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5 Reasons Why We Should Church Plant?

Over thirty years ago Donald McGavran pointed out that recent history is often a powerful inducement to keep doing what we have recently been doing. American Christianity as a whole has experienced 4 decades of small growth, non-growth or decline (depending on the denomination). As well, most of our local congregations have had the same experiences. The result is that most Christians have never experienced vibrant, growing churches! Our past has made the vibrancy of church planting abnormal to us. So why should we break out of our recent histories in order to church plant?

Reason #1 - God commands it.

The Great Commission (Mt. 28:18-20) reflects God's desire that we intentionally pursue people for Jesus. It is not enough for us to keep our doors open and our services running. Our commission is to be deliberate, purposeful and fruitful. These are precisely the qualities involved in church planting.

Reason #2 - Church Planting is a sign of the Holy Spirit.

JW McGarvey said that Acts might best be called the "Acts of the Holy Spirit." The book is a record of the Spirit's activity in leading, calling and propelling the early Christians into the world, and wherever they went, churches sprang forth!

Reason #3 - Americans are demonstrating renewed interest in spirituality.

George Gallup surveys show that there has been a steady rise in spiritual interest in the West, but that interest is quite undefined and eclectic in nature. People are looking for spiritual experiences of all kinds and from everywhere. At the same time the percentage of Christians attending religious services in the US has dropped from 59% in 1978
(Malphurs) to 50% in 2000 (Glenmary).

Reason #4 - New churches grow faster and evangelize better.

New churches are exciting places where people see the work of God, often clear and direct ways. People are drawn to those points where new life and positive change exist. Malphurs reports a Christianity Today finding that churches under 3 years old win 10 people to Christ each year for every 100 members (10:100). Churches from 3-15 years win 5:100. Churches older than 15 years win 3:100. In the 1970's Churches of Christ were converting the unchurched at a rate of 1:80 (Flavil Yeakley). In the 1980's growing churches were converting the unchurched at 5:100 while declining churches were converting the unchurched at 2:100 (John Ellas). While these numbers tell us little about new church plants, street wisdom would indicate that new plants must have higher conversion rates than this in order to survive.

Reason #5 - People are still lost!

In fact, there are more lost in the US now than ever before. George Barna reports 34% of Baby Busters (people ages 18 to 35) say they are "absolutely committed to the Christian faith," compared to 52% of Baby Boomers (ages 1946-64), 63% of the Builders (ages 55 to 73), and 70% of the Seniors (ages 74 and older). The younger the people, the less churched they are. Jack Sims (in Malphurs, p. 37) says of the babyboomers, "Most of the babyboomers I have interviewed describe their experience with church and religious media as boring, irrelevant or high-pressured." The international evangelistic Alpha Course titles its first lesson Christianity: Boring, Untrue or Irrelevant to speak straight to this modern attitude, and its attendance at its 10 week seminars has grown from 2,000 to 2,8 million in the last 10 years. The lost do respond when they are approached with a vibrant Christianity!

There are more reasons that could be given for church planting, but surely these 5 are enough for us. Planting new churches is part of God's plan and desire, a process He has been guiding for 2000 years. Let's set our minds, our hearts and our people on His task.

5 Humorous Reasons for Church Planting

1. Why clean up after someone else's mess when you can start from scratch?
2. Finally -- you can have it your way.
3. Church Planters have more fun.
4. Church planting is an extreme sport
5. You can be like Nike and "just do it."

For the sake of the kingdom,
Stanley Granberg

Beyond 200 - Mark T. McLean

Beyond 200


Mark T. McLean


Central Kitsap Church of Christ
P.O. Box 2495
Silverdale, WA 98383-2495


Sam, minister of the Friendly Church of Christ, met over coffee with Frank, one of the congregation's elders. The Friendly congregation had started a number of years ago and had grown well during its early history. But now the growth seemed stymied. For several years the church had averaged between 150 and 200 worshippers on Sunday mornings. Frank, a long-term member and observant elder, remarked, "It seems like every time the church grows to about 200 in average worship attendance, the congregation hit a "glass ceiling." We hit a snag, and for some reason, our growth slows, and then stops. Then we find ourselves slipping backwards and averaging 150-175 again. What is wrong? Why can't we break the 200 barrier?"


Sam took a sip from his coffee and replied, "I know what you mean. I've found myself frustrated by the same phenomena. I went to a workshop last month on the subject, and found out that congregations near the 200 barrier often suffer from one or more limiting factors."


Frank was now more that intrigued. "Limiting factors? Explain what you mean, Sam."


