Dan Smith & Mary K. Hucyke: CourageousSpace Newsletter: May 2008
The Three Phases of Congregational Renewal
Congregational Renewal realigns a congregation with God's intents. Renewal
describes what happens to the people individually and corporately –
they develop a renewed heart for God, self, and other that results in action.
The process of renewal seeks to shift a congregation from personal and congregational
self-absorption and aimless meandering to an outward focused community of
disciples who have a shared sense of purpose and mission and whose relationships
embody the "kin"dom of God. While aware of their past, the renewed
congregation is fully aware of the realities of their present, and works to
shape their future by aligning their efforts with their best discernment of
God's aims.
Congregational Renewal can be broken down into three phases of work.
Phase One: Developing Readiness
In phase one, something happens that alerts congregational leaders that what's
currently being experienced is not enough. This might be a crisis that jeopardizes
the future of the congregation, or an experience of God that provides a taste
of the "something more" that's possible.
The first step in instigating renewal is the gathering of a
small group of people who talk, study, pray, and wonder together about the
"something more" that might be possible for their congregation.
This germinating group is formational for those participating, giving them
a deeper taste of Christian community than what might currently be experienced
in the congregation. This group continues and expands informally until there
is sufficient desire to make congregational renewal a formal, sanctioned effort.
At that point, the congregation's governing board (or more typically,
a task-force they appoint) explores renewal as a new and intentional path
for the congregation, a path different from that which it's currently on.
The board assesses the current state of the congregation and its trajectory
as well as participating in formational conversations similar to those had
within the germinating group.
For renewal to pervade the congregation, congregational leaders
must serve as yeast. They need to have a sense of the difference renewal can
make personally and corporately. They must want it for themselves and want
it for the congregation. When they are convinced that the congregation's current
trajectory is no longer acceptable, they make the formal commitment to find
a new path and lead the congregation in renewal. If an urgency of crisis originally
drove the push for renewal, the urgency must now be shifting within the leaders
to an urgency of hope and opportunity.
Phase Two: Surfacing a Guiding Vision
In phase two, the broader congregation is invited into formational work to
deepen their awareness of and openness to God. This emphasis pervades all
areas of congregational life. This phase is best directed by a sub-group (Vision
Team) commissioned by he governing board. This group, comprised of the pastor
and key laity, develop strategies for preparing the congregation and leading
them through a discernment of God' vision for the congregation. This group
is formative for its members and for the governing board to which it reports.
In this phase, the congregation and its leaders study the scriptures
to anchor themselves in God's will and ways. They reflect on the congregation
and how God has worked in and through it in the past and present. They celebrate
what has been and determine what, from their past, needs to be carried into
the future and what, though it may have once served, should be left behind.
Naming and then letting go of pre-conceived notions of what God wants and
what their future should look like, the congregation enters into discernment
with the aim of surfacing a picture of the future God would have them live
into.
This vision is refined and tested. The congregation and its
leaders reflect on the cost of saying "yes" to letting it guide
them and name what they may have to let go of personally and corporately.
When convinced of the rightness of the vision, the governing board official
adopts the vision as what will guide the congregation's living and decision-making.
The board, to ensure they stay true to this commitment, develops ways to hold
itself accountable for what it and the congregation have said they want
Phase Three: Living into the Vision
With a destination in mind and a sense of urgency about getting there, the
congregation develops strategies to align all parts of congregational life
in service of its mission and vision. Renewal is likely to fall by the wayside
or efforts denigrate into new forms of the same old patterns, unless a group
is authorized to shepherd the process.
In phase three, the focus is on six areas: development of new
initiatives; realignment of existing ministries and programs; congregational
care; staff development; lay leadership development, and ongoing personal
and corporate formation. Attention must be given to each of the areas. Ignoring
any of them will lead to trouble.
Up until now, changes have been talked about, but few have been instituted.
Actual changes can be unsettling. Phase three can generate significant conflict
and resistance. Care must be taken to communicate often and regularly and
to listen deeply and compassionately. Part of the challenge of phase three
is using conflict and the energy it produces constructively and creatively.
Renewal can be considered complete when spiritual formation is seen as regular
part of every member's life, relationships embody the "kin"dom of
God, and the congregation has a deep and pervasive concern for the temporal
and spiritual well-being of those beyond its doors that manifests in action.
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