In-Between Church

1. In-Between Church Understanding Size-related Dynamics Created by Dr. Mark Adams Superintendent, NCC

3. Four Basic Dynamics

4. Resources for Size Dynamics Alice Mann. The In-between church. Alban. 1998. Beth Ann Gaede. Size transitions in congre-gations. Alban. 2001. Kevin Martin. Myth of the 200 barrier. Abingdon, 2005. Alice Mann. Raising the roof: Pastor to program transition. Alban. 2001. Peter Steinke. Congre-gational leadership in anxious times. Alban. 2006. Gary McIntosh. One size doesn’t fit all. Revel. 1999.

5. Four Basic Dynamics

6. 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.

7. 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 – part-time, perform limited but essential functions.

8. 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.

9. 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.

10. Four Basic Dynamics

11. Organism to Organization

12. Organism vs Organization • Pastor – Family Size Organism • 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

13. Group Centered to Pastor Centered

14. 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.

15. 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.

16. 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 high-profile leader. • Preaching, presiding and heading staff are core functions.

17. Group Centered to Pastor Centered organism organization Pastor Centered Group Centered

19. Family to Pastor • Loss of esteem by matriarchs/patriarchs. • 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?

20. Pastor to Family • Loss of esteem by congregation. • Will be slow death or something new? • Ministry development more homegrown. • How can gifts be utilized in new approach? • 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)

21. Pastor to Program • Choosing new clergy role • Can people recognize dual expectations? • Developing program heads. • How are leaders chosen, equipped? Who facilitates 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?

22. Program to Pastor • Shape expectations to central strengths. • Assist with grieving, sense of loss. • Pastoral role and status relinquished. • Establish simpler pattern of pastoral care. • 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?

23. Program to Corporate • 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?

24. Corporate to Program • 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.

25. 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?

26. 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.

27. Communication Shifts • Communication Levels • Content • Relational • Relational Levels • Symmetry • Complementary

28. Conflict reveals relationship • When symmetrical • Content defines • Persuasion • Compromise • Arbiter • Escalate • When complementary • One up (dominant) • One down (subordinate) • Conflict viewed personally • Conflict threatens self • Often very subtle Who can initiate? Who can end? Who can interrupt? Who can correct?

29. Source of Conflict

30. 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?