"A limiting factor is a characteristic of the congregation that LIMITS congregational growth. At the seminar they explained that congregational ministry was a lot like filling up a bucket with water. The problem is that every bucket (or congregation) has 'holes' in it. The 'lower' the 'hole,' the less water stays in the bucket. No matter how much water you pour in the bucket, the bucket won't hold water above the hole. That hole is a 'limiting factor.' Most congregations have several 'limiting factors.' The key is to identify and fix the 'lowest holes' so that ministry is more effective. At the seminar they helped me identify eight common limiting factors of congregations at or near the 200 barrier. I think that some of these limiting factors may be keeping us from growing through the 200 barrier."


Now Frank had taken out his pen and was ready to write. First he drew a picture of a bucket, and added several holes at various heights on the side of the bucket to represent the limiting factors.


Sam continued, "At the seminar they stressed that different congregations near the 200 level probably have different limiting factors. Therefore we don't want to just copy what the successful church in the next county is doing. We want to examine ourselves and seek to discover what limiting factors may have kept us from breaking the 200 barrier. Our greatest limiting factor, or 'lowest hole,' may be different from the 'lowest hole' in another congregation. But research has shown that churches near the 200 barrier commonly suffer from one or more of eight common limiting factors."


Frank said, "I know what worked when we started this congregation. But it seems like some of the methods we used when we were smaller just don't work as well today in a church of our size. Could our ministry methods that worked well when we were a small church now actually be limiting our growth?"


"Exactly!" Sam exclaimed. "That's one of the tricky things they told us at the seminar about the 200 barrier. They told us that some congregational habits and some forms of ministry must change in order for the congregation to grow through the 200 barrier."


"That makes sense," Frank replied. "Even a snake has to shed it's restrictive skin that has served it well in order to continue to grow. It's still the same snake it has always been, but it grows a new skin so that it can continue to grow. The outside changes, but the inside stays the same. That's like a congregation keeping its time-honored values and mission and maintaining its Biblical theology, but changing to a larger and more flexible 'skin' to fit the ministry challenges of a larger congregation."


"Great illustration!" Sam replied, as he scribbled 'outgrown snake skin' in his notes. "It's a difficult decision for a congregation that has grown up to 200 to begin to 'shed the skin' of the ministry forms that have brought it success in the past. Continued congregational growth is dependent upon 'growing a new and larger skin' for a continually growing congregation.


"Here's another way to express the same concept," Sam continued. "When my wife and I were just starting out, a small apartment and an economy car were all we needed. But as our family grew, we had to have a larger home, and we traded our economy car for a minivan. Yet our family stayed as 'our family' our values didn't really change. But we knew that it would be hard to maintain our growing family with only an economy car and a small apartment. We might say that the 'outside' changed, but the 'inside' stayed the same. In the same way our church has to change as it grows in order to accommodate growth. Our theology and our values are same. But our 'ministry house' looks different as a congregation nearing 200 than the church of 50 we were fifteen years ago. We have to continue to change the 'ministry house' in which we live, but we dare not change our theology and values."


"That's what concerns me," Frank said. "When we were a small church, we all knew each other. We were just one big happy family. But now that we're nearly 200 in worship, we don't really know each other anyone. I miss that 'family feeling.' I'm afraid that we aren't valuing the individual the way we used to. And I know that I'm having a hard time shepherding so many members."


"That's where we have to differentiate our values from our methods of ministry," explained Sam after another sip of coffee. "At the seminar they taught us that churches of 200 or more members can still value the individual just as much as smaller churches do, but it is expressed differently. Larger churches can still have that 'close family feeling,' but it comes through small groups and Bible classes rather than through the worship assembly. But the larger church has to intentionally work on developing that 'close family feeling' through its belonging groups of Bible classes, home groups, and other groups that include a social dimension."


"That's good to know," said Frank with a sign of relief. "I was beginning to feel guilty that I couldn't possibly personally shepherd 200 members. I feel overworked as it is! The thought of new members scares me as much as it excites me! Possibly our groups can help do some of the personal shepherding. What do you think, Sam?"


"Yes, I think that will work, but we'll have to make sure that folks are equipped to do the task. Just asking folks to shepherd each other in the group probably isn't enough. We'll need to train our teachers and group leaders, but then I think it will work."


After a few moments of silence and a couple of sips of coffee, Frank asked, "Sam, a few minutes ago you mentioned that there are eight limiting factors for growth near the 200 barrier. What are those common 'limiting factors?' I'm ready to take some more notes!"


