PRINCIPLE 35 |
We become concerned when we see certain changes that could be made to improve the local church's ministry. However, we have several questions:
We need to examine the first question closely since it is basic to the others.
What is the proper attitude toward change within Christianity? Some folks never want to change anything; others want to change everything. Of course, neither of these extremes is valid. But we can answer this question if we focus on different aspects of Christianity, because some aspects of Christianity should not change, while others should. We will examine five aspects: (1) our Lord, (2) the Word of God, (3) basic ministry principles, (4) patterns and methods of ministry, and (5) people.
| (1) The Lord (no change here) |
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(2) His message, the Word of God (no change here) |
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(3) Basic ministry principles (no change here) |
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(4) Particular patterns and methods of ministry in a given culture at a given time (change is possible here and often beneficial) |
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(5) Saved and growing individuals (change is essential here) |
The Lord does not change. He remains constant throughout eternity (James 1:17; Malachi 3:6; Hebrews 1:12; 13:8)
The Word of God does not change. Biblical truth cannot be altered; the message of the Bible is the same for all time (1 Peter 1:25; Matthew 24:35; Psalm 119:89, 160; Isaiah 40:8; Galatians 1:6-9).
The basic scriptural principles for Christian ministry do not change. They are principles which are clearly spelled out in Scripture and have universal application. They are to be in operation from church to church, from culture to culture, and from decade to decade.
These three changeless aspects of Christianity, the Lord, Scripture, and the basic ministry principles are explicitly taught in Scripture. An attempt to change these aspects is an attempt to abolish true Christianity. However, just the opposite is the case with the remaining two aspects of Christianity. It will be helpful if we look at the fifth aspect (people) before we look at the fourth (patterns and methods).
Change in people is at the heart of Christianity. Even though the Lord does not change, he desires that people change. Even though the message does not change, it is a life changing message. Even though the basic ministry principles do not change, they exist for the purpose of effecting change in individuals. In fact, the goal of Christian work demands change: both the sudden positional change of salvation (2 Corinthians 5:17), and the gradual, practical change of growth toward Christlikeness (2 Corinthians 3:18). These changes are always beneficial.
But what about patterns and methods? Whereas basic ministry principles are clearly stated in the Bible, current patterns and methods are not. They are human implementations of the basic ministry principles. Hopefully, but not necessarily, they are also Spirit-led implementations. Since these current patterns and methods are human implementations, they are subject to critical examination and improvement.
Notice that a change in current patterns or methods of ministry does not change the message or the basic ministry principles. For example, particular areas of church and Sunday school organization can change; particular aspects of the church's schedule and location of meetings can change; meeting format can change; financial systems can change; equipment and teaching aids can change but none of these changes necessarily alters the message or the basic ministry principles. In fact, we often notice a wide variation in such patterns and methods from one church to another, from one culture to another, and from one decade to another. Such change can be beneficial.
We can devise two tests to determine when change is needed by comparing aspects 3, 4, and 5 from the above chart. The primary test compares 4 (patterns and methods) with 3 (basic ministry principles). The secondary test compares 4 (patterns and methods) with 5 (change and growth in individuals). These two tests, described below, can help you determine whether your church is currently using the best patterns and methods.
The primary test is to find out whether or not the current patterns and methods are allowing and encouraging the basic ministry principles to operate. Consider an example. A basic ministry principle is: Christians should gather for instruction and mutual edification (see chapter 27).
Now let's suppose that in our church there are no meetings which are structured so that the format allows and encourages mutual edification. Instead of having meetings in which believers typically speak up and share things that will edify each other, believers are merely encouraged to come and listen. In that case, a change in the current pattern would be beneficial as long as the change brings the current pattern more in line with the basic ministry principle. The key consideration is this: Do the church's current ministry patterns and methods help carry out the basic scriptural principles of ministry, or do they hinder them?
The secondary test is to look at the results. If individuals are not becoming saved and are not growing in the Lord, then we may need to change our methods and patterns of ministry. The fault may lie elsewhere. There may be an inaccurate or incomplete presentation of the message. Or, the individuals themselves may be willfully unresponsive. But we need to beware of quickly jumping to this last conclusion. It may be more likely that our own patterns and methods are faulty and thus the message and impact never really get through to them so that they can respond.
Making change is often very difficult because change is typically contrary to human nature. In fact, how do we feel when someone else tries to change us or the way we do things? Usually, when this happens, our first reaction is not to welcome the suggestions. Such changes are even more difficult when old habit patterns are firmly established. Change, rather than being instantaneous and easy, is a difficult process.
Look at this situation from the point of view of the few people who see the need for change and want to be change agents. The question is this: How can we, from within the current situation, stimulate change and at the same time make change easy for (or better, desired by) our Christian brothers?
