.

That was, by the way, a perfect example of a church wanting to have a meaningful ministry to an unreached segment of their population and doing it by identifying a felt need.

B. Newspaper ads, radio and television spots. As an added outreach to a quarterly direct mail effort, use a few creative newspaper ads, as well as radio and television spots. In smaller communities radio and television are more cost-effective and within the reach of the local church. In large markets such as Los Angeles or Chicago, you have to buy the entire market, and the cost is generally prohibitive. However, cable television, with its smaller area coverage, will be increasingly more practical for a local church.

Use newspaper ads, radio, and television spots to address a specific felt need. You might offer a booklet on loneliness, or family life, or fear. Or you can use them to promote specific events at the church. In any case, they should present a caring message that says, “We’re here and we care about you.” For the greatest impact develop a special media campaign using integrated newspaper, radio, and television ads. Don’t forget to include a telephone number so people can call and talk to someone about the specific need you’ve addressed.

Several years ago the Presbyterian Church of La Canada, California, ran a series of ads in the local paper featuring catchy titles such as “The Mayor Has Been Fired,” or “Last Sunday Morning at 8:45, Stephen Screen Left Home.” The mayor, it turned out, was all fired up about the church, and the Stephen Screen ad went on to say: “It wasn’t the first time. It happens almost every week. You see, Stephen spends Sunday morning with about twenty other kids his own age at the Presbyterian Church. His parents don’t let Stephen go out by himself, so they go with him. Stephen loves every minute of it. And so do his mom and dad. Not just because of the way Stephen is growing up, but because of the way the church is helping the family stay close together. Maybe you should think about leaving home next Sunday morning. If you do, take the whole family.”

The ads spoke to felt needs such as keeping the family together and maintaining a happy home-and believe me, they got a much better response than “Called to Be Saints”!

A means, not an end

Although a few churches have used direct mail and newspapers creatively and effectively, very few have used radio and television following the principles I’ve outlined here. A few denominations have created radio and television spots along these lines, but it’s almost impossible to find good examples on a local level. Using the principles we’ve discussed, you can be one of the first.

Don’t fall into the trap of thinking you’ve “communicated” just because you bought broadcast time or advertising space. You have to understand the process to get the results. Identify your audience. Discover the felt needs of people. Define what you want to accomplish. Then select the media that will meet your objectives, and use them correctly. The results will be exciting. You’ll help put needy people in contact with caring people-person to person-and envelop them in the fellowship of the church.

-Russ Reid, president

Russ Reid Company

Pasadena, California

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

When God Takes, He Also Gives

When the doctor told us it was a boy, we were ecstatic. My wife, Wanette, and I had cherished the arrival of our two beautiful daughters. Now we had wanted a son. And he had come. We named him Matthew (meaning “a gift from God”) Peter William-the double middle name was an heirloom of my family for four generations.

Following the doctor’s routine check of our son’s moving parts, we were allowed to take him back with us to the postpartum room. He nursed vigorously from his mother and we admired him with pride. He was beautiful! With joy we shared the news of his arrival with family and friends until fatigue finally caught up with us. It was 3 A.M. and I prepared to return home.

Five hours later the phone rang. It was Wanette. Something was wrong with Matthew, she said shakily. An hour earlier the attending nurse had noticed Matthew’s color was not good. The doctors had quickly examined him and diagnosed the problem as either pneumonia or fetal heart circulation-a condition where the heart valve does not close and the child functions as if still inside the womb. Matthew was rushed to the intensive care nursery (ICN) unit. He lay there, helpless and alone, hooked to a multitude of machines.

We were devastated. How many times had Wanette and I walked past the ICN unit the day before and pitied the premature infants who lay there fighting gamely for life. Now Matthew lay with them, seemingly so out of place. He was so big-eight pounds, two ounces-but was now as vulnerable as the rest in their struggle for life.

For two and a half days Matthew lay there with no change in his condition. We spent much of the time talking with specialists. They and the staff people working with our son were thoughtful, considerate and kind. But they could not calm the fear that ravaged our hearts. Time after time we visited the ICN unit-feeling helpless, but wanting so much to be near our sick son.

On the third day, with Wanette just home, we received a call from the hospital. Would we sign papers that would allow Matthew to be flown to the University of Minnesota hospital for a heart catheterization? We quickly agreed and, with our parents and two daughters, helped load Matthew into the ambulance for the ride to the waiting plane. We followed the ambulance to the airport, and I helped place my son aboard the aircraft. It was cold and rainy that March afternoon, and as I watched the Cessna 410 lift off the ground, fear tugged at my heart. Would I see my son alive again?

Two hours later Matthew’s nurse called. The transfer was complete and the catheterization would be performed within the hour. The minutes crawled by so slowly. At last the phone rang. The five veins that exchange blood in Matthew’s heart were hooked up incorrectly-a congenital defect that occurs only once in more than 100,000 births. But it had happened to our Matthew. We were numb. We scarcely heard the doctors say they would perform emergency surgery in the morning to try to correct the biological malady.

We wanted to be with Matthew, but Wanette was still too weak and the weather too bad for us to travel. Instead we kept a close vigil at home. The head surgeon called and told us the operation would begin at 8 A.M. Had we been informed of the chances of success? I said no, but weakly volunteered a hopeful guess-75 percent? The doctor said 40 to 50 percent was more likely.

Morning and afternoon muddled into one torturous eternity. Frequently the silence was interrupted by the shrill ring of the phone and each time I would spring to my feet and clutch the receiver expectantly, straining for a word of good news. Each time, though, the voice at the other end belonged to friends or family wondering about little Matt’s condition. We knew that brothers and sisters in Christ across the country were praying for our little boy. The outcome was in God’s hands. But what would it be?

At six o’clock that evening the phone rang once more. This time it was the doctor. His voice betrayed his fatigue, his words crushed our hearts. It did not look good for Matthew. The necessary changes had been made but his chances of survival, let alone a full recovery, had diminished even from what they were.

We sat as if drugged, with no appetite and few words of hope. The hours passed blankly. Shortly after midnight, the phone rang once more. Matthew’s incision was beginning to ooze. A half-hour later the phone rang again. Matthew’s heart had stopped. For thirty minutes they had tried to restart it. They could not. Our son was dead.

Anger burned through the fog of my emotions. “How could God cheat me out of my son?” I cried, forgetting that he too had once lost a son unjustly.

In the days that followed we went through the motions of a funeral and burial, but my anger would not release its grip. People tried to comfort us with verses or passages of Scripture that had been meaningful to them. But filtered through the anger I felt toward God, the verses rang of clich‚s and triteness. The words of comfort I as a pastor had spoken to others in mourning were suddenly empty of solace when they were offered to me, rebuffed by a hard shell of angry resistance.

I was pastor of a newly formed congregation, a task that demands more than a person can give at times. My family and I were already paying a severe price for God’s sake, weren’t we? We didn’t need or deserve this kind of devastation. God, I’m pouring out my life for your kingdom-and this is the thanks I get?

My only recourse was to get back at God in the only way I could: I refused to talk to him. Sure, I prayed “professionally”-when the setting demanded it or someone asked the pastor to lead in prayer. But personal prayer had become suddenly meaningless for me. What about the many, many prayers offered during the months prior to Matthew’s birth when we had asked God for a healthy, strong, normal baby? What about the hundreds of prayers that were spoken during Matt’s intense struggle for life? Of what use is it to pray to a God who goes on vacation when you need him the most?

My struggle took on new dimensions in time. When I wasn’t driven by anger, I was tormented by guilt. After all, I was a pastor. Maybe my anger was justified, but it was directed at my employer. How could I be so angry at God yet still claim to be his messenger?

I had prayed countless times for a son. God knew how much I had wanted one. Then, just when it seemed he had heard and answered my prayer, God had yanked my son away like an ornery child who jerks away a ball of string just as his pet kitten reaches out to possess it. If that’s how God answers prayers, I fumed, who needs it? Who needs him?

The combination of anger and guilt successfully drove a wedge between me and the rest of the world. I even managed to keep my wife from entering the inner sanctum of my private battle. Once our district minister and his wife came to encourage us, but I tuned them out even before they sat down. I wanted to be angry at God and would let no one pry me away from my one solace. Yet I was privately embarrassed for feeling as I did. Even as I relished-even stoked-the coals of anger inside, I was being scorched by the flames.

My ordeal came to a head several months later. A friend and fellow pastor had invited Wanette and me to his home for a get-together with another pastor who had traveled some distance for a series of special meetings. I knew this pastor to be intensely interested in people and able to get to the core of one’s being with two or three quick questions.

As he talked his way around the room of guests, I knew instinctively that he was going to ask me questions I didn’t want to answer. But when the questions came, something inside let go and I spilled some of the sour feelings. He looked at me quietly, patiently, then informed me that I would be the one to drive him back to his motel room that night.

The evening eventually passed. His motel was across town, so we had plenty of time to talk. My loving friend began to probe and dig-but gently. By the time we parked in front of the motel we were at the heart of the matter. I can still hear his words: How long do you think you need to be angry at God in order to make him pay for what has happened? Don’t you see that what you are doing is destroying you, your family, your ministry?

Nobody had dared say that to me before. I knew I was being challenged by someone who loved me very much. I discovered that he too had lost a child during the early years of his own ministry, and so was speaking with the voice of experience. I had no answers to the horrible questions he had asked, and we sat in silence. Finally, we had prayer and said good night.

Driving home, I suddenly found myself pouring out my heart to God about everything that was churning there. I let fly everything I felt and thought. Two miles from home and I suddenly was out of ammunition and I knew it. For the first time in six months, I stopped fighting God. For the first time I saw my struggle for what it was-failure to remove myself from the throne of my life. I had been acting like a child who throws a tantrum when his favorite toy is taken away. All events revolved around me and my desires. Even my “sacrificial service” of building a new church, I could see, was mostly an attempt to build a good name for myself.

Exhausted of all pent-up emotion and laid bare before God, I asked him for forgiveness. As I did, an inner calm settled over me as I had never experienced before. The torment within was suddenly quieted. I began to put to death the old self with its childish desires. My infected soul had finally been lanced, and true healing could at last begin.

To say my battle with anger ended immediately and forever that night would not be totally true. I battle it each time I see a little boy about the same age Matthew would have been had he lived. That urge to become hostile and rebellious toward God is my Achilles’ heel. But when the urge comes, I recall and affirm the night I laid aside all that miserable baggage-I willfully choose not to pick up again what has been cast off through God’s forgiving power.

Unfortunately, I can’t list six or seven quick-and-easy steps that can help someone else live victoriously with grief, or write out a simple “how-to” prescription for conquering anger toward God. I can only say that when those times come, don’t shut out God. Involve him in your struggle; tell him honestly just how deeply you hurt. If I have learned anything, it is that God is love, and in his graciousness he allows us-even invites us-to express our deepest feelings. Some of the things I shouted at God that night are not printable, yet I discovered that God does not send a bolt of lightning to strike us dead for saying them.

Eventually, too, we need to deal with the guilt that accompanies feelings of resentment toward God. We who profess to be godly struggle doubly for harboring feelings we have been taught are profoundly ungodly. I felt terribly guilty for being angry at God. But it was only by honestly expressing what I felt, then realizing that God fully understands those feelings because he made us to be feeling creatures, that I could finally claim the forgiveness he freely offers.

In these months since Matthew’s death, Wanette and I have learned much about ourselves and the people God has placed in our lives. We now see this experience as having been a training ground for ministry-not that it was ordained as such, but that it has become so for us. We want to share our experiences with other parents who have lost or will lose their infant child. It would be a waste of our son’s short life not to use what we have learned about pain, anger, and frustration to help others who must bear the same severe burden.

Yes, it is still hard for us at times. Even as I write these lines it is difficult to swallow for the lump in my throat. But we are better, fuller people today than we were a year ago. I am convinced of that. A patient God and the caring thoughts and support of our Christian brothers and sisters have helped make that so.

-Randall Tschetter

Sioux Falls Bible Fellowship

Sioux Falls, South Dakota

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

IDEAS THAT WORK

“Lord, teach us to pray,” the disciples asked Jesus. Church members frequently ask the same of pastors. Few things cause more feelings of guilt about not doing it or not doing it “right.” As pastors, we want people to experience God’s presence and listen for his guidance, and prayer is the key.

Christians today are far more likely to talk about prayer than to do it. But Jesus didn’t describe methods for his disciples-he prayed. We, too, teach prayer best by praying with people.

At our church, we’ve found guided prayer especially effective. With a leader to give direction, people don’t worry about saying the right things. The leader alternates between addressing the Lord and addressing the group. This directs the prayer and creates silent spaces to be filled by the thoughts the Holy Spirit brings to each person’s mind.

These silent prayers can be words or images. The pauses can last anywhere from thirty seconds to five minutes depending on the subject and the nature of the group. Some people may feel uncomfortable at first with group silence, so the leader needs to assure them the self-consciousness will pass as they realize the others are involved in their own prayers.

Afterward, I usually ask for spoken prayers of thanksgiving or intercession. Sometimes deep needs surface during the meditative prayer, and someone may want everyone to pray for something specific. Altogether we spend between thirty and forty-five minutes in prayer.

A good starting place is a guided prayer that incorporates the traditional modes. You may want to include appropriate readings from the Bible. Here is a suggested outline that moves through the modes of prayer used by Christians throughout the centuries:

Let us begin by closing our eyes, settling our minds, moving away from our busy routines and the noise of the world into a quiet awareness of the presence of God among us.