"Oh yes! Sorry - I got us sidetracked again, didn't I?" Sam continued, "At the seminar they emphasized that although every church is unique; one or more of these eight limiting factors often keep a church from breaking the 200 barrier. We need to identify which factors are the 'lowest holes in the bucket' in our church and remedy them first. Here's the list:"


1. Overcrowded facilities -- Sam began with the first limiting factor on his list: "Just as our family of seven couldn't function well in the two bedroom apartment in which we first lived, neither can a church of 200 function well in facilities that worked well for 100. At the seminar they told us that inadequate physical facilities may keep a church from growing through the 200 barrier. Church auditoriums shouldn't average more than 80% full or visitors may feel uncomfortably crowded and visiting families may have trouble finding seating together. Overcrowded Bible classrooms and inadequate parking may be just as restrictive on congregational growth."

"That only makes sense," Frank replied. If you knew you were going to be stuck in a two-bedroom apartment, I'll bet you and your wife wouldn't have had five kids!"

"Exactly!" Sam said with a laugh, and then continued, "Churches that are habitually overcrowded might as well hang out a 'no vacancy' sign for visitors. I don't think that overcrowding is a problem yet in our auditorium - it is rated for 300, and we wouldn't be 'comfortably full' at 80% capacity until we average 240. But I've noticed that our young adult classroom is always stuffed to the gills, and we have more babies than our nursery can handle. Do you think that we can address that?"

"Yes," Frank responded, "We'll need to shuffle some classes around in the short term, and it's high time that we began thinking of adding a few more larger classrooms. We probably ought to clear our back property for another 25 parking spaces too. I'll talk to the other elders, and then let's bring it up to the congregation. We don't want to limit our growth with inadequate facilities."

2) "Small Church" Thinking - Sam took a long sip of his coffee, looked out the window, and pondered how to express his next point. "Frank, the second common limiting factor for churches near the 200 barrier is tougher to identify. At the seminar they called it 'small church thinking.' Since churches tend to behave as they believe, churches that perceive themselves as small churches tend to act like small churches. So small church thinking tends to become a self-fulfilling prophecy. 'Small church thinking' is appropriate for a congregation of 50, but it is not appropriate for a church of 180 that is challenging the 200 barrier."

"What do you mean," Frank asked, "by small church thinking? Can you give me some examples?"

"Sure," replied Sam. "A while ago you mentioned that years ago everybody in the church expected to know everyone else. That expectation is warranted in a small church, but it is an unrealistic expectation in a church nearing 200. If the majority of the members of a 180-member church maintain the expectation that everyone should know everyone else, there is no 'relational room' for newcomers. Research has shown that the largest fellowship group where we can maintain face-to-face social relationships numbers about 150. 'Small church' thinking can keep us from having 'relational room' for newcomers."

"That makes sense, Sam. I have a hard time keeping up with our all of membership. I guess I should admit that I don't have to personally know and shepherd all 180 souls in our fellowship; just some of them. Then I can have the 'relational room' to establish relationships with some newcomers who might visit our church. Are there other examples of 'small church thinking?'

"The examples are endless," replied Sam. "Small churches don't need secretarial help, associate ministers, or even hired custodial help, but middle-sized churches usually do. Small churches are 'run' differently than middle-sized churches. Small churches tend to rely on informal communication and decision-making, whereas middle-sized churches must develop more structured forms for communication and decision-making. Small churches are not just miniature versions of larger churches. Growing congregations have to begin 'thinking bigger' before they 'become bigger.' 'Small church thinking,' just like an outgrown and restrictive snakeskin, keeps the body from developing as it should. Do you think that our congregation suffers from 'small church thinking' Frank?"

Frank replied, "Some of our pioneering members remember with fondness the way the church used to be -when we were under 100 members," answered Frank, "but I doubt it is one of our lower limiting factors. Many of our folks have come here from larger congregations and have a view of how a larger church works. We'll need to work with our pioneering members to let them know that we're still the same 'family,' even if we've outgrown our 'house.' Our values are still the same, and we're still the same 'family.' I think that I can communicate that to them."

"Sam, you've given me more than enough to think about for one morning. Let's schedule another cup of coffee together and explore the other six common limiting factors of growth. I want to help our congregation break the 200 barrier!"

(This article will be continued in the next issue.)



Beyond 200

(Part II)


Frank, an elder of the Friendly Church of Christ, met again with Sam, the minister, over a cup of coffee.

"Sam, I've been reflecting on the two 'limiting factors' you shared with me last week from the seminar you attended on the 200 barrier. I can see how inadequate physical facilities and 'small church thinking' can stunt congregational growth for the congregation nearing 200, but I doubt those are our 'lowest holes in the bucket.' What other limiting factors tend to stymie growth of congregations our size near the 200 barrier? I'm anxious to hear the other six factors from the seminar."