1. Remember that we are servants of the Lord and of the people as they are. We shouldn't love them any less just because they presently prefer to do things differently than we would like.
2. Through an extended educational process we must guide the people to an understanding of the basic scriptural principles of ministry, especially principles concerning their role as Christians who participate in (rather than merely attend) the meetings of the body of Christ. Believers will respond positively if they see that any patterns or methods we suggest are squarely based on principles from God's Word. This may well require a long educational process within the old patterns before any actual changes are attempted. The pastor's messages and adult Sunday school classes are primary channels for accomplishing this.
3. We must be patient and gentle and willing to adapt to their pattern for now. We may feel frustrated when the people evaluate us and our ideas from within their present framework. We may feel that we have to cramp ourselves in order to fit into their mold, but we must do so until we are able to educate them to see things from our (biblical) point of view. Love is patient and gentle (1 Corinthians 13:4; 2 Timothy 2:24).
4. We must be convinced in our own minds that our conception of the goal and of the pattern is biblically sound. For example, do we have a goal of interpersonal interaction in small groups merely because that is the fad in some clinical circles, or is such interaction also a scriptural principle?
5. We must help people see the difference between the message, the basic ministry principles, the biblical goals for individuals, and current patterns and methods. Many people will find it difficult to accept the idea that patterns and methods can change while the message, goals, and basic ministry principles remain constant. We must help them understand that maintaining a particular style of organization is not vitally important. On the other hand, maintaining the biblical goals for which the organization was originally brought into being is important. It may be well for us to remind folks that we are always guarding and maintaining the same basic truths that they hold dear. The only thing that we are suggesting they change is the style of organization, a current pattern, or a particular method. Also, we must try to make it clear that the reason we want to make such a change is to make the basics all the more effective in people's lives. We are not changing just for the sake of change, because change is never an end in itself.
6. We must train people in goal oriented thinking, teaching them to ask frequently, "What is the purpose of this?"
7. Many people will see the value of the goal, but since they cannot quickly figure out a promising means of reaching that goal, they may easily discard the goal. We must remind them that if the goal is biblically sound, the Holy Spirit will, in time, lead them to find an appropriate means of reaching the goal.
8. The single most crucial factor that determines the extent to which people will change is their motivation to change. They must want to change. But in order to want to make a particular change, they must become aware of the need for it. By clearly seeing both the scriptural principles and the current lack or weakness, they will see the need and, in turn, be motivated. Thus, two processes are necessary for motivation: first, a long educational process so that people can clearly visualize what should be. Second, a patient examination of what is, evaluated in light of what should be.
9. We must keep in mind that change is much more probably when a person tells himself to change than when someone else tells him to change. Therefore, we must lead him through a process of self-evaluation. Many self-evaluation guides are available, or we can devise one ourselves. Such a guide should be used only after the people can understand and appreciate the material in it. Their evaluations of themselves and their current practices will be accurate and valuable only if they are as objective as possible. We must remember that people are more likely to be objective about themselves when (1) we are gentle and non threatening with them, (2) we are objective about ourselves and are "human" in their eyes, admitting our own weaknesses and failures, and (3) we guide them through a long educational process which serves as a basis for their own self-evaluation.
10. We must work with the pastors. They are the key to change in the local church. Likewise, if we would like to see a change in the Sunday school, we must work with the Sunday school superintendent and the existing structure, staying within the channels.
11. We must realize that whenever a church pattern or method is changed, people's attention will be drawn to the novelty of the change. Therefore, they may be quick to say that the new approach is not accomplishing anything simply because the newness of the approach has grabbed most of their attention. For example, suppose that a pastor wants to make a particular point in the middle of his sermon, so he asks several young people to pantomime a narrated scene. After the sermon, many folks, not being used to any such "shenanigans," would be able to remember what method was used. However, since they were distracted by the newness of the method, they may have missed the point of the narrated scene.
Typically, people will be quick to want to return to the old familiar ways of doing things and will feel that they are "getting more out of it," since their thoughts can now focus on the content being presented. Thus, we need to give people sufficient time to become accustomed to new methods and patterns. It may also help to warn them ahead of time that they will be distracted by the novelty of the new method, and that they should consciously focus their attention on the message.
12. We must be sure that we are analyzing the present situation accurately. Beware of superficial judgments (John 7:24). A balanced perspective is important. All things considered, many evangelical and fundamental churches are doing a great deal right! We should frequently remind ourselves of that.
13. We must beware of evaluations which are stated as generalizations. (Examples: "The evangelical church today is not doing the job." "This program is not accomplishing anything.") Be specific.