We begin with adoration. Think of the Lord’s greatness-God’s presence from the beginning of time to the end, and in all space, even to the farthest edges of the universe. Know the vast, eternal wonder of the Creator of all.

(Pause)

And yet the Lord’s love for each of us is everlasting, unending, deep, and personal. Sense Christ’s tender, gentle care for you, surrounding and enfolding you, encouraging you and looking upon you with pleasure. For the Lord knows you and loves you as you are. He made you.

(Pause)

In light of Christ’s love, we need to remember and confess our sins so Christ can heal and forgive them. Think back over the past week, the past month, searching for moments when you failed to live up to what Christ created you to be-a time you disappointed yourself or hurt another by word or action. Hold that time in your mind-even though it may be painful.

(Pause)

Lord Jesus, we repent and give these sins to you so you might work your healing upon them and upon the wounds they may have caused. Heal and correct their effects in our lives and in the lives of others.

Jesus Christ died on the cross so our sins could be forgiven. To live our lives in the fullness of his love, we must accept his forgiveness, giving him our sins and guilt, receiving his healing and correction. Know that the sins you have confessed are now in Christ’s hands. They are no longer yours. You are forgiven.

(Pause)

By accepting Christ’s forgiveness, we become channels of his love and healing to the world. We turn now to the needs of others. Let the Holy Spirit remind you of some individual who needs Christ’s help-someone who is ill, or anxious, or depressed; someone following a dangerous or self-destructive path; someone without faith or friendship. Choose one individual to concentrate on.

Picture the person in your mind. Visualize Christ relating to that person in whatever way you are led to envision Christ’s love and power. Imagine that love and power flowing into the problem as the vine flows into the branches. Not your love, but Christ’s love is being released by your prayer to work in that person’s life.

(Pause)

Picture your friend healed and whole, free of the problem, strong in faith, looking forward in hope, made strong by the power of Christ.

(Pause)

Lord, we give this friend to you. Let your love work in this life. We thank you for your presence and your sustaining support.

(Pause)

Our second intercessory prayer is for the corporate needs of the people of earth. Again, let your mind range over the world, the news, our brothers and sisters in faraway lands and near at home. Let the Lord guide you to the situation you should pray for today.

(Pause)

What is most needed in that situation? Again, imagine the love and power of Christ surrounding and flowing through the situation, healing anger and estrangement, filling needs so deep we cannot begin to comprehend them.

(Pause)

Lord Jesus, we yearn for a world in which all people see each other as your children loved and treasured by you. Lead us to new answers, Lord, so we might live together in peace.

(Pause)

Now we move to pray for our own needs. What is the deepest need in your life today? What is your most fervent wish? Again, select one to concentrate on. If your prayer were granted, what difference would it make in your life? What would be your new attitude? Your outlook? Your acceptance of life? Trust that God is in the process of providing for your need-of filling your heart’s desire.

(Pause)

Thank you, Lord Jesus, for guiding us in life’s circumstances. Thank you for creating us to be your children and for the abundant life you offer.

Now to close, we turn to prayers of thanksgiving. What specific gifts has the Lord put into your life this week? Where have you felt his presence and seen his guidance? What joys have you been given? What strengths have enabled you to endure disappointments? Give him thanks for all he has given.

(Pause)

Lord, we are grateful for your loving presence among us and within us, which fills us with peace and joy. Amen.

Another approach to experiencing God, less personal but therefore perhaps less threatening for some people, is a guided Scripture meditation. It’s effective in helping people see God’s Word in a fresh way.

Avery Brooke’s book How to Meditate Without Leaving the World (Vineyard), offers a helpful four-stage movement. Each stage begins with guiding questions followed by several minutes of silence.

Stage 1: We attempt to experience the scene as if we were present.

Stage 2: We seek general truths from the story.

Stage 3: We seek personal meanings in the story.

Stage 4: We connect the meditation to our lives in the world.

Begin with a centering prayer to quiet the mind. Ask for God’s guidance and active participation from each person. Read through the passage with everyone following along. It’s best to choose a Scripture narrative, parable, story in Jesus’ life, a healing, or discussion with the disciples. Some particularly good ones are John 2:2-11, Luke 6:6-11, and Acts 2:1-13.

Then begin the meditation:

Picture the scene in your mind. Imagine yourself there. Feel the ground under your feet. Are you inside or outside? Notice the weather-is it hot? Cold? Dusty? Humid? What time of day? Look at the people-who are they? How are they dressed? Are they tired? Distressed? Frightened? Angry? What sounds do you hear? Street sounds? A party? Silence? What do you smell? Dust? Food? Flowers?

Imagine you’re in the crowd. How do you feel? Let your imagination roam over the scene, not analyzing, just experiencing. What catches your attention?

(Pause for five minutes.)

Now let’s analyze our impressions. Did anything about the story surprise you or keep returning to your attention? Pick several of these observations and think about what they might suggest-about relationships between people, about work, or play, or duty, or priorities, or joy, or suffering. Anything at all about how people live their lives. If you like, you may read through the passage again or just use what you remember. We’ll have another five minutes of silence.

(Pause)

Now think of your observations. Does one carry special meaning for you? During the next silent time, pick one or two meanings to focus on, whatever caught your attention strongly. Concentrate on that. How does it relate to your life? What might God be saying to you this day through this story?

(Pause)

Now think of the observations, meanings, and messages that have come to you in this meditation. Is there anything you need to do? Any action you need to take in response? You’ll have two more minutes of silence.

(Pause)

Lord, thank you for your Word and for your presence in these words and in our lives. Give us strength and courage to respond to your leading. Amen.

This needs to be followed by a debriefing time where people can share insights they’ve come up with.

Teaching people to experience Christ’s grace-filled presence requires sensitivity, patience, a deep love for those we lead, and faith that the Lord can use our efforts uniquely for each individual.

The rewards are great. I’ve seen our people cleansed and convinced of the power of intercessory prayer. As they see the power of God at work, they grow in faith. A new richness has also come into my own prayer life as I grow with other seekers toward greater openness to Christ’s leading.

-Nancy Becker is associate pastor of Noroton Presbyterian Church, Darien, Connecticut.

A MODEST MEAL FOR LENT

St. Andrew’s Episcopal Church in Liberal, Kansas, faced a dilemma each Lent.

The greatest response for the midweek program came when it began with a potluck dinner, but as Royce Brown, rector, says, “Somehow this didn’t seem appropriate with the Lenten theme of abstinence!”

The vestry, sensitive both to those who thought lavish dinners were anti-Lent and those who appreciated sharing a meal, came up with a solution everyone found agreeable: a meatless and dessertless dinner.

For the past three years, the church has held these meals-featuring soups, salads, and vegetable casseroles-every other week during Lent.

“We get more people to participate this way,” says Brown. “But we’re also reminded of the theme of abstinence.”

GUEST CHURCHES

Wesley Chapel had a tradition of guest speakers for Sunday evening services during Lent, but two years ago the rural congregation three miles west of Jacksonville, Illinois, added a twist. Besides guest speakers, they invited guest churches.

“We invited small neighboring churches to be our guests for one evening,” says Pastor Tom Compton. “We asked the pastor of yet another local church to be guest speaker and to secure the special music. Invariably a dozen people from the pastor’s congregation came with him, and thus we had three small congregations worshiping together.”

Attendance averaged almost one hundred for the special services (normal Sunday evenings drew less than fifty). The offering was divided-half going to the guest church, half to Wesley Chapel’s missions fund. And refreshments followed each service.

Each of the guest congregations was a United Methodist church within fifteen miles of Wesley Chapel.

“We’re related as United Methodists,” says Compton, “but we don’t often get together. This was a good way to meet our neighbors.”

TAPPING THE WISDOM OF THE HOMEBOUND

If shut-ins are involved in church ministry at all, it’s usually on the receiving end. Jay Wolf, however, has discovered that shut-ins also have a lot to give.

For a special “Senior Adult Day” at First Baptist Church in Montgomery, Alabama, Wolf, the associate pastor, decided to have shut-ins bring the evening message.

He visited eight homebound folks, taking his tape recorder and camera. In addition to questions about their background and church involvement, Wolf asked, “What has the Lord been teaching you?” and “What message would you send to members of First Baptist?”

After the necessary editing, a multimedia presentation was ready that replaced the normal Sunday evening sermon.

“The powerful testimonies of the shut-ins provided an inspiring worship service,” says Wolf.

Meta Shine, a 78-year-old woman who has lost her sight, told about questioning God. “I still don’t know why he let me go blind,” she said. “But I’m going to serve him with or without my sight.”

Another woman almost 80, Emma Register, told the members of First Baptist, “Be faithful to the church family, because a time will come when you may not be able to be there.”

In addition to spawning renewed interest in the homebound and giving them an opportunity to minister, the evening also touched an unlikely group-teenagers.

“Our teens were completely caught up in the program,” says Wolf. “Afterward one senior in high school came forward to rededicate her life to Christ. She said that hearing these older saints ‘challenged me to be an enduring Christian.’ “

NATURAL INTRODUCTIONS FOR NEW PASTORS

When Steve Hayes arrived as pastor of Cedarville United Methodist Church in August, he was quickly beset by members asking him to visit bedfast fathers or homebound friends.

The small Ohio church had been without a minister for several months, and the people had missed pastoral care.

“I knew these senior saints deserved a visit, but their ties to the church were based on relationships and experiences of years ago,” says Hayes. “I was dubious about the value of a visit from a stranger.

“I was in a double bind. If I called, I knew I’d be frustrated by the lack of real communication. And if I didn’t go, I’d be criticized.”

Finally an inspiration came. The next time someone asked him to visit a formerly active member, Hayes said, “Great, let’s set up a time when you can come along and introduce us.”

“It was a real improvement,” he says. “People have been eager to go with me, and after this initial contact, it’s natural for me to make later calls on my own.”

Reported by Karen Hayes

What’s Worked for You?

Each account of a local church doing something in a fresh, effective way earns up to $30.

Send your description of a noteworthy ministry, method, system, or approach to:

Ideas That Work

LEADERSHIP

465 Gundersen Drive

Carol Stream, IL 60188

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

Myths of Counseling

This clinical psychologist says professional therapy is overused and overvalued. Christian counselors Louis McBurney, David Benner, Jay Adams, and Gary Collins respond.

After fifteen years of research, a Berkeley-trained psychologist named Bernie Zilbergeld has decided to speak frankly about his profession. His conclusions are based upon twelve years as a practicing therapist (and five as a patient), in-depth interviews with 140 former patients, and lengthy discussions with a cross-range of 14 colleagues.

Here, in an excerpt from his new book The Shrinking of America: Myths of Psychological Change (Little, Brown, 1983), he examines eight common assumptions about professional counseling.

LEADERSHIP sent this material to four prominent Christian counselors and asked for their reactions. Their comments follow.

Myth No. 1

THERE IS ONE BEST THERAPY

Each therapist tends to believe that his own approach is the best for just about everything. But most of the evidence does not support the idea of a single “best treatment.” Most of the well known methods usually produce similar results for most problems. The same holds true for different formats: by and large, similar changes are reported by those in individual, group, and couples therapy. The unavoidable conclusion is that if you’re suffering from any of the common ailments that people take to psychotherapy-confusion, depression, low self-esteem, distressed relationships or inability to form them, difficulties in decision-making, and so on-you can expect about the same results regardless of which therapy you choose.

There are a few exceptions to this rule: behavior therapy (brief, symptom-oriented treatment aimed at dealing with people’s actions rather than their underlying attitudes) is significantly more effective than other techniques for dealing with some common phobias, sexual problems, and compulsions. There is also an important exception regarding counseling formats: for relationship problems, couples therapy is superior to individual therapy, though this does not rule out separate sessions some of the time.

Otherwise, there is little evidence to suggest that one therapeutic approach or format is better than others-not even psychoanalysis. Freud himself became less sanguine toward the end of his life about the efficacy of analysis, and said so.

Myth No. 2

COUNSELING IS EQUALLY EFFECTIVE FOR ALL PROBLEMS

It has become routine to recommend therapy for almost everything that ails people. But the range of its effectiveness is far narrower than many people think. In general, it works best for the less serious, less persistent difficulties.

The following problems fare best in psychotherapy:

PHOBIAS. The reduction of fear is a common outcome of counseling, and simple phobias, such as fear of small animals or flying, often respond well to treatment, especially to behavior therapy. The results of therapy with more complex phobias such as agoraphobia (fear of open spaces or of crowds), however, are not impressive. For most complex phobias, antidepressant medication alone or in combination with psychotherapy yields better results than therapy alone.

LOW-SELF-ESTEEM. If your main problem is not feeling very good about yourself, counseling may indeed be helpful. In fact, raising a client’s self-esteem may be the most important outcome of counseling, regardless of what kind of problems he brings to it.

SEX PROBLEMS. Brief sex therapy is often very helpful in teaching men to delay ejaculation and anorgasmic women to have orgasms under certain conditions. Success rates for more complex and deep-seated sexual problems such as incompatibility in sexual desire are less encouraging.

MARITAL PROBLEMS. Couples and families often find improvement in the ways they communicate, address problems, and deal with marital and family distress after counseling. This does not mean, however, that all relationship problems improve in therapy, or that such changes are large enough to make a significant difference in family relations.