"I agree," Sam replied, "that inadequate physical facilities and 'small church thinking' probably aren't our greatest limiting factors. They need to be addressed, but I think our first focus should be on plugging the 'lowest hole in our bucket.' I think that some of the other six limiting factors are better candidates for immediate action. Here's the third common limiting factor:"


3. Inadequate Ministerial Staffing - Sam said, "Depending on whose figures you trust, the seminar suggested that every congregation should have one full-time ministerial staff member for every 100-150 people in attendance in your Sunday morning worship service. This is in addition to adequate "support staff" (secretarial and custodial help). Years ago churches thrived with fewer staff members, but in today's society a church nearing 200 in attendance with only one full-time minister is considerably understaffed. It is extremely rare for a congregation to break the 200 barrier with only one full-time staff minister. Most single-staff congregations of 200 are declining congregations."

"You mean that staffing ratios are culturally conditioned?" Frank asked.

"Exactly!" Sam replied, "As American culture has changed, so has the need for higher staffing ratios to maintain congregational growth. Churches in 1960 might have been adequately staffed with one minister per 300 attendees, but that is not adequate staffing today. Here's another important point: Churches cannot wait until they reach 200-300 in attendance to add a second staff person. Just as most congregations hired their first fulltime minister at an attendance of 50 or 75 in hopes that the minister would help them grow to 150, so the middle-sized congregation needs to hire its second paid minister at 150-200 in order to help it to grow to be a congregation of 200-300."

"If that is true," Frank replied, "then we should be looking for a second staff minister in order to help us break the 200 barrier. I had no idea that we were understaffed with only one minister and 180 in worship attendance. But can the second minister be part-time? Our budget is still pretty tight."

"At the seminar they discussed that in detail," Sam replied. "I'll save the long answer for another day (and another cup of coffee!), but the short answer is that in some situations a part-time second minister may be adequate to get the congregation through the 200 barrier, but in any event, staffing ratios need to be examined continually as the congregation grows."

Frank responded, "That's another one to bring up to the other elders and the congregation. We may have found one of our lower limiting factors. What other factors tend to limit growth near the 200 barrier?"

4) Short Ministerial Tenure - Sam replied, "Research has shown that longer ministerial tenure is usually associated with congregational growth through the 200 barrier - so don't fire me next Sunday!" (Both Sam and Frank shared a good laugh over that comment!) "In a research study of congregations at or near the 200 barrier, ministerial tenure strongly correlated with congregational growth."

"That makes sense," Frank reflected, "because continuity in leadership is so important - and we want to keep you, Sam! That's one reason we gave you a raise last January and sent you and your wife to Hawaii on the tenth anniversary of your work with us - we didn't send you there to 'try out' elsewhere, you know! (Both Sam and Frank share another laugh together.) I don't expect short ministerial tenure to be a problem for us - OK?"


5) Inadequate Number of Belonging Groups - "The fifth common limiting factor for congregations near the 200 barrier is an inadequate number of belonging groups," Sam explained. "The seminar suggested that congregations have a minimum of a dozen belonging groups for every 100 people in worship attendance. Many growing churches have an even higher ratio of groups."

"But what counts as a group?" Frank asked.

"The seminar leader said that groups should be between 5 and 40 participants (a size where people will interact with each other) and the groups must meet at least monthly. Most Bible classes (except large lecture classes) count as belonging groups, but if basically the same people meet both Sunday and Wednesday, it should be counted as only one group. Youth groups, home groups, prayer groups, meal groups, ministry groups, leadership meetings, and even sports teams count as "belonging groups" if they meet at least monthly with 5-40 participants."

"But why are so many different groups important for congregational growth through the 200 barrier?" Frank asked.

Sam replied, "New people need to find a minimum of 6-7 friends in the church to be 'socially stable' within that congregation. As a congregation grows through the 200 barrier, new people will typically find those friendships in group settings rather than in the corporate worship experience. Remember, in churches of more than 150 you aren't going to know everybody anymore. New people are more likely to find 'a home' in one or more groups in a church that offers a large variety of Bible classes and other belonging groups."

"Sure," Frank reflected, "that makes perfect sense. When we started that new young adults Bible class two years ago, our total Bible class attendance jumped dramatically. Young adults that had not been coming to class found a new group to call home and became more involved in the life of the congregation. How many belonging groups does our congregation have?"

"Let's do some math," Sam suggested. "We have ten "Sunday-Wednesday" Bible classes, six Sunday night home groups, a youth group, a prayer group, the young adult's monthly fellowship, the senior's club, and the ladies' class."

Frank added, "We also have the monthly elders' and deacons' meeting, the visitation team, and the ministry team that works with the homeless shelter. I guess we should include our Sunday afternoon singing class. Oh yes, seasonally we field a softball team. Anything else?"

"That's 26 groups," replied Sam. "That's not a bad number of groups for a church of 180. Although we could be open to establishing additional groups, I doubt that the number of groups is a significant 'limiting factor' for our congregation in breaking the 200 barrier. We're above the critical number of a dozen groups per 100 in worship attendance."

