Transcript In-Between Church

In-Between Church
Understanding Size-related Dynamics
Created by
Dr. Mark Adams
Superintendent, NCC
Four Basic Dynamics
PASTOR SIZE
CORPORATE SIZE
FAMILY SIZE
PROGRAM SIZE
Resources for Size Dynamics
 Alice Mann. The In-
between church. Alban.
1998.
 Beth Ann Gaede. Size
transitions in congregations. Alban. 2001.
 Kevin Martin. Myth of
the 200 barrier.
Abingdon, 2005.
 Alice Mann. Raising the
roof: Pastor to program
transition. Alban. 2001.
 Peter Steinke. Congregational leadership in
anxious times. Alban.
2006.
 Gary McIntosh. One size
doesn’t fit all. Revel. 1999.
Four Basic Dynamics
PASTOR SIZE
51-150
CORPORATE SIZE
350+
FAMILY SIZE
1-50
PROGRAM SIZE
151-350
Family Size Churches
 Relational Style
 One group consists of tightly knit extended families or “clans”
that center on matriarchs and patriarchs
 Leadership Structures
 Family matriarchs and patriarchs make decisions.
 Pastor (part-time/retired?) Functions as chaplain.
 Board conducts business and ministries in support of matriarchs
and patriarchs.
 Other staff – usually a musician – is part-time and performs a
limited but essential function.
Pastor Size Churches
 Relational Style
 One large group centers on the pastor, with some members in loosely knit
functional or friendship circles.
 Leadership Structures
 Pastor is the wheel hub, master coordinator, chief minister.
 Board members are short-term task-doers, micro-decision makers.
 Ministry coordinators are permanent task-doers who value close working
relationships with the pastor.
 Other staff – usually musician, secretary or children/youth minister – parttime, perform limited but essential functions.
Program Size Churches
 Relational Style
 Often 2 or more distinct worshiping congregations, 1/3 of all
members involved in small groups of 5-15 people centered around
skilled and empowered staff or lay leaders.
 Leadership Structures
 Program groups/teams/committees have their own empowered lay
leaders and plan and implement programs and activities.
 Board members are managers, policy-makers who oversee but do not
lead program groups/teams/committees.
 Pastor functions as the executive.
 Other staff (one or more ordained) include full and part time
assistants to pastor, program resources.
Corporate Size Church
 Relational Style
 More than two worshiping congregations include half of all members
coalescing by affinity into small “congregations” of 30+ people, and
small groups.
 Leadership Structures
 Pastor is a chief executive officer with mythic qualities.
 Staff (several ordained) include full time executives in charge of
program areas.
 Program groups/teams/committees with virtual autonomy operate
programs as almost independent organizations.
 Board functions as board of directors.
Four Basic Dynamics
PASTOR SIZE
CORPORATE SIZE
FAMILY SIZE
PROGRAM SIZE
Organism to Organization
PASTOR SIZE
CORPORATE SIZE
FAMILY SIZE
PROGRAM SIZE
Organism vs Organization
 Pastor – Family Size Organism
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



Homogenous
Revolve around central relationship
Identity inherent with the relationships
Vision feels like a given
Membership is a given
 Program – Corporate Size Organization
 Intentionally developed vision / identity
 Intentionally developed strategy to fulfill long-range goals
 Membership is a choice, chosen over identity
Group Centered to Pastor Centered
PASTOR SIZE
CORPORATE SIZE
FAMILY SIZE
PROGRAM SIZE
Group Centered vs Pastor-Centered
 Family size to Pastor Size
 Sense of tribe or whole.
 If group moves from 30 to 50, unbroken circle is threatened.
 Transition to a few overlapping groups.
 Central figure that unites the groups (usually pastor)
 Pastor’s role is central switchboard, communicator, initiator,
healer.
Pastor Centered to Group Centered
 As group grows past 150, attention turns back to group
 A single pastor cannot carry system in her head
 Relationships too complex for pastoral diplomacy or board