There are also a number of more basic problems for which current therapy methods are not particularly effective, or for which other approaches seem better. Among these problems:

DEPRESSION. This is the most common complaint of people seeking therapy. It is also one of the most confusing, because it isn’t really one problem but a group of them, which makes it difficult to compare clients in different studies. Despite this, it is clear that non-psychological methods have an edge over therapy except perhaps in the mildest cases. Electroconvulsive therapy is highly effective with psychotic depression. For manic depression (periods of great excitement alternating with periods of severe depression), lithium carbonate is far more beneficial than anything else, and other antidepressant medication (tricyclics and monomine oxidase inhibitors) has proved its worth with most types of depressive disorders.

ADDICTIONS. What Albert Stunkard, a leading authority on the treatment of obesity, concluded over twenty years ago is true today-and applies to smoking, drinking, and drug abuse as well: “Most obese persons will not remain in treatment. Of those that remain in treatment, most will not lose weight, and of those who do lose weight, most will regain it.” Although it is not uncommon to hear of marvelous new approaches and breakthroughs, nothing much works very well, or for very long.

SCHIZOPHRENIA. Almost every medical and psychological intervention imaginable has been employed in the treatment of this group of disorders, which for most people are the essence of insanity. Improvement rates are highest for patients whose problems are of recent onset; chronic patients do worse, regardless of the type of treatment. But it has not been demonstrated that any form of psychotherapy is of significant value in the treatment of this complex and frightening disorder. Anti-psychotic medication is far more effective in reducing such symptoms as hallucinations.

Finally, despite glowing individual case reports it has not yet been demonstrated that psychological interventions are useful with seriously deviant sexual behavior-or with rehabilitation of criminals and prevention of delinquency.

Anthony Storr, a well known British psychiatrist, summed up psychotherapy’s range of applicability this way: “Psychotherapists seem to me to be best at treating the inhibited, the frightened, the shy, the self-distrustful, the fragmented, the overdependent, and the over-controlled. They are far less successful with those who lack control over their impulses. … Patients who show disturbances like over- or undereating; who drink too much, or who smoke compulsively; who steal, who drive dangerously, or who commit sexual offenses or other criminal acts, are poor bets for individual psychotherapy.”

This is pretty much what Freud thought, and subsequent developments have by and large proved him right.

Myth No. 3

BEHAVIOR CHANGE IS THERAPY’S MOST COMMON OUTCOME

This idea is grounded in common sense: people come to therapy with problems, change their behavior, and therefore resolve their difficulties. Changes like this do occur in counseling and are familiar to all of us because they are the ones therapists and clients talk about most.

Often, however, there are cases where the patient feels good about his therapist and his therapy, even though no problems are resolved and no behavior changes are evident. The client feels better nonetheless, simply because he is listened to, understood, valued, and cared for. What some find in religious communities, others find in counseling, and the strength of the bonds between client and therapist or client and group should not be underestimated. They often become the center of the client’s life.

Therapy can also serve as an antidote to loneliness. For a person seeking new friendships, new romances, new sexual relationships, or just the company of others, many therapeutic events, especially groups and weekend encounters, are made to order. As one young man who went to an encounter group observed, “It was the most exciting show I’ve seen in a long time. Here are all these people talking about their problems, hang-ups, and weaknesses, dealing with each other and the leaders in all sorts of ways-a real-life soap opera. It was a voyeur’s delight.”

Two other important and common outcomes of counseling require mention. One is the development of self-understanding, and the other is a sense of an increased ability to cope. Although there is nothing wrong with helping people gain insight into themselves or feel more confident, it is important to keep in mind that there is no automatic relationship between such things and changed behavior. The person who feels better able to cope will not necessarily cope better. The person with greater understanding will not necessarily be able to do anything constructive with this understanding. Therapy is apparently much more successful at making people feel better and more confident, at least for the moment, than it is at changing the way they behave.

The result is that the behavior-changing and problem-resolving effects of therapy are greatly exaggerated, while the extent to which it provides comfort and support is ignored or understated.

Myth No. 4

GREAT CHANGES ARE THE RULE

Therapy success stories usually involve dramatic changes. The client becomes, as Arthur Janov, creator of primal scream therapy, puts it, “a new kind of human being.” Therapy can, we are told, really change your life.

Despite such notions, the evidence is overwhelming that dramatic changes are rare; the typical change is far more modest and very far from the claims that are bandied about. All the therapists I interviewed agreed that truly radical modifications were unusual. It is close to impossible, for example, to turn a chronically depressed person into a happy-go-lucky type.

In short, cures in therapy are not common.

If counseling did indeed produce great changes, the results should be most easily observed among therapists themselves, for they have received more therapy than any other group of people, and they have also had extensive training in methods of personal change, methods they could presumably use on themselves if they wished to.

The material that can be brought to bear on this issue is not as extensive or as rigorous as I would like, but it seems fair to say there is no evidence that counselors do better, feel better, or overcome more problems than anyone else. A survey of seven medical specialties by Medical Economics found that psychiatrists came out on top in more categories of marital problems, including sexual problems, than practitioners of any other specialty. Anyone who keeps company with counselors knows that, no matter what they may be like with their clients, in their personal lives they are no freer than others from pettiness, depression, poor communication, power struggles, anxiety, bad habits, and other difficulties. Nor are the organizations, departments, or clinics that they run.

Myth No. 5

THE LONGER THE THERAPY, THE BETTER THE RESULTS

The fact is that no relationship between results and duration of counseling has been demonstrated. A number of reviews of the research conclude, to use the words of psychologist Lester Luborsky and his colleagues, that duration “seemed to make no significant difference in treatment results.” The results of brief treatment (twenty-five sessions or less) seem to be no less positive than those of therapies lasting two, three, ten, or even twenty times as long.

Why, despite the lack of evidence for the idea that longer is better, do most therapists continue to believe otherwise and pressure clients into believing the same thing? One reason is simply a matter of training. Once the idea of lengthy therapy is accepted, it is easy to find interesting things to fill the time, all of which are then used to rationalize the necessity for taking a long time.

Long counseling is also fostered by a desire for effectiveness. If what has already been done has not worked, there is a tendency to believe that more of the same or more of something else will help. Another important reason for lengthy therapy is that it is good for therapists. The longer the counseling they do, the more secure are their finances and the less need they have for new referrals.

Myth No. 6

THERAPY CHANGES ARE PERMANENT OR AT LEAST LONG-LASTING

If you become more assertive, less depressed, better able to express yourself, or make other forms of progress in counseling, it is an article of faith among therapists and clients that these changes will persist. This belief is one of the main reasons that therapists have not done many follow-up studies to determine how former clients are doing.

What evidence we do have only partly supports the idea that changes persist for long periods. They do for some people, but relapse rates of over 50 percent are not uncommon, and for treatment of addictions they can go over 90 percent. It should tell us something when the highly respected behavior therapist Arnold Lazarus finds a relapse rate of 36 percent among his former clients.

Myth No. 7

AT WORST, COUNSELING IS HARMLESS

Given the reckless abandon with which therapy is recommended to everyone, people clearly believe it can only be for the good. The idea has long been held by therapists that at worst, counseling can only fail to help you change.

A moment’s thought should be sufficient to indicate that a method powerful enough to produce positive change is also capable of producing harm, a conclusion supported by many studies. One review of studies of marital and family therapy states that “on the whole . . . it appears that 5 to 10 percent of patients or of marital or family relationships worsen as the result of treatment.” A large study of encounter groups found that 16 percent of the participants were worse off after the groups than before, and that their deterioration seemed a direct result of being in the groups.

Some clients with no history of severe disturbance become psychotic during counseling, some commit suicide, and some do other things that clearly indicate a worsening of their condition. A number of the clients I interviewed said, usually reluctantly, that therapy had been harmful. It is no longer unusual to meet people who are looking for, or starting out with, a therapist to resolve problems caused in a previous therapy.

Myth No. 8

ONE COURSE OF THERAPY IS THE RULE FOR MOST CLIENTS

In the past, most clients participated in only one course of therapy in their lives, but this is no longer true. One of the most consistent and important effects of counseling is a desire for more counseling. These days continuing interminably with one therapist or having several courses of treatment is the rule. Whether or not the results are positive, many participants want and get more, something observers have called the “salted peanut effect.”

My colleague Bernard Apfelbaum was consulted by a client who had been in psychoanalysis for thirty-one years, four times a week, without a break, and I recently read of a woman who had been seeing a psychiatrist for twenty-seven years. It is not unusual to hear of such “lifers”-clients who have been with the same therapist for fifteen, twenty, or more years.

It makes sense that those who fail to get relief in one therapy would seek another, and the professional literature is full of examples. Thus one therapist writes of a thirty-two-year-old client: “By the time he was referred to me, he had received-in addition to [six years of] psychoanalysis and his brief bout with behavior therapy-drug therapy, electro-convulsive therapy, primal therapy, transactional analysis, transcendental meditation, and existential therapy. He still suffered from agoraphobia and other phobias, bathroom rituals, and other obsessive-compulsive problems.”

People also go for more counseling when new problems come up, when they feel a desire for more growth, or when they experience any one of a number of dissatisfactions. The message conveyed in therapy and in the culture at large is that if you experience almost any form of discontent, you should get expert assistance. Given the American penchant for relying on experts, and the aggressive efforts of those experts to persuade us that we are in great need of their services, it is hard to see an end to the cycle.

This is unfortunate, because many clients are going to be disappointed, for two reasons. First, there is absolutely no evidence that professional therapists have any special knowledge of how to change behavior, or that they obtain better results-with any type of client or problem-than those with little or no formal training. In other words, most people can probably get the same kind of help from friends, relatives, or others that they get from therapists. Second, as we have seen, people are not all that easy to change. We simply cannot alter our lives in the ways we now think we want to.

What therapy, professional or not, can accomplish is nicely captured in an old French maxim: “To cure sometimes, to help often, to comfort and console always.” Therapy in our time can do no more-we will be lucky if it can do this much-and in the long run neither clients nor therapists benefit by pretending otherwise.

RESPONSES

Louis McBurney, M.D., founder of Marble Retreat, Marble, Colorado

If I were less secure in my profession, I might feel threatened these days. MD magazine published an article last August entitled “The Shrinking of Psychiatry” that included the stereotypic image of psychiatrists as seen on TV and in the movies. The article, like Dr. Zilbergeld’s book, was not very flattering.

The Zilbergeld excerpt addresses psychotherapy, not psychiatry per se, an important distinction. Many psychotherapists are not psychiatrists, and many psychiatrists do not use psychotherapy as their primary treatment. Others do-including myself.

Here are eight responses to Dr. Zilbergeld’s myths:

Myth #1: I do not think this myth is very widely held. Of course certain schools tout their methodology as the only true therapy, but if that were true, I suppose most everyone would be using it. My training at the Mayo Clinic under a decidedly eclectic approach makes me agree with Zilbergeld that there is in fact no one best therapy.

Myth #2: I heartily agree that counseling is not equally effective for all problems. That is why diagnostic evaluation is so important. It is important for pastoral counselors as well as other mental-health professionals. Many disorders deteriorate with psychotherapy but respond beautifully to pharmacological treatment. One example is given by Dr. Zilbergeld: manic-depressive illness.

However, I want to clarify one statement. Lithium carbonate is effective in controlling the swings into euphoric, hypomanic behavior but does not necessarily control the depressive side of the disorder.

I would also question the statement about marital counseling not producing changes “large enough to make a significant difference in family relations.” I have often seen significant improvements after counseling couples and would like to encourage pastoral counselors to work toward the same.

Myth #3: Behavioral change may not be the most common outcome, but it is a distinct possibility. We are often working primarily toward change in attitude and thought patterns, with the resulting relational change as an important secondary goal. Thus when we work with an individual on guilt or resentment, the effects of forgiveness show up in changed behavior toward self and others.

Myth #4: I agree; miraculous change does not often occur. However, with the added impact of the spiritual dimension, the possibilities are greater. Dr. Bill Wilson at Duke has reported significant differences in counseling when the Christian factors of conversion, redemption, prayer, and supportive community are part of the therapy experience.

Myth #5: Again, I agree; my own work is brief, intensive psychotherapy focused in two weeks. At times, however, a continuing counseling relationship seems helpful. I disagree with Zilbergeld’s statement that “most therapists continue to believe otherwise and pressure clients into believing the same thing.” Most psychiatrists I know are very busy and have enough to do without trying to create dependency.

Myth #6: Therapy changes are like other forms of learning; they indeed deteriorate if not reinforced. This is where the support of a Christian community becomes vital.

Myth #7: Here I want to add my emphasis to his caution about therapy’s “harmlessness.” The therapist is not powerless or inconsequential and may do more harm than good. That is why selection is so critical.

Myth #8: It is not surprising that many people have more than one course of therapy. Life stress waxes and wanes as the years go by, and those who have trouble coping often seek help out of fear, loneliness, or sadness.

In conclusion, I am glad to see Dr. Zilbergeld point out that psychiatry and psychotherapy do not offer miracle cures any more than a dose of castor oil did a century ago. Both may produce a purge, but a purge may not be needed.

On the other hand, my experience in psychotherapy has been more positive than the general tone of his writing. I believe there are three explanations for this:

Fitting the treatment to the diagnosis. Many people can be helped by the specific approaches of behavioral therapy, marital/family counseling drug/alcohol treatment, or psychopharmacology.

Careful selection of the therapist. You do not go to an attorney for heart surgery, nor even to anyone who calls himself a cardiovascular surgeon. You check out credentials and reputation. Likewise, a psychotherapist needs to pass the test of Psalm 1. You may be sure any counselor reflects his own value system and maturity.