6) Inadequate Percentage of New Groups - "This next potential limiting factor may have more bearing on our congregation," Sam said. "Research has shown that congregations seeking to break the 200 barrier not only need a large number of 'belonging groups,' but about 30% of those groups should be relatively 'new' groups (groups that have been established within the last two years)."

"I can see why that is important," Frank reflected. "Newer groups tend to be more open to having newer people join them. If the group has been in existence for a number of years, its social patterns tend to be less flexible. You're right, Sam. That's a problem for our church. Of the 26 groups we named, only four are less than two years old, and thereby qualify as 'new' groups. Only about 15% of our groups are 'new' groups - we need twice that."

Sam continued, "Since assimilation of new members comes not just with an adequate number of groups, but an adequate percentage of 'new' groups, I can see that an additional staff minister might have the time to assist us with birthing new groups."

7) "Minister-Centered" rather than "Ministry-Centered" Congregations. Sam continued, "According to the seminar, the seventh common limiting factor of congregations facing the 200 barrier concerns the relationship of the congregation to the minister. Arlin Rothauge suggested that congregations of 50-150 in worship tend to be very 'minister-centered.'1 In this size of congregation the minister is generally aware of what is going on in the lives of the members of the congregation and in every facet of the work of the church. In a sense the minister 'carries the church in his head.' New members are often assimilated into the body through their relationship with the minister. As churches grow toward 200, both the minister and the congregation must begin to change their mutual ways of relating. Rather than the minister being 'the center of the wheel,' congregations of 150-350 need to become 'ministry-centered.' New members are assimilated by their involvement in a ministry or small group rather than by their relationship with the minister. Rather than being the hub of the wheel, the minister in the ministry-centered congregation is more like the rim of the wheel. His work surrounds the ministry of the church, but the weight of the ministry of the church is not all on his shoulders."

"I've heard something like that," interrupted Frank. "In smaller churches the minister tends to be the 'hands-on' servant for all the congregation. As the congregation grows, he must become more of a 'rancher' over a 'spread' rather than the lone 'cowboy' involved in all the day-to-day care of others."2 "That's where I'm having a tough time, Frank." Sam continued, "As the church has grown, like you I've found myself overwhelmed with the responsibilities of the flock. I've found it hard to make the transition - or for the church to 'let me' make the transition from a deliverer of ministry to an overseer of ministry. This is one limiting factor that I think we need to examine as a congregation."

8) Lack of Vision - Sam spoke up again, "The last common limiting factor in breaking the 200 barrier is not unique to churches nearing 200 in attendance, but unfortunately it may be more common in churches of this size. The seminar reminded me that 150-200 attendees is a very 'comfortable' size congregation for most of the members of the church. Generally congregations of this size are large enough to be fairly stable, own a building, pay a minister and secretary, offer several ministries, do some mission work, and serve the basic needs of the congregation. It is easy for members of congregations of this size to feel that 'we've arrived.' Too often the immediate goals of the congregation's 'founding fathers' have been realized."

Frank took a sip of coffee, thought for a moment, and replied, "I'm afraid we are guilty of this one. We're comfortable - maybe too comfortable. We've lost God's vision for our future. This issue needs to come before the elders as a whole, and then the congregation as well. Got any good sermons on vision simmering on the back burner, Sam?"

"Yes," Sam replied, " I can preach on it. But finding God's vision for our congregation's future is going to require more than a couple of sermons. Let's work on this one over another cup of coffee another time. Until then, let's pray and meditate on this one. OK?"

"Sounds like a plan, Sam. One more thing before we call it a morning: Where do we go from here on our 'limiting factors?'

Sam replied, "We need to bring this to the church leadership, and let them think through each factor and make their own evaluations. Their evaluations of the 'lowest holes in the bucket' may be different from what you and I came up with. Once the leadership understands the process, we need to begin a process of 'congregational triage' - working on the 'lowest holes' first. No need to worry about the 'upper holes' until we plug the 'lowest' ones. We'll probably have to make the 'lowest holes' a topic at each elders' and deacons' meeting for awhile."

"How do we present this to the leadership?" Frank asked.

Sam replied, "At the seminar they used an 'inventory' - a self-scored test to help each participant identify which of the eight limiting factors appeared to be the 'lowest holes in the bucket.' Another more comprehensive approach would be to host a 200 barrier weekend workshop for the leaders of our congregation in a retreat setting."

"These two mornings over coffee have been most rewarding! Thanks, Sam, for sharing what you learned at the seminar."

"It goes both ways, Frank. You've given me some good things to think about as well. You know that scripture, 'As iron sharpens iron, so one man sharpens another' (Prov. 27:17). Thanks for the coffee and the conversation."