discussions
Programs developed under committed leaders (paid or volunteer)
Networks of collaboration organized around connective leadership
of small group key program leaders often led by pastor.
Pastor shifts attention from pastoral care and toward assembling,
leading and equipping team leaders.
Spiritual care is centered around the key leaders.
Group Centered to Pastor Centered
 Transitioning to corporate size (350+) returns to a greater
need for pastor-centered leadership.
 Committees and program chairs can no longer provide
unified vision or cohesive strategic planning.
 Group organized around a vision that is articulated by a highprofile leader.
 Preaching, presiding and heading staff are core functions.
Group Centered to Pastor Centered
organism
organization
Pastor
Centered
PASTOR SIZE
CORPORATE SIZE
Group
Centered
FAMILY SIZE
PROGRAM SIZE
Family to Pastor
 Loss of esteem by matriarchs/patriarchs.
PASTOR SIZE
FAMILY SIZE
CORPORATE
SIZE
PROGRAM SIZE
 How can they pass the mantle while keep pride in past
accomplishments?
 Clergy take resistance personally.
 How can maturity/understanding be developed?
 Reluctant to divide single-cell.
 How can the idea that not everyone will be at
everything be embraced?
 Develop financial realism.
 Can congregation afford to pay a pastor?
Pastor to Family
 Loss of esteem by congregation.
PASTOR SIZE
CORPORATE
SIZE
 Will be slow death or something new?
 Ministry development more homegrown.
 How can gifts be utilized in new approach?
FAMILY SIZE
PROGRAM SIZE
 Where is support or accountability?
 How can conference connections be helpful?
 Physical plant needs
 What is now appropriate space need (half-full
look critical to invitational growth)
Pastor to Program
 Choosing new clergy role
PASTOR SIZE
CORPORATE
SIZE
 Can people recognize dual expectations?
 Developing program heads.
 How are leaders chosen, equipped? Who facilitates
FAMILY SIZE
PROGRAM SIZE
gift identification and a rewarding experience for
volunteers?
 Communications.
 How do program heads stay connected? How are all
groups informed timely, accurately?
 Congregational participation.
 How do all members have a say, while remaining
accountable to central purpose?
Program to Pastor
 Shape expectations to central strengths.
PASTOR SIZE
CORPORATE
SIZE
 Assist with grieving, sense of loss.
 Pastoral role and status relinquished.
 Establish simpler pattern of pastoral care.
FAMILY SIZE
PROGRAM SIZE
 Manage simpler worship & education cycle.
 Can this be done without reinforcing sense of
decline?
 Ministry redeveloped toward more fluid teams
rather than committees.
 How will pastor shift to less formal mentoring
and delegation?
Program to Corporate
PASTOR SIZE
CORPORATE
SIZE
FAMILY SIZE
PROGRAM SIZE
 Improve depth and quality of programming.
 What is plan for new financing and skill
development?
 Senior pastor becomes more solitary role.
 How can spiritual disciplines and
accountability/encouragement continue? Who can
mentor the executive?
 Big-picture leader(s) steers strategic plan.
 How does this remain realistic and account for
systemic input?
 High-level pastoral care through small groups.
 How will group leaders be systematically identified,
trained and deployed?
Corporate to Program
PASTOR SIZE
CORPORATE
SIZE
FAMILY SIZE
PROGRAM SIZE
 Relinquish status gracefully.
 Be honest about decline and avoid ‘keeping up
appearances.’
 Attend to realistic financials.
 Are you spending bequests and savings or facing
real financial consolidation?
 The building becomes cavernous.
 How will the church deal with a building is
expensive and reinforces decline?
 Changing pastoral and board roles.
 How can more collegial relationships between
program leaders be re-established.
Reflecting
 Numbers 10:33-11:6
 Can you imagine wanting to return to Egypt? Why/Why not?
 What transitions were being faced?
 What transitions are your congregation facing?
 What about “Egypt” (the previous transition) do you miss?
 If your congregation moved firmly to the next stage, what do
you believe would be your greatest loss?
Leadership Relations in Transition
2Co 13:10
This is why I write
these things when
I am absent, that
when I come I
may not have to be
harsh in my use of
authority — the
authority the Lord
gave me for
building you up,
not for tearing
you down.
Communication Shifts
 Communication Levels
 Relational Levels
 Content
 Symmetry
 Relational
 Complementary
Conflict reveals relationship
 When symmetrical
 When complementary
 Content defines
 One up (dominant)
 Persuasion
 One down (subordinate)
 Compromise
 Conflict viewed personally
 Arbiter
 Conflict threatens self
 Escalate
 Often very subtle
Who can initiate? Who can end?
Who can interrupt? Who can correct?
Source of Conflict
100
Complimentary
Laity Up
200
Symmetrical
Complimentary
Pastor Up
For Reflection
 Luke 20:1-8
 Where are the one-up/ one-down assumptions?
 Can you recall a time when your leadership was questioned, and it
felt very personal? What might the complementary relationship
issues have been?
 What are some of the explicit assumptions about authority in your
congregation? What may be more subtle assumptions?
 How does your understanding of Scripture help you navigate
communication complexities in your leadership?