The added dimension of Christianity as a relationship with the living Lord. The truths of Jesus’ teaching on self-acceptance, individual worth and value, finding meaning in commitment to God and fellow man, the importance of our thought life, the necessity of forgiveness, and the healing power of love are timeless. Furthermore, the power available through prayer, the written Word, the indwelling of God’s Spirit, and the supportive community of faith helps produce significant and lasting change.

Change is usually gradual in most lives (even those reborn), as it was with Peter, Paul, and you. But it can be real. Professional psychotherapists must admit as much, while Christian counselors must be patient in looking for evidence of Christ’s love at work.

* * *

David G. Benner, chairman of psychological studies department, Wheaton (Ill.) College

For several decades, psychology has stood, in its popular form, as the major secular religion of our culture. Martin Gross developed this thesis in The Psychological Society, arguing that we uncritically accept the inflated claims of the mental-health professions in spite of the relative absence of proof. Paul Vitz further developed this critique in Psychology as Religion, and more recently William Kirk Kilpatrick did the same in Psychological Seduction-both of these writing from a Christian perspective.

These critiques have gone largely unnoticed in the mental-health professions but also in the church and in society at large. We have wanted to believe Zilbergeld’s myths. Most regrettably, the mental-health professionals have wanted to believe them. The emperor really has contended he was clothed in magnificent robes, and any doubts were allayed by society’s adulation. Few have dared to whisper the unthinkable, and those who have have usually been ignored.

Zilbergeld’s critique is important. There may be basis for quarrel with some of his specific charges (for example, that drugs are more successful than all psychological therapies in treating depression). However, his basic assertions are accurate, and a shrinking of our expectations is appropriate.

We have either tended to believe psychotherapy was a golden road to freedom, self-actualization, and wholeness for all people regardless of what ails them, or we have believed it could do nothing a listening friend couldn’t do. The truth is somewhere between. The sooner we recognize this, the sooner the mental-health professions can get on with the task of discovering what kind of therapy works best for what kind of person with what kind of problem. Then Christian pastors and lay helpers will know better when to make a referral, meanwhile being encouraged to see the positive effect they can have in many situations.

* * *

Jay E. Adams, dean, Institute of Pastoral Studies, Christian Counseling and Educational Foundation, Laverock, Pennsylvania

The matters discussed in this reprint are important. Time magazine, in reviewing Zilbergeld’s book, also cited New York psychiatrist Robert Lang’s book, Psychotherapeutic Conspiracy, in which he declares, “We don’t know the underlying basis of change.”

What should we learn from these observations?

1. That Christian counselors have been wasting their time and money studying with non-Christian counselors. If what Zilbergeld says is true, they were receiving nothing worthwhile in return.

2. That Christian counselors have been deceiving both themselves and their counselees whenever they have identified one or more of these non-Christian systems with biblical teaching. Under the slogan “All truth is God’s truth” (with which no intelligent Christian could possibly disagree), just about any and every sort of non-Christian principle, practice, and methodology has been justified, often in a most cavalier fashion. Some of us who have been exposing this deception over the years have been heaped with scorn. Maybe Zilbergeld’s book will at last awaken the scorners to the realities of the situation, since it is clear that the results of God’s truth are neither “modest” or “short-lived.”

3. That Christian leaders should stop wasting time trying to integrate (the great buzz word of eclectic Christian counselors) biblical teaching with these systems that offer so little promise. Instead, let us join in the intensive, exciting, fresh study of the Scriptures in relation to human problems and needs.

Zilbergeld says, “The unavoidable conclusion is that if you’re suffering from any of the common ailments … you can expect about the same results regardless of which therapy you choose.” Of course, he did not examine the results of Christian counseling based entirely on the Scriptures. Had he done so, it is my opinion he could not have made such a statement.

“Truly radical modifications were unusual,” he notes. What could be more radical than the New Birth? What could be more radical than a husband exchanging his years of adultery and lying for an entirely new way of life? What could be more radical than the changes in the apostle Peter? Yet these, and hundreds like them, are everyday occurrences in the counseling offices of innumerable pastors across the land. And they are lasting.

How long will Christians continue crawling around the psychiatrists’ table looking for crumbs with which to “supplement” what the Bible says? It is a book “breathed out by God and useful for teaching, for conviction, for correction and for disciplined training in righteousness, in order to make the man of God adequate, and to equip him fully for every good task” (2 Tim. 3:15, 17). These four steps present a complete process of change:

Teaching-presenting a standard given by God that no other system has

Conviction-the Spirit’s work in the heart that shows us our failure to live according to God’s standard

Correction-the process of confession and forgiveness that turns us from wrong patterns

Disciplined training in righteousness-the process by which the Bible trains us in alternative ways of living

This is radical change, and it is entire. The Bible pronounces it “adequate.” The fruit of the Spirit is just that: fruit produced by God through his Word, not through the hopeless systems of men. When will the church learn?

* * *

Gary R. Collins, professor of psychology, Trinity Evangelical Divinity School, Deerfield, Illinois

Eric Sevareid once suggested that the biggest business in America is not making steel, cars, or televisions, but “the manufacture, refinement, and distribution of anxiety.” The only thing bigger is the business of anxiety reduction!

Americans have an insatiable desire to be happy and free from anxiety. That is why, says Zilbergeld in his book, the United States has become “the world capital of psychological-mindedness and therapeutic endeavor.” Selling therapy has become a big business, and Zilbergeld is not the first to write an expos. Several others have attacked the counseling professions, sometimes with more vehemence than knowledge of the facts.

But Zilbergeld is a member of the psychological guild, an experienced therapist with impeccable credentials. He clearly did his homework. His book is intellectually stimulating, well written, fair, and nonpolemic. It deserves careful reading.

I will limit myself to three observations:

1. What he says about the value of therapy is essentially correct. During the past thirty years, literally thousands of research studies have examined this ground, and the results-as reported in the professional journals and encyclopedic volumes such as Garfield and Bergin’s massive Handbook of Psychotherapy and Behavior Change-have demonstrated what Zilbergeld reports. There is little evidence that professionals “obtain better results-with any type of client or problem-than those with little or no formal training. In other words, most people can probably get the same kind of help from friends, relatives, and others,” including pastors.

2. What’s good for the goose is good for the gander. Some Christian writers have reacted with glee to the news that secular counseling is of limited value. After announcing, “I thought so,” they (and I) have proclaimed that biblically based counseling alone is superior.

But where is the evidence? We who are Christians expect psychologists and psychiatrists to rigorously study their own work. Meanwhile, what research has been done on the effectiveness of Christian counseling? Almost none.

I wonder if we have swallowed our own set of myths. What if we reread the Zilbergeld material, substituting “Christian counseling” for “therapy” and “pastor” or “lay person” for “therapist”? Consider, for example, the following two paragraphs:

If you’re suffering from any of the common ailments that people take to pastoral or lay counselors-confusion, depression, low self-esteem, distressed relationships or inability to form them, difficulties in decision-making, and so on-you can expect about the same results regardless of which person or approach-Christian or secular-you choose.

Anyone who keeps company with Christians knows that, no matter what they may be like with their clients, in their personal lives they are no freer than others from pettiness, depression, poor communication, power struggles, anxiety, bad habits, and other difficulties. Nor are the organizations, departments, or churches that they run.

I don’t want to believe such conclusions, and my point is not to be critical. Before we judge a profession, however, we need to take a close look at ourselves. Zilbergeld’s work and the research of his professional colleagues is a model of honest self-evaluation that we Christians should applaud and then emulate.

As a Christian who is a psychologist, I believe many of our approaches do help people. But it is sad that we have not been able to raise the motivation or funds to study our counseling methods with scientific rigor.

3. What Dr. Zilbergeld says about psychological change can be encouraging.

In his book (although not in this excerpt), he concludes that while professional therapy is “overpromoted, overused, and overvalued, it can be beneficial when used prudently, with clear understanding of its powers, limitations, and risks.” In spite of the myths, we would be inaccurate to conclude that all professional counseling is useless. The research shows that many therapists can and do help.

The research also shows that non-professionals give help. While some pastors and lay counselors undoubtedly do more harm than good (although we don’t have research data to prove that), it is clear that ordinary people can be very effective in helping, encouraging, and supporting one another. That, of course, is what the Bible teaches.

We can also help ourselves. Zilbergeld admits there is little research on the value of reading or listening to sermons, but he concludes that most of us can benefit from such influences. People are not as fragile or psychologically crippled as some would have us believe. We can work on our own problems if we are willing to take the time and risks.

The Christian would add that for real growth to occur, we need the insights of Scripture, the support of fellow believers, and the indwelling presence and guidance of the Holy Spirit. These, rather than “the selling of therapy,” are the true foundations of anxiety reduction and the basis of psychological change.

And that is no myth.

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

When the Wineskins Start to Rip

Reorganizing a church is never easy, but at times it’s necessary.

Church organization can’t guarantee effective ministry, but the wrong structure can certainly stifle it. One aspect of vision is knowing when changes are needed and how to make them. This is the account of how one pastor saw the flaws and rallied the people to a creative solution.

It didn’t match the drama of the shootout at the OK Corral, but everyone certainly felt the tension in Grace Chapel’s conference room the night the deacons and elders squared off.

The issue: trespassing. Each board accused the other of treading upon its administrative territory.

After the verbal volleys, we sat in stunned silence. Our church had been blessed with a history of aggressive unity. No one was used to this kind of confrontation.

Soon the meeting was adjourned with the leaders promising to “look into the matter further.” Frustrated board members left for home wondering how they had reached such an impasse.

We should have seen the moment coming, but most of us hadn’t. Over a number of years, the climate for conflict was building; all we needed was the right issue at the right time for a firefight. And that night it happened.

I wasn’t the only person to comprehend what was taking place, but I was perhaps the first to start moving toward a solution. Before going to bed that night, I called the two board chairmen and suggested breakfast the next morning. Both agreed, and we met early over toast and coffee to lick our wounds.

“Gentlemen,” I said, “what happened last night is only the beginning of conflict to come. More and more issues like this are going to hit us, and our frustration is going to rise higher and higher. As I see it, the problem is structure. Our congregation has grown to such size and diversity, and our ministries are so complex, that our present administrative structure can no longer bear the stress. The lines of authority and responsibility don’t fit anymore. It’s obvious we’ve got to restructure.”

The two agreed. They both had seen the problem and felt it was time to begin the massive overhaul.

We made one decision that morning: to call a joint meeting of the governing boards and propose an all-out effort to create a new leadership process. The meeting convened one week later; we wanted memories of the tension to be fresh. I was designated to make the initial presentation.

That evening I chose Acts 6 as a springboard to thought—”In those days, when the number of disciples was increasing, there arose a murmuring in the church.”

“How,” I asked, “did the first generation of Christians in Jerusalem, who had seen the incredible work of the Holy Spirit, suddenly degenerate into a group of muttering, accusing individuals? Did the gospel fail? Of course not.

“What they had,” I suggested, “was the failure of structure. An effective ministry was advancing so swiftly that no one had kept pace with the practicalities of administration.”

I tried to trace the problem. Acts 2 shows the explosion of sharing and caring, a result of the joy of knowing Christ as Lord and Messiah. Those with material resources were glad to give to those in need. This ad hoc generosity, however, could only last so long before someone would misuse it. At some point, a few perceptive people must have come to the apostles and suggested that financial help be channeled and directed for maximum impact and fairness.

“Perhaps someone said,” I theorized, ” ‘Let’s give the money to the apostles. They’ll know how to distribute it fairly to the disadvantaged.’ “

Something like that must have happened, because in Acts 4 we’re told the money for charitable purposes was now laid at the apostles’ feet. How long did this system work? Who knows? One thing is certain: by Acts 6, the new system was breaking down. Too many things were slipping through administrative cracks.

Result? A complaining congregation.

Granted, the people shouldn’t have complained, at least not the way the dissidents in Jerusalem were doing. But we must also admit that a new organizational system was needed, one that would meet the need and set everyone free to concentrate on ministry. Thus, the Jerusalem church reorganized! The results were healthier relationships, effective distribution to the needy, and further expansion of the congregation itself.

Our joint boards saw the point clearly. They agreed when I said, “Last week’s meeting should be a sign to you that we are no longer configured to handle the matters of a congregation this size and shape. It’s time to change as Jerusalem changed.”

Before the evening ended, they voted to create a five-person committee to research models of organization and propose a new structure.

Finding the Shape that Fit

Our new committee on restructure worked hard. Their first objective was making sure they all agreed on what a congregation was and what its purpose should be. They spent hours studying Scripture.

While welcome at their meetings, I chose not to attend, though I did ask the chairman to report all developments. I had confidence in the committee. The members had experience in both the congregation and the world of business management and leadership.

In the meantime, I was wresting with the structures of churches in the Bible. Where did the titles and assignments of congregational leaders come from? How did the early church do its business?

I was surprised to find that virtually every title came originally from secular sources. The word pastor was derived from agri-business—the world of sheep-tending. Deacon was a first-century equivalent of waiter or waitress. Elder probably dates back to the time of the Old Testament judges, if not earlier, referring to an informal group of wise men who gave administrative counsel.

This impressed me, because I’d heard so many church members decry the use of secular terms in church leadership. Here, all these terms came from nonreligious sources.

While looking at New Testament congregations, I saw they were modeled after the synagogues, which emerged after the Exile. Studying the synagogue could probably tell us a lot about what early church planters had in mind. Working back still further, I concluded that even the synagogue was probably little more than a miniature of their earlier religious life—an enclave for Jewish exiles trying to recapture a taste of early kingdom life as they met on the Sabbath.