(These two articles are based on research done by Mark T. McLean in his Ed.D. dissertation through the Southern Baptist Theological Seminary on the 200 barrier in western American Churches of Christ. He may be contacted at minister@ckchurchofchrist.org or P.O. Box 2495, Silverdale, WA 98383 for workshop information or more details about this study.)


1 Rothauge, Arlin J. Sizing Up a Congregation for New Member Ministry. New York: The Episcopal Church Center, 1983.


2 McIntosh, Gary L. Staff Your Church for Growth. Grand Rapids, MI: Baker Books, 2000.

Characteristics of the Effective 21st Century Church

By Dr. Stanley E. Granberg, Cascade College


By all accounts the 20th century may prove to be as much of a watershed in the history of Christianity as was the 16th century. In the 1500s Martin Luther, John Calvin, John Knox and others initiated a reform of Christianity which changed the substance of what it meant to be church in the world. But this great theological reform developed, in large part, in response to the great sociological reforms spawned by the Renaissance. In other words, these religious reformers responded to the changes in the world around them so that people found their message relevant and life-giving. And thus the people responded.


The 20th century is characterized by two major sociological events which are also changing the shape of Christianity in the world. The first of these is urbanization. In 1900 232 million people lived in cities, 15% of the total population. Today there are nearly 3 billion city dwellers, almost half of all the people in the world (David Barrett and Todd Johnson, "Annual Statistical Table on Global Mission: 2001." International Bulletin 25, no. 1, pp 24-25). The church of the 21st century must therefore be an urban church. The second major sociological event is the demise of modernity, the rational, structured approach to the world that has under gird western thought for at least the last three centuries. Today, in our post-modern world, experientialism is replacing rationalism. People are not much willing to enter into extended conversations based on logic and linear thinking. Rather, they seek to experience the truth of the issue within the context of their personal lives. In short, when it comes to religion people are more inclined to seek out answers with their hearts and less with their minds. They want to experience the life-giving vitality of religion first, then they may be willing to discuss the reasons behind the religious experience.


Given these two sociological realities, urbanization and experientialism, how is the church to respond so that it will be effective in producing responses for God in the 21st century? From my reading and observations I have identified the following 8 characteristics which seem to be common to churches that are being effective in causing people to respond to God in our world today.



  1. Celebratory Worship. This is worship which touches the heart and gives voice to the full range of human emotions. It predominantly expresses positive emotions such as joy, thanksgiving and serenity. But, celebratory worship is also bold enough to call for sorrow, brokenness and contrition with tears. Celebratory worship, much like the Psalms, is unafraid to touch all the emotions of life. The church which practices celebratory worship must be focused on the current activity of God in the lives of its people, it must be sensitive to the needs of its people and it will be aware of the emotions of the times as people respond to the events of life.
  2. Deliverance Theology. Cities are overwhelming to the individual. There are demands and decisions to be made everywhere. The pressures of the city are both to perform and conform, or be swept away into insignificance. Even the environment of the city with its noise, activity, pollution and density contribute to the feeling of battling for survival which causes a callousness in people. In the city the opportunity for evil and exposure to it abounds. In the radical environment of the city people are in need of radical salvation:deliverance. They are seeking deliverance from fear, from oppression and from sin. Much like the psalmist the people of the city are crying, "Rescue me from my enemies, O Lord, for I hide myself in you. Teach me to do your will, for you are my God; may your good Spirit lead me on level ground" (Ps. 143:9-10). Churches which are effective in the city use liberally the vocabulary of deliverance to provide people hope that they too may escape the havoc of broken relationships, bankruptcy, addictions and the other ravages of life (Col. 1:13; 1 Cor. 4:20; Ro. 8:31-39).
  3. Victorious Prayer. Along with a deliverance theology is the practice of victorious prayer. In Acts 4:23-31 the church was faced with persecution and the potential loss of their leading apostles, Peter and John. Their response was a request for boldness and recognition that God would ultimately prevail. Victorious prayer does not necessarily mean displays of shouting, binding Satan and rebuking the demonic hoards (Jude 9). But victorious prayer does seem to be characterized in these ways:

    1. It takes people's requests to God specifically and immediately with the well-founded belief God will work.
    2. It occurs at the moment the need is revealed, whether publicly or privately.
    3. It follows up the immediate prayer with continuing prayer and counseling with the Word of God.
    4. It celebrates the answer of prayer.

