(Old Facebook Post – Revised)
“The Dangerous Side of Success.” This article by John Johnson is a superb warning for pastors (or other leaders of spiritual institutions) about the dangers of complacency. Giving examples from the business world, Johnson observes:
“Something… tends to happen with success. Organizations become arrogant, monolithic, and inflexible.”
Another key quote:
“Church cultures are prone to the same thing—to achieve some success and then become satisfied, content, turning insular, rigid—oblivious to the warning Jack Welch, former CEO of GE, who once said: ‘When the rate of change inside an organization is slower than the rate of change outside of an organization, the end of the organization is in sight.’”
How do we keep our churches and church fellowships “cutting edge,” so that we keep young spiritual visionaries growing up within our ranks, rather than ignoring them, then suppressing them, then squeezing them out altogether?
“Change management practice [from business education] would indicate that to initiate the process, what is needed is a core group of “change champions,” preferably people with a high level of credibility and some level of power or influence. And of course, lets not forget that this is the Church of God–prayer is a powerful tool that tends to not make it into the textbooks I bought while I was in school.” 🙂
My response to reader:
…A combination of prayer and “change champions with credibility.” The latter requires patient people, persistent people, people who intentionally and humbly stay in meaningful dialogue with existing
leaders, people who actively support everything current that is worth supporting, etc. For an old-fashioned account of such a change champion, read His Name Was John, a biography of J.S. Coffman, early Mennonite revivalist (d. 1898), who persisted against significant opposition to help introduce “protracted meetings” (week-long revival/teaching mtgs.) and Sunday School, etc. into very tradition-bound churches. Although some of his efforts resulted in new ossified traditions within a couple generations, he was, in his time, someone who brought needed fresh vision and life to the Mennonite church.
My main concern here is this: How can we better disciple new leaders within our churches? New leaders will mean some new ideas and ways of doing things (godly, but new). Do we intentionally make room for this newness? Or are our church
institutions so rigid that we stifle godly visionaries and set ourselves up for constant cycles of churches dying and new institutions being formed, often through conflict with old leadership?
It’s easier to criticize than to find solutions. An interesting book on this topic, which borrows carefully from business principles as well as church history, is Historical Drift: Must My Church Die? How to Detect, Diagnose and Reverse the Trends, by Arnold L. Cook.