Perhaps the most important conclusion, however, and one the whole committee also reached, was this: The congregation’s structure should always reflect the culture of its people and conform to whatever will help it accomplish the objectives God has presented for the congregation.

The committee wrestled not only with biblical models but with their understanding of Grace Chapel’s specific purpose. They worked to discern it and define it with fresh words. They settled on this initial statement:

Grace Chapel is a congregation of Christian people committed to the discovery and enjoyment of a self-revealed God . . . and to the creation of an environment where people can grow to the fullness of Christian maturity.

This was our overarching objective. It expressed both the vertical (our individual and corporate relationship to God) and the horizontal (our “familyness” that leads to spiritual growth and reproduction).

Our statement went on to reflect how this key objective would be pursued:

This we will do through the exercise of worship, caring and fellowship (for one another), Christian education, and mission (to those reachable outside our fellowship).

With these general principles, the committee continued to work. It wasn’t long before we found that a new structure for a growing church would have to face not just these general principles but some hard realities such as:

1. Assigning some people the pastoral dimension and others the administrative side of ministry. We had learned from experience that when a person or board is charged with both, administration almost always overwhelms pastoral work. The two cannot be completely exclusive, but assignments must clearly emphasize one or the other.

2. Eliminating the confusion between ordained and lay leaders. The old question “Who is running this church?” had to be answered honestly.

3. Allowing for clear communication, not only so top leaders understood one another but so information could also move down through the structure. Of course, information has to be able to move upward as well.

4. Insuring a reasonably democratic congregational polity (since that was our heritage), yet making sure the elected leaders would work as a team with the pastoral staff and not as adversaries.

5. Creating a structure that would easily flex and adapt to new needs and conditions, new growth patterns and leadership styles.

This was a difficult task, but within six months the committee had a structure to propose (see below). Now the real work began.

Putting the Changes in Place

Several wise leaders counseled us, in the excitement of creativity, not to move faster than necessary. In the best of situations, people not involved in the process will have a tendency to doubt. Take nothing for granted, we were told; give maximum opportunity for them to air their concerns. We accepted the advice, and they were right—not everyone had kept pace with our thinking.

First, our existing boards had to be convinced that these were the right changes, and frankly, that was no easy task. An interdenominational congregation, we had board members from a host of backgrounds. Those of Anglican persuasion wanted to centralize church power, much to the horror of our former Baptists, who would have preferred more frequent congregational votes. Our Presbyterians, Methodists, and Catholics each confessed to their biases, too.

Slowly, however, they all saw that the committee had learned from each of the represented traditions, and the proposed structure fit us today and into the foreseeable future. And when it no longer fit, we affirmed, we would change it again.

Our patience paid off. The boards finally endorsed the new structure with enthusiasm.

Taking the proposal to the congregation was a bigger challenge. Many people didn’t realize we’d had a problem with the old structure. Besides, large groups don’t embrace change readily, especially our multi-denominational mixture. What to do?

Again, Bible studies from the pulpit. The Acts 2, 4, 6 story. Description of the development of church leadership and organizational forms. Finally, a series of sermons on our church’s stated objectives and the practicalities of pursuing them.

Then we proposed an experiment: to suspend certain provisions of our bylaws for a two-year period and institute a provisional church government based on the new restructure recommendation. We promised quarterly reports to the congregation on how it was working. And after eighteen months, if all was going well, we would prepare new bylaws to make the changes permanent when the two years were up.

When a few were anxious about “experimental government,” we pointed out that we couldn’t be sure everything would work perfectly. We needed time to work out the bugs. Better that, we suggested, than coming back to change bylaws time after time.

Virtually all of this, except the pulpit ministry, was carried out by lay leaders. They made the key presentations, answered congregational questions, and reassured the cautious and dubious.

In the end, the congregation agreed, and at our annual meeting, we elected officers who would implement the new plans.

Surprisingly, the two experimental years flew by with hardly a problem. Almost nothing in the proposed structure was changed, and with the congregation’s permission, we wrote the new bylaws making the new structure permanent.

The Happy Ending

Many good things have flowed from our restructuring, the richness of which we had not anticipated.

For the first time, our elders could really act as elders, meeting the needs of people. They have the time to be trained and put that training into action. Most of our general pastoral visitation is done by these elders.

Our top administrative board is composed of people who have at their disposal all the information necessary to form sound policy.

The ordained pastors and lay leaders work together as a team, not as adversaries.

We don’t have appointed committees, which spend much of their time learning to get along with one another. Rather, we appoint chairpersons who then form their own task forces. This has streamlined decision making.

We’ve minimized the possibilities of miscommunication and maximized our best resources.

Most of the board members in that joint meeting several years ago hardly remember the tension of that night. It’s been buried in the good experiences of the last few years. Restructuring isn’t a cure-all for congregational tension, but in our case, it helped us do what a Christian congregation ought to be doing.

KNOWING WHEN CHANGES ARE NEEDED

What are the signs a congregation should reconsider its administrative design?

1. Rapid growth. A congregation of one hundred must be organized differently when it reaches five hundred.

2. Developing a multiple-pastor staff. If a congregation has pastoral leaders with no official access to governing boards, if lines of communication and decision making don’t clearly define staff pastors’ roles, confusion will result. People will be unsure where the real leadership resides—with the staff or laity.

3. Conflict between major boards. If the number of disagreements over administrative responsibility increases, a change is needed.

4. A clear gap between the formal and informal leadership within the church. Formal leaders are always elected through some constitutional process, but pastors may find themselves going more often to informal leaders. Perhaps the pastor feels more comfortable consulting these individuals, or else the support of these unelected leaders is necessary for any venture to succeed. If this is the case, it’s time to retool.

GRACE CHAPEL’S NEW STRUCTURE

Our structure is by no means novel. Various church traditions will find hints of their structure within ours.

The structure is centered around two main bodies: the Church Council and the Board of Elders.

The Church Council is made up of fourteen members: eight laity, the senior pastor, and five pastoral staff. This body sits as a board of directors, mandated to guarantee that the ministry of the church be run according to our objectives and policy.

The church’s ministry is broken into five divisions: Worship (including music), Caring and Fellowship, Christian Education, Mission (including evangelism and discipleship), and Administration (which includes finance). Each is headed by a staff pastor who sits on the Council.

Of the eight lay persons on the Council, one is the church treasurer, one the chairman of the Elders, and one the head of the Trustees (a subcommittee of the Administrative division responsible for property management). The other five are elected at large for three-year terms, and from this group comes the chairperson for the Church Council.

The Board of Elders has no administrative function; it enters wholeheartedly into pastoral work, serving people with personal needs and periodically reviewing the spiritual “temperature” of the congregation and the effectiveness of the ministries. The Elders alert the Council any time they see items for concern, but it’s the Council’s responsibility to take action.

Gordon MacDonald is pastor of Grace Chapel, Lexington, Massachusetts.

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

What’s a Body to Do?

How to determine your church’s specific calling.

If you look at the official statements of purpose for most churches in North America, you might conclude they are a franchise operation. A religious version of McDonald's or Wal-Mart, with each establishment identical except for its location.

Almost every church claims Christ as its head and some variation of the following as its purpose: "To glorify God through worship, fellowship, outreach, and service."

The wording will differ, of course. Some churches keep it short and sweet: "To disciple the body; to evangelize the world." Others wax alliterative:

Exaltation-the church existing for Christ

Edification-the church existing for itself

Evangelism-the church existing for proclamation

Extension-the church existing for action

The similarity of stated goals, however, camouflages the vast differences between churches. Even within denominations, each local body is a unique expression, with different gifts, callings, and ministries. Some emphasize missions and give half their budget to overseas work. Others major in the worship experience, or small-group fellowships, or serving the community.

Many churches, however, don't like to admit they specialize. As one Oklahoma pastor says, "We all want to be full-service churches, even when we don't have the resources. We try to be all things to all people, surrounded by other churches vainly trying the same thing. The result: we're often bland and mediocre. But to reach one group well, you may have to sacrifice something else."

Effective ministry does have an exclusive side. Though loving the world, God chose a particular place–Palestine–and a particular people–Abraham's race–for his most direct work. While on earth, Jesus preached widely but gave special attention to twelve disciples–all men, all Jews. Even Paul, apostle to the Gentiles, narrowed his focus and went to Macedonia, not Bithynia.

Churches, too, while not shutting anyone out, must decide where they will focus their efforts.

Every leader struggles with the questions: What should our church do? How should the biblical purposes for a church take shape in our setting? What's the specific calling of our specific church?

Here are some factors to consider.

Concentrate on Limited-Range Planning

In the 1960s, businesses began looking long-range, and churches soon did the same. Recognizing that too often churches had simply perpetuated programs of the past or launched new ministries piecemeal, pastors agreed that systematic planning was preferable to the status quo or merely drifting.

But in the 1970s and '80s, with a roller coaster economy, industries rising and falling overnight, and an ever-mobile population, the future became increasingly unpredictable. Trends developed shorter life spans. Business began shying away from long-term projections.

"Long-range planning is appropriate if you've got a stable environment," says David Horner, a Christian management expert. "But things are changing so rapidly that ten-year planning doesn't make much sense these days. Churches should have a sense of where they'd like to be in ten years, but detailed plans shouldn't extend beyond three years."

Planning helps challenge and channel the congregation's vision, but long-range forecasts, if not obsolete, are best handled with caution.

Assess Congregational Character

People in the pew may not be able to articulate the church's goals, but they can probably describe its strengths. And when working with a congregation to determine objectives, this is a good place to start: making explicit what people feel implicitly.

"Each local church needs to define goals in terms of its uniqueness," says Robert Wise, pastor of Our Lord's Community Church in Oklahoma City. "We start by defining strengths and weaknesses. As people see what they do well, a sense of motivation and direction emerges. A calling. You find out what people are concerned about."

Goals reflect the character of a church, and before setting goals, it helps to identify the church's personality-rigid or free, relaxed or energetic.

"Most of our people are from stable, disciplined backgrounds," says Wise. "Theologically we're Reformed, which sets some boundaries. In addition, we're both liturgical and charismatic, unapologetically both formal and spontaneous. In setting goals, all these things are both strengths and weaknesses, but they must be considered."

Deal with Demographics

First Baptist Church in Flushing, New York, saw that forty thousand people in fifty-two different language groups lived within a nine-block radius of the church.

"When I came five years ago," says Pastor Russell Rosser, "we were a dwindling WASP congregation of 140, but the people were committed to one another and to reaching their neighborhood.

"We had to wrestle with the concepts of heterogeneity and homogeneity, and the outcome was not either/or but both/and."

When the church developed its statement of purpose, it began: "To be a heterogeneous body of believers . . . and within that heterogeneous body to develop homogeneous fellowships for opportunity to worship in one's own language and to reach out to one's own cultural and language community."

As a result of this goal, First Baptist developed services in Spanish, Portuguese, Chinese (Mandarin and Cantonese), and English, with nearly seven hundred attending each Sunday. In all, more than thirty language groups are represented.

"We wanted to understand our objective and God's agenda and strategy for us," says Rosser. "Our first goal was to understand the dynamic of the community."

Half a continent away in suburban Minneapolis, another church changed its name, plans to change locations, and has made staffing decisions because of studying the congregation and community.

"You have to know the people you want to reach," says Pastor Leith Anderson of Wooddale Church. "We hired a secular research firm to help us analyze our situation. We're in a metropolitan, high-tech area with lots of singles, young couples, and well-educated people. That's who attends here, and that's who we minister to most effectively. We decided to go with our strengths."

One of the study findings was that denominational loyalty is much lower among people born after 1950, and for a significant number, denominational labels are a stumbling block. As a result, Wooddale Baptist, while maintaining its affiliation with the Baptist General Conference, will be known simply as Wooddale Church.

Identifying its target audience has helped Wooddale make other key decisions. For instance a few years ago the church had to decide between adding a singles minister or a counselor to the staff.

"We went with the singles minister," says Anderson. "We decided our focus was outreach and growth, not problem solving. There are other places for people who need counseling."

The focus on outreach and growth also prompted the relocation. "We'll have fourteen hundred on Sunday morning . . . with parking spaces for fourteen cars!" says Anderson. "When newcomers decide to try us on a snowy Minnesota Sunday and find they have to park eight blocks away, they just don't come. Our decision to move was painful and hurt our momentum, but we felt we had to move to honor God and continue to reach out."

Avoid Opportunity Overload

In setting direction, the two areas pastors are probably most familiar with are (1) encouraging people to exercise their spiritual gifts, and (2) identifying needs and trying to meet them.

"All churches don't have all the gifts all the time, but each church has all it needs at this time," says Mike Tucker, pastor of Bethany Community Church in Tempe, Arizona. "We're constantly looking for new gifts in our church. As part of our membership class, we extensively interview prospective members to see where they can serve, and we always say, 'If you feel led to a ministry we don't have now, tell us about it. We're open. God can lead us through you.' "

Identifying needs can be done systematically through research or informally by training people to be sensitive. Usually spotting needs isn't the problem; the danger is opportunity overload. When so many needs emerge, there seem to be two different ways of responding: meeting whatever needs you can or strategically planning the use of resources.