  4. Apostolic Leadership. When we speak of apostolic leadership I believe we should be speaking about the characteristics of biblical leadership, particularly as it is displayed by the apostles. In my reading of the Bible there are five characteristics of apostolic leadership which seem to best convey the spirit of effective leadership for the 21st century church. Apostolic leaders are those who:

    1. Lead as servants but with the authority of Christ (1 Cor. 4:9-16; Jn. 13:1-17).
    2. Are fearless for the Lord and the work to which the Lord has called them (Acts 5:29).
    3. Work hard (2 Cor. 6:3-13).
    4. Give up their personal rights and privileges (the right to privacy, comforts, to keep quiet, not to be abused or accused) in order to minister on God's behalf to God's people (1 Cor. 9:3-6).
    5. Are willing to boldly speak the commands of the Lord as well as applying their own best judgment when appropriate (1 Cor. 7:10, 12).

  5. Empowerment/Boldness. People, particularly the newly reached unchurched, need permission and authority to live victorious lives. People's past--their family histories, bad personal choices and debilitating circumstances--bind them to old, dysfunctional patterns of living. New Christians often times need verbal permission to leave such old patterns for new, victorious ones in Jesus Christ (Col. 3:5, 12; 1 Cor. 3:3; 6:9-11; Rom. 6:1-4). When people are instructed to live boldly, expected to live powerfully and shown how to live victoriously for Christ usually they will.
  6. Youth and Family Focused. While the West is graying, the rest of the world is growing younger. For example, in most African countries half of the population is below 15 years of age. But, even in the US, research shows that growing churches are typically composed of younger rather than older members (John Ellas, Clear Choices for Churches. Houston: Center for Church Growth, 1994). The church for the 21st century must be willing to focus its attention on the youth and their families. One problem we often encounter is that the leadership of many congregations is older with grown children. Sometimes it is easy for an older leadership to forget the struggles and needs of younger people. At other times there may be a strong dislike for the new trends associated with youth. 21st century church leaders will be committed to not succumbing to these temptations and be strong supporters of the youth and families of their churches. And, dare we say, they will be willing to show that support even in the face of potential opposition from their peers.
  7. Life Oriented Teaching. 21st century people do not readily accept doctrine in a non-applied form. Young people may say, "Who cares, it does not apply to me," while their parents simply disappear from the church pew. Paul typically began his letters by giving the theological "whys" (doctrine) and ended with the practical "whats" (application). The 21st century church will begin with the "whats" then move to the "whys." The felt needs principle from missions (which says begin by scratching the existing itch) is also a good principle for the 21st century church. For the American church this may take place in the form of dependency and addiction programs, parenting classes, Moms' program, etc. In order for the church to be relevant it must provide practical, real-life help to the very real problems of the people it is reaching.
  8. Personal Intervention. In Gal. 2:11 Paul intervened quite forcefully in Peter's life. Typically we would look at this as confrontation, but whatever term we may call it, Paul was not shy to meet a problem face to face, neither will the 21st century church or its leaders. Urban living destroys accountability. People develop different circles of relationships, which usually do not overlap. This leads to the feeling that no one sees, none knows and no one cares, a dangerous combination for the moral integrity of today's Christian. The church today must be personally involved in the lives of its members, training them in Christian living and Christian values. This will require lots of leaders in many ministries, and lots of personal mentoring. Church leaders will need to become experts in multiplying themselves or risk the growth/health of their church being crushed by the overwhelming needs of its members. 

Aug. 31, 2001

The Growth and Decline of the Churches of Christ in the United States: A Visual Review, 1980-2000






By Stanley E. Granberg, Ph.D.


This report provides a 20 year visual review of growth and decline in the Churches of Christ in the United States through a series of maps and tables. The statistical information comes from the online database of the American Religion Data Archive (www.theARDA.com ) and Churches of Christ in the United States (2001) by Mac Lynn. The intent is to provide information for churches to use in their own assessment and planning for growth.


Where are the Churches of Christ Located?

Fifty percent of the Churches of Christ in the United States are located in just 5 states: Texas, Tennessee, Alabama, Arkansas and California (dark red). Seventy-five percent of our membership is found in the top 11 states, which includes most of those in lighter red.



Map 1. Member distribution, 2000.



Where Have We Grown and Where Have We Declined?

The standard measurement used to describe church growth for a 10 year period is the Decadel Growth Rate (DGR). The DGR is found by taking the ending year's total, subtracting from it the beginning year's total and dividing by the beginning year's total.

Table 1 provides the members and churches for the Churches of Christ in 1980, 1990 and 2000 as well as the DGRs for members and churches.










Table 1. Members, churches and DGR for the Churches of Christ in 1980, 1990 and 2000.

Maps 2 and 3 plot the membership DGRs for each state. Red represents positive growth and blue represents negative growth. The darker the color the more growth or decline is represented. The lightest shades of red and blue represent growth or decline that is less than 5%, which is considered to be not statistically significant. These lightest shades are best considered to represent trends.