14. We must not tear down without also building up. We must keep our criticisms constructive, have our goals clearly in mind, and focus our thoughts and comments to others on the positive goals rather than on the negative aspects of the present situation.
15. We must beware of giving our evaluations before people are ready for them. People are always quick to defend themselves. As much as possible, we must avoid threatening them personally by our evaluation. If they think that we think they have failed, they may have a strong drive to prove (both to themselves and to us) that they have not, making the prospect for change very unlikely.
16. We must remember that the most significant area of change is within people, not programs or methods. It is all too easy to change the organization without changing the people.
17. We must remember that inner change cannot be forced. We should avoid too much change too soon. We should try to discover their pace, remembering that only a few will be eager for change. An idea once tried and rejected (because it was ill-timed) is unlikely to be tried again.
18. We must work long and hard to gain the people's acceptance, then their approval, then their support. We can easily have their acceptance without their approval, or their approval without their support. If we demonstrate a genuine, warm concern for the whole person, they will understand that we are "on their side." Who wants to support someone whom he suspects is not on his side?
19. We must strive for an objective understanding of the people's opinion of us and their view of our function in relation to them. How do the people really think of us and our role?
20. We must keep channels of communication open, being sensitive to others' feelings about change and about us. We must build plenty of feedback into the new program, actively seeking feedback rather than waiting for it to come spontaneously.
21. We must be open and honest. When we are defensive by covering up our real selves and are afraid to admit weaknesses or failures, others will respond with more of the same. Defensive people do not change. An individual may subconsciously feel "If I do it his way, I have to admit that I was wrong. And since I do not like to admit error, I will not change and do it his way."
22. We should interact personally with the stubborn person so that he won't be so quick to judge our motives falsely.
23. We must not seek a powerful office or position from which we can "decree" changes. Without the understanding and support of the people, such changes will be short-lived; or, if "enforced" over a longer period of time, such changes cause ill will between us and others.
24. We must provide concrete examples of how our ideas will "pan out." People will want to see it work before they try it. We should visit a church that has successfully adopted some of our ideas, or ask people from such churches to come and share and encourage our church members.
25. We shouldn't try to adopt complete patterns or programs from another church. What works in their church may flop in ours.
26. We should avoid trial and error (thinking that if people try it they will like it). If we have not guided them through an extended educational process, they will evaluate success or failure on the basis of their prior conceptions of the way things should be. They may still be looking merely for "numbers," smooth running meetings, or good sounding answers from students. If our new patterns do not provide these things, they will feel that our new patterns are a failure.
27. We must never argue about change. Arguments only solidify people in their old thinking patterns.
28. We must give all the people affected by a possible change a voice in discussing the reason for the change and the nature and direction of the change. We should take the time necessary to arrive at a consensus rather than being satisfied with a mere majority vote. Several options should be examined together and either-or choices (such as, "either we adopt my new idea or we make no change at all") should be avoided. We must remain flexible and open to others' ideas if we want them to do the same.
29. Often new labels (for groups or procedures) will help people think in new patterns. Using scriptural labels might help people remember that their new group or procedure is based on the Bible.
30. We must be realistic, making plans, not for ideal Christians, but for real-life, imperfect humans. Often an existing pattern of ministry, which deals with real, faltering humans, is compared with a proposed pattern in which ideal human participation is envisioned. Such comparisons are unfair, and such planning can be dangerous.
31. When people envision themselves in unfamiliar roles, they feel uncomfortable – afraid of the unknown. We should assure them of training and continued assistance in their new roles.
32. We must determine in each instance whether gradual change or abrupt change is best. Some situations call for very gradual, step-by-step change, in which the people are allowed to become accustomed to each new element before introducing the next new element. Other situations are best changed all at once; we shouldn't cut off a dog's tail a little at a time.
33. We must avoid forming in-groups of progressive-thinking-renewal-oriented people, which cause resentment and further resistance to change. Rather, we must identify ourselves with all the people and their basic goals. We must avoid the temptation to quickly withdraw and start new "improved" churches.
34. After we have accomplished all the desired changes (as if that were possible), we need to remain open and evaluate fairly the changes that the next generation will suggest. If that seems difficult, we can see how the average church member feels about us!
Underneath it all is a simple choice. In attempting to effect change we can decide to be either a bulldozer or an educator. We must keep in mind that it is not just the scenery that needs to be changed, but people. A person who has been pushed around does one of two things. Either he pushes back, or he gets out of the situation. Neither one of these reactions is desired. We don't want to create resistance, nor do we want people to leave the church. Thus, we must be careful to function, not as bulldozers, but as patient educators. We, with our people (like the Holy Spirit with us), must be gentle teachers encouraging inner change on the part of our beloved brothers in Christ.