"We have an understanding in our ministry: If we become aware of a need and have the resources to meet it, the answer is automatically yes," says Frank Tillapaugh of Bear Valley Baptist Church in Denver. "Not long ago we were asked to sponsor five refugee families. I called leaders of several Sunday school classes, and by evening we had five sponsoring groups. The question of whether to help didn't need a vote; the question was resources. Sometimes that means money, but in most cases, like this one, it means people's time. Our answer is simple: If we have willing people, we'll undertake any ministry-if not, we won't."

The strategic planning approach, on the other hand, tries to coordinate church ministries to enhance one another.

"A church may have the resources to pursue several opportunities but not all," says David Horner. "One important consideration is 'synergy'-that is, the extent to which the various possibilities strengthen and reinforce each other. For example, a plan that decides to emphasize youth evangelism and a summer camping ministry may be stronger than one that focuses on an aggressive youth program and a ministry to senior citizens. Churches are helped when the ministries can feed off one another."

What Are Other Groups Doing?

Seeing what others in the neighborhood are doing is helpful, not to play "monkey see monkey do," but to see what's not being done.

"We researched our area and discovered no church was working with the handicapped or with the elderly in that stage between self-sufficiency and the nursing home," says Robert Wise. "So that's where we began."

Checking out the neighborhood also lets you know where to refer people.

"We haven't started a single-parents ministry in our church yet, so I tell single parents who visit us about the ministry at Grace Community Church across town," says Mike Tucker. "By trying to do it now, we'd just do poorly. We don't duplicate other ministries unless there's a compelling reason. There are too many things no one is doing."

In Atlanta, Cascade United Methodist Church thought about starting a recreation ministry for neighborhood young people. "But we recognized the Boys Cub was doing a better job than we could," says Pastor Walter Kimbrough. "So we support them and put our energies elsewhere."

Take Your Statement of Purpose Seriously

Is a statement of purpose worth haggling over?

It can be.

A good statement of purpose not only clarifies what the church does, it sets boundaries. It defines what the church will not do. It helps limit expectations, and that alone can make it the pastor's best friend.

"Many people still confuse programs with the purpose of the church," says Lyle Pointer of First Church of the Nazarene in San Jose, California. "A good statement is a reminder that the church has purposes that transcend programs. It can help you select and say no to certain things.

"A man in our congregation once gave me some unsought advice: 'You're not as involved in missions as other pastors.' I knew what he was referring to: I support missions, but I don't attend all the committee meetings he would have liked.

" 'Your interest is very important,' I told him. 'Our church needs your involvement, but that cannot be my priority.' And I quoted one of the five stated purposes of our church, which deals with training laity to assume responsibility. While he pressed his point, I wasn't threatened, since the church had agreed on our essential purposes."

Some pastors, like Pointer, make sure the people know the purposes of the church. He preaches on them, reads them aloud at various times throughout the year, and delivers an annual "State of the Church" message based on how well the body is measuring up to the purposes.

How specific and complex should the statement be? Pointer is glad for a fairly detailed document. On the other hand, John Vawter, of Wayzata Evangelical Free Church in Plymouth, Minnesota, says, "Complex statements are fine for seminary classes, but church people need a simple statement they can remember." Wayzata's official statement of purpose is "To mobilize every believer at Wayzata Free Church for their God-ordained ministry." But the motto everyone hears is "Ministry is a many-peopled thing."

"I'm happy if people understand the general idea," he says. "When I came here in 1977, all I knew was that I wanted the church to exhibit a Spirit-filled life, the priesthood of believers, and to have an impact on the neighborhood. How that would take shape, I didn't know. But as we've grown from 170 to 700, I've kept the goal before them, and they've understood it and lived it."

The Process Itself Is Helpful

Many pastors find that the process of identifying purposes and establishing direction is as helpful as the final wording.

"To work well together, leadership must have common experiences," says Leith Anderson. Thus, at Wooddale, pastors and elders go through a six-week course, reading the same books, discussing the same issues. Throughout the year, they attend seminars to continue learning together.

"Our common experiences and study times helped us agree when we were establishing our theological priorities for ministry," Anderson says.

Simply discussing certain questions in light of scriptural descriptions of the church can build cohesiveness.

What does God want to do through our church?

What strengths and opportunities do we possess?

What needs and expectations are present in our church and community?

What effects are our past efforts likely to have on our future?

The interpersonal process involved in arriving at a statement of purpose can also be helpful.

"The process brought us together," says Lyle Pointer. "We may disagree on specific goals, but there are never differences on overall direction, and there's a healthy pride in knowing we're all agreed on that. The process of hammering out our purposes has also become a model for further problem solving."

When Goals Conflict, Weigh the Trade-offs

Almost every worthy ministry will have pluses and minuses. At the very least, each goal will have a price.

At Bethany Community Church in Tempe, Arizona, church leaders are frustrated because there's no place to meet privately for prayer after the service with those making spiritual decisions. All the available rooms are being used for Sunday school classes. Should they convert part of a Sunday school classroom into a prayer room?

"Our phrase around here is What's the trade-off?" says Mike Tucker. "After weighing all the factors, we decided the Sunday school ministry was more important, and the prayer room would have to wait."

Another decision was whether or not to spend several thousand dollars to install ramps for the ten to fifteen handicapped persons attending Bethany. The church decided yes.

"Joni Eareckson Tada spoke in our service and pointed out how ministering to the weak strengthens the whole body," says Tucker. "Decisions like the one about ramps must be evaluated by their total impact on the church ministry-financially, but also spiritually. We felt the financial sacrifice was worth it."

The Pastor's Influence

In setting goals and direction, one of the most powerful influences is the pastor. The role pastors should play provokes intense disagreement, even among pastors themselves.

Some adopt a no-nonsense "leaders are to lead" approach and assume the initiative for setting the direction of the church. As John Vawter puts it, "The pastor has to get the church going and must be willing to pay the price. Too many acquiesce to traditions and the expectations of people. The role of a shepherd is to move the flock from one mountain to another, getting them ready for market, ready to produce."

Lyle Pointer agrees. "I initiate, with feedback from the congregation, of course. I make sure things keep going until I can eventually turn them over to lay people. Some pastors use lay ministry as an out; most growing churches have strong pastoral leaders."

Other pastors feel just as strongly that initiative belongs with the laity.

Don Finto repeatedly urges the people of Belmont Church in Nashville, Tennessee, to "hear the voice of the Lord" and do what the Lord prompts them to do. "We no longer start programs," he says. "We tried to launch, among other things, a day care center and a drug rehabilitation program, and we asked God's blessing, but they fizzled. Now I just put together people of like interest and tell them, 'If your idea is of the Lord and you remain faithful, others will join you, and the ministry will succeed.' That approach has worked in developing a bookstore, a Saturday night concert ministry, a Christian community theater, and home-grown Bible study groups."

These lay-oriented pastors feel they still provide strong leadership-through creating an atmosphere where ministry is shared.

"Some pastors have a strong sense of personal ministry-preaching, say, or evangelism-and gather like-minded people around them," says Robert Wise. "But I think the Holy Spirit speaks more often through the body than to a leader with singular vision. Even strong leaders must listen to the body or else wind up a voice crying in the wilderness."

As in most controversies, both sides can learn from the other-initiative needn't come from only one direction.

"I try to maintain around a 50/50 split between ideas coming from the grassroots and proposals coming from the pastoral staff," says Mike Tucker. "If pastors offer too many, the people become spectators, don't own the goals, and don't actively pursue them. If pastors are too passive, people will wonder if they really care."

Supermarket or a Specialty Shop?

Specifying the church's direction can be painful. Some people will feel that writing future goals somehow dishonors the work of the past and present.

Others will imply that goal setting isn't spiritual, that being too specific sets limits, and God may want to do things beyond our self-imposed focus.

Even pastors fear that the church may come up with "wrong" goals. As one pastor said, "We're located in one of the fastest-growing cities in America, and it would have been tragic if they'd decided to minister to members only and not focus on growing numerically."

Churches also dislike setting specific direction because they're geared to respond to needs, and turning away from some to minister more effectively to others is agonizing.

Yet despite these difficulties, our churches will continue making prayerful decisions about tomorrow. We might find the job easier by recognizing our church's special calling. It isn't necessary to duplicate the services of every other church in town. We don't have to be supermarkets stocking every imaginable item; specialty shops do quite well.

Over the centuries, we've found our church identity in doctrinal distinctives and denominational heritage but not on many other grounds. Admitting that Jesus "doeth all things well" but our church does one or two things well may help establish a fuller identity. But most important, a more focused ministry may also help us minister more effectively in the location God has placed us.

Marshall Shelley is assistant editor of LEADERSHIP.

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

The Urge to Serve Beyond Your Means

Without a vision, the people perish, says Proverbs. But with too broad a vision, the people flounder.

Vision is the blazing campfire around which the people of God gather. It provides light, energy, warmth, and unity. It helps us see through God’s eyes, to perceive his purposes and possibilities. It strengthens us with the conviction that “all things are possible through Christ.”

“Without a vision, the people perish,” warns the writer of Proverbs. But with too broad a vision, the people flounder.

Our church, for instance, has this statement of purpose: “To draw all men into a redeeming spiritual experience, restoring them to God through faith in Jesus Christ our Lord, baptizing them in the name of the Father, the Son, and the Holy Spirit, and instructing them to observe all the teachings of Jesus Christ, as set forth in the Holy Bible.”

Certainly a comprehensive vision! But not anything our eighty-member congregation can ever accomplish. Such vision is essential, but without manageable goals and a strategy for reaching them, a church can be overwhelmed and paralyzed.

Case in point: Two summers ago, we had a schedule bordering on the insane. Besides two “work days” each week to help construct our new sanctuary, we hosted three choir-and-mission teams, two volunteer building teams, held a week of vacation Bible school, two weeks of day camps, supervised two college-age summer missionaries in a full slate of youth and children’s activities, and conducted two old-fashioned tent meetings.

About all we reaped that summer was an exhausted leadership and a listless congregation for the next six months. Even our most dedicated members were peeking from behind their curtains to make sure no one was coming to recruit them for a new project.

Our mistake? No strategy. Not wanting to quench the Spirit, we refused to “limit our vision.” We thought our vision was broad, but it was only nonspecific, and as a result, essentially useless.

What is the relationship between faith and practicality? With lofty vision and diverse gifts but modest numbers and means, what’s a church to do? Limit vision? Definitely not. But our vision can’t be blurry either.

Focusing vision isn’t an easy process, but our missteps as well as our successes have helped us discover some principles of sharpening the vision of our immediate ministry.

Reckon with Resources, Human and Divine

Faith and practicality are not opposites but partners. Faith is realism that takes God into the reckoning. Proverbs 18:13 is emphatic: “What a shame-yes, how stupid!-to decide before knowing the facts!” Jesus, too, told his disciples to count the cost and cited the foolishness of a king going to battle without assessing the relative strength of the two armies (Luke 14:28-31).

Faith doesn’t send us charging into every possible ministry, recklessly squandering financial and human resources, any more than it sends us through stores merrily filling our shopping bags, expecting God to pay the bill. That’s presumption, not faith.

No, faith brings us to our knees every time we face an opportunity, offering ourselves unreservedly to God and asking him to show us whether, if we put our hands to the plow, we’ll be able to see the commitment through.

There’s a limit to the number of unreserved commitments we can honor. How far will our resources stretch? Shortage of resources doesn’t close the door on new ministry, but it means we weigh the personal demands and costs.

Several members of our church have been interested in developing a facility for troubled teenagers. An ideal camp location became available, but the sale price was nearly $500,000. Many times we prowled the grounds, prayed, and-yes-plotted how we could get the money. Every potential donor was given a tour and a not-too-subtle nudge, but no one bit. Though the vision still has lots of appeal, we can’t make it a ministry priority. We haven’t abandoned the vision, but until a way to implement it emerges, we won’t pursue it either.

On the other hand, sometimes we stretch, painfully, to achieve a vision.

Five of our approximately thirty families live in the small, backroads community of Bridgewater Center, fifteen miles west. Most families have been there for generations and don’t feel comfortable mixing with the more sophisticated Woodstock population. Some of our people have wanted to reopen Bridgewater Center’s one-room white frame church that has stood unused the last twenty years. They prayed faithfully for years, but the $20,000 price tag, the absence of parking, and no septic or water hookup foiled their desire. We never, however, throw away a vision simply because resources aren’t available.

Recently the owner offered to sell us the building for half the price, and in rapid succession, we received offers from owners of adjacent property to use their land for parking and hook into their septic and water system.

The only remaining issue was whether our small congregation could afford to lose those five families to invest in a new work. The overwhelming response, however, was “If God has opened the door, we can’t afford not to!” It cost us, but God has multiplied their ministry and ours.

When to say yes? When to say no? We have two criteria:

1. Do our people “own” the vision? If it originated with only one or a few, are others beginning to see it as a priority need?

2. Do we have the resources? If funds and personnel aren’t immediately available, can we at least see the possibility of them in the near future?

If God has given us the vision and the ability to anticipate the resources, ours is an automatic yes. If either of these conditions is uncertain, we are learning to say “Not yet.”

Provide Clear, Consistent Leadership

The Roman bugler issued the call to attack. He also signaled troops to retreat-or go to bed. Small wonder, then, that Paul observed, “If the bugle produces an indistinct sound, who will prepare himself for battle?” Few of us would eagerly charge into battle if the signal were possibly intended to send us to our bunks instead!

Likewise, when church leaders come before the people with an authoritative “Thus saith the Lord,” it has tremendous rallying power, but it must be handled with the same caution as a loaded gun. If you shoot and miss, you may find most people gun-shy thereafter.

One of our favorite quips (an original, by the way) is “My credibility is a lot better than most people give me credit for!” A pastor may be sure of the Spirit’s leading, but if the people have been misled before, they won’t be likely to believe it this time.

We made this mistake when trying to decide whether to expand our meeting facility. We blew the bugle too soon! The first proposal seemed ideal-a nice, spanking-new, well-designed building on an eight-acre lot. We excitedly tooted the possibilities before considering what the $400,000 price tag would do to our ministry funds. The next possibility had some strong points, too, which we outlined with enthusiasm, but as problems surfaced, that idea also hit the scrap heap.

By the time we crystallized a sound proposal, people were slow to move. We’d changed directions too often and too fast. We shared our visions before defining and refining them first.

It took months of patiently submitting and resubmitting the final plan before people’s skittishness wore off and they began believing this proposal would really go.

Enter Open Doors; Knock on Closed

Long before our church was established six years ago, leaders from local organizations were involved at the community correctional center as their public service. Over the years they dropped out, and our church filled in with prisoner support programs centering around a weekly Bible study.

As inmates were able to obtain passes, we’d also shuttle them back and forth to church events and occasional meals in members’ homes. Word spread that our elders and deacons were “on call” for personal counseling, and some were allowed to visit in the cell blocks.

For prisoners who were allowed to work outside, we offered day labor. Those on furlough were helped to find and furnish living quarters, get jobs, and reestablish themselves in the community.

At one point we were given the use of a three-story house near our church that was equipped with both family- and dormitory-style quarters. We immediately opened it to a prisoner on furlough with his wife and two children.

We also began praying and politicking toward having it donated to us for possible crisis ministries: emergency housing, a foster care group home, a counseling ministry, a twenty-four-hour crisis hotline center. Big dreams, big vision!

The house, however, was recently awarded to another nonprofit group. Our crisis ministry has been scaled down, but we continue to do what we can. We helped the resident family relocate. Our weekly Bible study at the jail has expanded to include a Christian film series and singing by some of our talented young musicians. Some members open their homes for short-term housing needs; one member administers a clothing and food closet from her apartment; another assists welfare families through the red tape; one family is anticipating the arrival of three to six Cambodian teenagers as foster children, and other members will serve as support families.

We haven’t given up on the broad vision, but for now we’re investing our energy in meeting needs as best we can with present resources. We’ll patiently wait for more comprehensive ministries to crystallize as the people and finances to maintain them are called forth.

Aim for the Attainable

There’s a difference between the possible and the probable. It’s always nice to think of the possibilities, but when actually making plans, aiming for the probabilities is more helpful. Unrealistic expectations often simply set us up for disappointment and frustration.

Last year we tried to help a young couple with mission board support start a ministry to skiers at the Killington resort, twenty miles away. We located a site for a coffee house and discussed strategy. From time to time, people from our church would join them on the slopes and help at the coffee house with music, food, or just conversation.

But we struggled with a sense of frustration, largely because we hadn’t pinpointed what we wanted to accomplish during that first year. Our vision was so broad (“Reach Killington for the Lord!”) that our small steps seemed insignificant. Our sense of failure slowed us down even more.

Establishing a “night spot” as a drawing card floundered because it was too hasty, too low-budget, too unprofessional to compete with the ski lodges and bars. Being newcomers and nonresidents (high resort rents forced them to live elsewhere), the mission couple couldn’t build much identification with the employees on the mountain. Their occasional witnessing opportunities barely scratched the surface of our expectations.

We’ve reassessed our goals. We’re trying to redistribute the funds to enable the couple to live in the vicinity, and our focus will be on home Bible fellowships for the transient workers. Other limited programs will attempt to reach more widely, but we’ve recognized our limits, narrowed our focus, defined our priorities, and geared our expectations accordingly. With measurable goals that are attainable, we’re more likely to experience the joy and impetus of success.

Trying to catapult onto a rooftop isn’t usually the best strategy. Positioning a ladder that can be climbed rung by rung has a much better chance of getting the job done.

Have the Courage to Live with Unrealized Goals

Newsweek describes runner Mary Decker as “a pretty young woman traveling at unsafe speeds in a conveyance that can’t be trusted.” Because of her history of injuries, her coach insists she run in her workouts with slower runners to prevent her from overextending. She has a vision of Olympic gold and will run with complete abandon when the time comes, but in the meantime, she runs hard but not expending all her resources.

Sometimes churches need to pace themselves. No one can sprint all the way.

For quite some time, our church has sensed a need for a weekday child-care ministry. Our building, however, would need extensive renovation. Thus the study committee recommended we begin on a limited scale, providing care for up to thirty preschoolers and infants, five days a week, 8 A.M. to 5 P.M.

One committee member was thoroughly upset with this decision.

“Are we, or are we not committed to meeting the child-care needs of this community?” he challenged. “We should provide around-the-clock care seven days a week if we really want to minister.”

Others felt we should start a Christian school instead.

Despite the lofty vision, doing too much would almost certainly bring overextension, disillusionment, and collapse. Even when the vision is one we’re committed to, inducing premature labor would probably give birth to a project without sufficient strength to survive. So we’re negotiating with the various groups to establish a consensus on the long-range vision and a reasonable starting place. Then when the foundation is set, we can phase in other educational ministries.

Yes, without a vision, the people “perish,” a word that can also be translated “run wild” or “get out of hand.” Unless that vision is defined so people can see not only where to go but how to get there, they’ll still be “running wild.”

Our focus must be sharp, our goals achievable. We must set priorities, determine the best use of resources, and at times pace ourselves.

Finally, we must never be content with what we’re undertaking. Vision won’t allow us to be satisfied that we’re doing all we can. Recognize limitations, yes, but by stretching and straining we can always enlarge our boundaries. Have the courage to hold on to dreams you can’t possibly attain-yet.

That holy discontent is a price we must pay for the privilege of sharing the Savior’s vision of a world won back into the Father’s care.

David and Becky Waugh serve Woodstock Baptist Fellowship, West Woodstock, Vermont.

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

MINISTRY-RELATED STRESS

Most local-church leaders experience some stress in their ministries. The more clearly the source of that stress can be identified, the better the chance it can be handled appropriately. This tool (adapted from a stress survey developed by John Adams and used by Roy Oswald of the Alban Institute) is designed to help you measure the amount of stress you face and identify its source.

Stress rating scale

Many day-to-day working conditions are stressful. Rate each item below by circling the number to indicate whether it is never true for you; infrequently true, sometimes true, often true, or always true.

(1) Never (2) Infrequently (3) Sometimes (4) Often (5) Always

1 2 3 4 5 1. The congregation and I disagree on my role as pastor.

1 2 3 4 5 2. The governing board is unclear about what my job priorities ought to be.

1 2 3 4 5 3. The core of the congregation does not support me.

1 2 3 4 5 4. A group of people in the congregation wish I would move elsewhere.

1 2 3 4 5 5. I lack confidence in our parish decision-making process.

1 2 3 4 5 6. I must attend a meeting to get a job done.

1 2 3 4 5 7. I get feedback only when my performance is unsatisfactory.

1 2 3 4 5 8. The work I do doesn’t parallel my job description.

1 2 3 4 5 9. I feel overqualified for the work I actually do.

1 2 3 4 5 10. Our church plant is in such bad shape we need to deal with maintenance problems.

1 2 3 4 5 11. I am fighting fires rather than working according to a plan.

1 2 3 4 5 12. I have too much to do and too little time to do it.

1 2 3 4 5 13. Decisions or changes that affect me are made without my knowledge or involvement.

1 2 3 4 5 14. My governing board expects me to interrupt my work for a new priority.

1 2 3 4 5 15. I feel underqualified for the work I do.

1 2 3 4 5 16. The parish has trouble meeting its financial obligations.

1 2 3 4 5 17. The morale of the congregation is low.

1 2 3 4 5 18. I do not have enough work to do.

1 2 3 4 5 19. Opposing factions in the congregation each expect my loyalty and support.

1 2 3 4 5 20. I don’t have the opportunity to use my knowledge and skills in this job.

1 2 3 4 5 21. I have unsettled conflicts with members of the parish staff.

1 2 3 4 5 22. There is a socioeconomic/cultural gap between my congregation and its immediate neighborhood.

1 2 3 4 5 23. I am stuck with the responsibility when a volunteer does not follow through on a task.

1 2 3 4 5 24. It is difficult for me to have one day per week for just myself and my family.

1 2 3 4 5 25. My parishioners do not understand the demands of my job.

1 2 3 4 5 26. It is difficult for me to gain a clear definition of my role from my parish.

1 2 3 4 5 27. My job requires me to hire/fire/supervise personnel.

1 2 3 4 5 28. I appear unable to obtain a call to another parish.

1 2 3 4 5 29. No matter how much I do, I always wish I could do more.

1 2 3 4 5 30. I never have enough time for such things as preaching, studying, and praying.

1 2 3 4 5 31. The congregation has role expectations for my spouse.

1 2 3 4 5 32. I am blamed for the lack of attendance at Sunday worship.

1 2 3 4 5 33. I feel I can’t be myself and still be the Christian model my congregation expects.

1 2 3 4 5 34. I am blamed for the parish’s inability to meet its budget.

1 2 3 4 5 35. There is no end to the work I have to do.

1 2 3 4 5 36. When I arrive at work in the morning, I don’t have a clear picture of where to begin.

Scoring

Add the total numbers together and use the following scale as a rough measure of the level of stress you now face in your job:

36-70 minimum work stress

71-110 medium work stress

111-140 high work stress

over 140 extreme work stress (seek support of some kind)

In general, stress in ministry can be traced to the following sources:

Congregational expectations. Being expected to call on inactive members, call on sick and shut-ins, attend all committee meetings, visit parishioners in their homes, and have a rich and meaningful family life all at once can create a great deal of stress, especially if you feel your ministry gifts don’t include one or more of those tasks.

Unclear job descriptions. An unclear picture of the role of parish pastor tends to make us work harder, hoping the extra effort will cover all the bases.

Lack of pastoral care; loneliness. Except for fellow clergy, few persons understand the demands of ministry. Hence, the feeling of loneliness and isolation in the midst of meaningful work.

Economic uncertainty. Much of your economic future in the ministry depends upon your relationship with a particular parish.

Hazards of the helping professions. Burnout appears in the helping professions more profoundly than other professions.

Time demands. Clergy are on emergency call twenty-four hours a day, seven days a week. Generally, 20 percent of their time is taken up with emergency or unexpected issues. Schedules suffer when crises continually throw you off balance.

In order to determine which of the above areas are the root of most of your ministry stress, rescore your test according to the following scheme:

___ Add the total of questions 1, 7, 13, 19, 25 and 31 for your congregational expectations stress score.

___ Add the total of questions 2, 8, 14, 20, 26 and 32 for your unclear job descriptions stress score.

___ Add the total of questions 3, 9, 15, 21, 27 and 33 for your loneliness stress score.

___ Add the total of questions 4, 10, 16, 22, 28 and 34 for your economic uncertainty stress score.

___ Add the total of questions 5, 11, 17, 23, 29 and 35 for your helping profession stress score.

___ Add the total of questions 6, 12, 18, 24, 30 and 36 for your time demands stress score.

The area where you score highest is the natural place to begin working to reduce stress. Draw on personal resources, family and friends, or professionals for help in managing the pressures.

Individual reflection

1. The stress of my work is:

___ a. too low.

___ b. manageable.

___ c. manageable but taking its toll on my body, emotional life, and relationships.

___ d. higher than desirable. I need either to reduce the stress or find other work.

___ e. much too high. I need to take radical action to get myself moved, to get help, or reduce the causes of stress.

2. The following people could help me explore these issues: ________________________________

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

Pastors

Rekindling Vision in an Established Church.

The prophet Joel said old men would dream dreams. What about old congregations?

The warmth of the autumn sun through the bedroom window aided my mellow reflection. Sunday afternoon naps were a luxury of this interval in my life. I had resigned a productive but stressful pastorate ten months before to slow down, do some thinking, and await further direction.

The phone rang. I reached across the bed to answer it.

Eric Pearson introduced himself as an elder of Philadelphia Church in Chicago, two thousand miles away, and then inquired whether I would be interested in candidating for the position of pastor.

I took a deep breath. “Before I answer that, Eric,” I replied, “I need to ask two questions. First, are you planning to stay in the inner city or move to the suburbs? Second, if you opt for staying, are you willing to make the necessary changes to reach the community for Christ?”

“I can answer both of those now if you like.”

“Actually, I’d prefer an official response from the church leadership,” I said. My insistence grew out of what I knew about this particular congregation. It had begun under the name Filadelfia F”rsamlingen in November, 1925, in a storefront building three blocks south of Wrigley Field. A haven for Swedish immigrants, it had named itself after the mother church in Stockholm. For the first fifteen years, almost all its services were in Swedish.

The church had grown steadily, made the transition to English, moved into a large building easily seating seven hundred-and filled every seat. But in more recent times, things had changed. An average Sunday morning was now less than 200. The neighborhood was still called “Andersonville,” but as you walked along Clark Street, the few remaining Swedish bakeries were widely separated by Korean, Thai, Mexican, Japanese, and Lebanese restaurants. Senn High School nearby was alleged to be the most diverse student body in the nation, averaging between forty-nine and fifty-two nationalities attending. Many of the church’s third-generation Swedes now lived in Evanston, Skokie, or Niles, leaving behind the second-generation stalwarts, some new residents from the area, and a few “colorful” urban types.

Was there a future to match the notable past of this congregation?

Eric Pearson called back a few days later to convey the leadership’s response: “We want to stay in the city, and we are willing to make the necessary changes.”

The only remaining question was whether I had enough of what God needed to lead this fifty-six-year-old church into the 1980s.

Learning the Hard Way

If so, the lessons of the previous six years would have to be maximized. Our church in the small village of Hammond, Oregon, had grown from 150 to more than 600 during that time, with Easter crowds of up to 1,200-but not without periodic upheavals. I remember the quarterly business meeting where I suggested that qualifications for membership be clearly stated in the constitution, not simply left to verbal tradition. The atmosphere soon became electric. Verbiage flew back and forth across the room like a meeting of the Teamsters union. Maybe this church needs a different pastor, I mused, someone who doesn’t care about the future. It became the kind of night that knots your stomach and makes you promise you’ll never try to initiate another change as long as you live. The establishment reactions were the usual:

“I like it the way it is.”

“I don’t think it’s necessary.”

“I heard about a church that did something like this, and it was a disaster.”

And then, of course, the old standby: “We’ve never done it that way before.”

In spite of resistance, we made progress. I had begun as the only paid staff person, and we gradually grew to five full-time pastors. But the repeated struggles over ingredients of the vision-going to two Sunday morning services, for example, or dividing the midweek service into home meetings, or enlarging the staff-drained me and often damaged individuals in the congregation. Pepto Bismol was a frequent solace. Eventually I grew tired enough to resign the church, take a job teaching public school, and try to analyze the successes and failures of my leadership style.

Any kind of growth in any kind of church, I saw, would require constant change. I began seeking for “natural birthing” procedures that would allow future changes to be more positive, less painful. What wisdom could I take with me to the next pastorate?

The call to Chicago was the test of whether I had learned anything. I would be only the second non-Scandinavian pastor in the church’s long history. But they said they were ready for a new vision. How would it go?

My family and I have just begun our third year of ministry here. The church has grown steadily since our arrival, and the congregation exhibits a multiplicity that matches the neighborhood. There’s an air of excitement and expectancy. The fact that transitions have been smooth can be largely attributed, at least from where I sit, to the following:

The Lesson of the Printing Press

Back in Oregon, I had come to the deacon board one night with an irresistible bargain. “A single-lever, self-washing offset press in good condition for only $500-we’d be crazy to pass it up.” I cajoled until finally I convinced them we couldn’t live without this soul-saving boon to literature evangelism, and they would be wise men to authorize the purchase.

It never occurred to me that to utilize an offset press, one should first secure an operator. Five years later, the press still stood unused in the attic, a silent reminder that church leaders must promote qualified people with a vision, not just good ideas or programs. A bus without a driver, an audiovisual library without a librarian, an organ without an organist is worthless. My best idea, plan, or solution is void of life until shouldered by a person with a genuine vision of how God could use it to further his kingdom.

When we support the person with a burden, we reflect the current concern of the congregation, not the burden of someone who died ten years before. If the burden dies, we should let the program die a quiet death as well. Otherwise, some well-meaning member of the church (or the pastor!) will be exhausted trying to maintain something for which he or she has no heart. This not only wastes valuable resource people but prevents them from enthusiastically entering an area of ministry for which they are perfectly suited.

I didn’t necessarily want a preschool in the Oregon church, but Jan Rea did. She and her husband visited our service while they were camping at Fort Stevens State Park nearby. I remember shaking hands at the door, and Jan asking if we had ever thought about having a preschool. I said we would if we had a person with a heart and vision for such a ministry. The next Sunday as they were leaving, she brought up the subject again, only a bit more fervently. I gave the same answer, and they left to return to their home in Arizona.

I was surprised to see them again late that summer. I asked how they were able to take another vacation so soon.

“Oh, we’re not on vacation,” Jan replied. “We’ve moved here so we can start a preschool; we just love the church.”

I outlined all the problems and resistance she might encounter, but she was undaunted. I had to admit she was capable. She had soon done all the research on community needs, licensing, building codes, and so forth. She made presentations to various civic groups, the church board, and committees. She and her husband even dug the post holes for the needed fence.

The truth is that for more than five years now, that church has had a successful preschool because it has had Jan Rea.

Meanwhile, it’s still waiting for a press operator. …

Axiom: In rekindling vision, support people, not programs.

The Lesson of the Chandelier

This lesson came not from pastoring but from my earlier days as a teacher. I had been hired as a “specialist” to bring order to a junior high class that had already gone through four teachers in three weeks.

As the principal led me into the room, I caught sight of one particular student amid the chaos. From his perch on the bookcase, he sprang upward, caught the light fixture, and trapezed out into the room, dropping to the floor.

“Students, this is your new teacher, Mr. Sawyer,” said the principal, and quickly retreated.

Where should I begin? So many things needed changing instantly, but some were of higher priority than others. It simply would not do for me to call out, “Hey! You on the chandelier, spit out your gum!” I had to prioritize the needed changes, starting with the most obvious or intolerable, and work down the list. Gum chewing would be somewhere near the bottom. The new pastor of an established church quickly sees many changes that must occur if the church is to regain its vibrancy. But everything can’t be overhauled at once. If we take time to think through the problems and prioritize them, we will make far more headway.

A friend of mine came to a church whose building was in poor condition. Paint was peeling inside and out. The carpeting was so worn that it was actually a hazard to women wearing dress shoes. Noisy folding chairs were used instead of pews.

The wise newcomer knew he couldn’t change everything. He elected to try to inspire one very visual change, in the hope that everything else would look so shabby by comparison that people would then clamor for a transformation. He asked the church board for permission to form a committee to investigate the possible need for new carpeting.

The selected committee agreed that such a need existed. A new committee began studying how much of the building to recarpet. A different committee decided quality and cost. The final committee, based on the recommendations of the others, selected the color. By this time, nearly everyone in the church had taken part in the Great Carpet Project.

Soon after its installation, people began to paint, scrub, redecorate, and repair. They even purchased pews. An air of excitement and change blew like a fresh breeze through every area of church life.

Axiom: For effective change, prioritize carefully.

The Lesson of the Lighted Cross

When I was only twelve years old, my pastor came to me with a serious statement: “Dennis, I have a problem, and I think you’re the only person who can help.” I was dumbstruck. Here I had been coming to Brookside Baptist Church in Oakland, California, just a few months and was the only church attender in my family. What could Reverend Appleberry possibly need me for?

With deep lines of concern in his face, he convinced me that no one else in the church could possibly be entrusted with the task of watching from the back pew for his secret signal, then creeping silently out the sanctuary doors, down through the basement, back up the baptistry steps, and turning on the switch to illuminate the cross while the Sunday evening congregation sang its customary benediction, “Jesus, Keep Me Near the Cross.”

I didn’t even know people went to church at night. Nevertheless, I accepted the job, and for nearly five years I assumed my assigned seat on the last pew, awaiting my secret signal. Of course, I was also soon drafted into the youth choir, helped in the Sunday school, attended youth meetings, and grew spiritually. The church became my ballast as I navigated the stormy teenage years.

Wise old Pastor Appleberry knew that everyone needs to feel important.

Here in Chicago, there’s a faithful member named Sigrid Peterson. We know she’s somewhere in her eighties; she doesn’t tell her exact age. She sang in the choir until just a few years ago, when it became difficult for her to stand for long periods of time. But she needed to be needed. That was when I began hunting for a genuine need (not a make-work job) she could handle. Sigrid now has a mail receptacle in the church with her name on it. All intrachurch correspondence goes to her for delivery before and after the Sunday services. She has an important task-important to us, and most of all, important to her. She is part of the new vision at Philadelphia Church.

Axiom: Everyone needs to be needed.

The Lesson of the Keys

Several years ago in Hammond, a young man named Danny volunteered to take care of the church lawn. I gave him a set of keys to the building and storage areas and told him his offer was greatly appreciated. He began doing an excellent job.

Then one day, I found him digging up the front lawn.

“Say, Danny, ahh, what’s going on?”

“Oh-I was hoping you wouldn’t see this till I’d finished. I wanted it to be a surprise.”

“Yes, well, it’s still quite a surprise. What are you doing?”

“I got this great idea,” he explained. “Wouldn’t it look great if we had a large cross of flowers growing here, surrounded with white rocks and log ends? I’ve already bought the rocks and flowers. Don’t worry-I used my own money, so nobody could complain.”

I began listing in my mind all the people who, along with me, would not be excited about Danny’s landscaping. But wait a minute-it was Danny’s responsibility to see that the area was well groomed, and he was volunteering the time and energy.

It was at that moment that I created a homespun piece of church algebra: Responsibility + Time + Energy = Privilege.

That served me well when George approached me one day and stated he didn’t like the location of the Sunday school picnic. I asked him if he’d like to be the picnic chairman the next year. No, he wasn’t really interested in that.

“Well,” I responded, “generally it’s my feeling that the person willing to shoulder the responsibility should have the privilege of making most of the key decisions.”

Yes, there must be guidelines and limits, but in general, this approach turns on a congregation. People in Hammond began saying “my church” instead of “the church.” There was a marked increase in volunteering, and that’s when we began handing out keys by the dozen. Laverne needed one so she could arrange the altar flowers on late Saturday afternoons. Francis needed a key to have her bread and coffee warm before Sunday school. Delbert needed a key because he wanted to relieve the custodian from “doing windows.” Eighty percent of the new activity was valuable body ministry; 10 percent was all right but nothing special; the remaining 10 percent caused close monitoring, correction, and sometimes cancellation. But it was worth it.

The giving of keys not only enhances feelings of ownership and commitment, but it also dilutes the established pockets of power in a church. In my present church, we probably have more than forty keys outstanding-which is crazy, given our inner-city location. But people are changing, learning how to work together, exercising patience and forbearing one another in love.

Axiom: Responsibility + Time + Energy = Privilege.

The Lesson of the Platform

If the vision is valid, if the cause is just, it will often demand a hearing on its own. The best idea in the world, if presented prematurely, takes a great deal more effort to bring to fruition. But when people discover a need themselves, they feel a greater sense of responsibility to rectify the situation.

When Wes Niles became the Oregon church’s first minister of music, he did an excellent job of building up the ministry. Several times he said to me, “Pastor, we can no longer fit the choir, orchestra, piano, organ, and pulpit on the platform and still have room for you and me to function. You’ve got to get the deacons to remodel the platform.”

Finally I said, “Wes, as soon as you can, try to use both the choir and the orchestra together on a Sunday morning.”

“They’ll never fit, Pastor-that’s what I’ve been trying to tell you. I haven’t used them together for months.”

“I know,” I said. “But just squeeze them together anyway.”

He gave me an exasperated look. “You’re going to have people and music stands falling all over the place. There won’t be any room for you at all!”

“I know-but go ahead anyway. I’ll sit on the first pew instead.”

Wes followed my suggestion, and I must admit things were pretty chaotic. But before the week was out, several deacons stopped by with rough sketches of how the platform might be expanded to accommodate the growing needs of the music department.

On the other hand, I pushed that church into adopting a much needed new constitution. It took months of heated discussion. People just didn’t see how the old system of checks and balances were too cumbersome for a growing church. The new constitution, when finally approved, streamlined the decision-making process, but the cost was high.

Here in Chicago, the same changes are needed. I wrote a new constitution more than a year ago, gave it to the elders and now I am waiting. We still function under the old document. Whenever I can, I point out how much easier a procedure would be the new way. Lately, the elders have been pushing me to get the new constitution approved and operational. The impetus is not the fact that the pastor wants it but rather that growth is demanding it.

The key to getting a nursery remodeled is to outgrow it. If your nursery is already overcrowded and the decision makers don’t seem to care, make sure they (or their wives) have the opportunity to serve a few nursery duties. Additional people create the need for enlarged vision by their very presence. Thus, evangelism is not only the result of a church’s vision; it can also be the goad. As you bring in the unchurched from your community, their mere presence casts many things in a new light.

Axiom: Battling for change is less productive than letting the need become obvious.

None of the above is meant to demean the power of direct proclamation as an instrument for change. I believe in openly sharing my vision for the church and community. I work it into sermons, prayers, fellowship times, and casual conversations. As James reminds us in writing about the tongue, “A tiny rudder makes a huge ship turn wherever the pilot wants it to go, even though the winds are strong” (3:4 TLB).

Some may think this is manipulation, but it is not-it’s leadership. The difference between manipulation and leadership is motive. Yes, if I want a big church, if I want a large Sunday school, if I want convert totals to notch into the spine of my leather Bible, it is manipulation. But if my motive is solely that the Lamb receive the reward of his suffering, that is leadership.

The first-grade teacher does not complain that the children do not know how to read. He teaches and inspires. He builds their self-esteem and helps them see their potential. By his words, he opens up a whole new world. “Death and life are in the power of the tongue” (Prov. 18:21 KJV).

So we teach that everyone has a place in the body of Christ. We teach that everyone has been gifted in some way for the benefit of the whole church. We teach that everyone is important to God. We also teach that Christians often work themselves out of a current job in order to move on to something more. We train our replacements, thus seeding greater growth in the future.

Rekindling vision in an established church is not just a matter of following a recipe. It is a developing of relationships between the people and God, between the pastor and people, between one Christian and another, and between the church and the waiting world-to be the force God envisions to do his work.

Dennis Sawyer is pastor of Philadelphia Church, Chicago, Illinois.

Copyright © 1984 by the author or Christianity Today/Leadership Journal. Click here for reprint information on Leadership Journal.

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