Map 2, Member DGR, 1980-1990, shows a growth trend for the Churches of Christ across the country. While this growth, at 3.32%, was not statistically significant, the definite trend was towards growth.



Map 2. Membership growth, 1980-1990.


Map 3, Member DGR, 1990-2000, shows the definite change in the trend toward the negative. The church declined -1.39% between 1990 and 2000. The most noticeable losses were in states where the Churches of Christ have traditionally been strong. California and Oklahoma both had significant losses, Tennessee showed a trend towards decline while Texas and Arkansas slowed to a growth trend. Table 2 contains the complete statistics for each state.



Map 3. Membership decline, 1990-2000.


Maps 4 and 5 show the same information for congregations. From 1980 to 1990 the DGR of churches was 2.96% while the DGR for 1990-2000 was -.64%. Again, while the DGR of -.64% is not significant. The nationwide trend shifted from a general growth pattern in the 1980s to a decline pattern in the 1990s.



Map 4. Church growth, 1980-1990.



Map 5. Church decline, 1990-2000.


How Do We Compare to Other Religious Groups?

Now, how does our growth for these past 20 years compare to that of other churches in the United States? The following graphs compare the Churches of Christ with four well known churches: the Christian Church, the Assemblies of God, the Lutheran church (Missouri Synod) and the Southern Baptists.


Churches by Members

Graph 1 compares the number of members for these five churches. Where membership was not available those cells were left blank. In graph 1 the Southern Baptists show obvious growth and the Assemblies show some growth as well. Churches of Christ show our "no growth" state.




Graph 2 compares the DGR for the same churches and the US population growth rate. Now it becomes obvious that it is the Assemblies who had the most active growth. The Christian church kept even with the US population growth from 1980-1990. The Churches of Christ grew at less than half the rate of the US population from 1980-1990 and shows the overall decline from 1990-2000.




Churches by Congregations


Graphs 3 and 4 compare the same churches by the numbers of their congregations. Graph 3 again shows obvious growth of the number of congregations of the SBC. It also shows the strength of the Churches of Christ in numbers of congregations.


Graph 4 compares the DGRs for the number of congregations. The good DGR growth of members for the Assemblies is matched by the good DGR growth in the number of new churches planted by the Assemblies, confirming C. Peter Wagner's contention that the most effective means of evangelism is planting new churches.






Conclusions


Over the past 20 years the Churches of Christ have maintained their size. There has been no significant growth or decline. However, a growth trend in the 1980s changed to a decline trend in the 1990s. This information should challenges us to ask "Why has this decline trend happened?" and "What do we need to do to change our growth pattern back to the positive?"


Some Guesses As To Why


We do not have any hard data available to help us answer the question as to why the Churches of Christ moved from a pattern of growth to one of decline, but there is anecdotal evidence that suggests two possibilities.


First, books such as The Crux of the Matter and Pixel in a Greater Picture suggest that the Churches of Christ are experiencing an identity crisis. This theme also has been portrayed in various lectureships and in the Wineskins journal. It does seem logical to assume that in a period of changing identity people would feel less capable of publicly declaring an evangelistic message since they have some doubt as to what they would be calling people to join.


Second, there is other evidence to suggest that many Churches of Christ have lost a sense of relevance to their communities. The graying of many churches testifies to the lack of relevance felt by younger generations who quite attending.


While these two reasons are guesses, there is certainly some evidence to suggest that they are plausible hypotheses to explain the slide of the Churches of Christ from growth to decline.


What Do We Do Now?


This is the harder question. I would make three suggestions to consider.


First, we must return to a people centered focus, and those people must be those who are not in our churches. It does not take many visits to our churches to conclude that most of what we do we is for ourselves. If we are to return to a pattern of growth the one question that must be asked of everything we do is, "how will those who do not know Jesus respond?"


Second, we must do the right things, but we must do them in relevant ways. This means change, hard core and difficult change. Our worship, our Bible classes, our fellowship events, in fact everything we do will need to be evaluated. This evaluation cannot be in accordance with our perceptions or our preferences, but the preferences of the lost. How can we know if we are being relevant in any given event? Count the lost who are present. If the lost are being ministered to, if their needs are being met, they will be present. If the lost are not present what we are doing is probably not relevant.


Finally, we need a coordinated, organized commitment among the Churches of Christ in the Portland metro area to provide the financial, spiritual and expert resources necessary to plant churches, not by 1s or 2s, or even 10s and 20s, but by the hundreds. What this cooperative effort will look like is certainly open to discussion. But, the evidence we have before us indicates that individual churches have neither the resources nor the expertise to sustain the type of church planting needed to restore a growth pattern to the Churches of Christ. If C. Peter Wagner's contention that the most effective means of evangelism ever found is the planting of new churches is true, then our actions must match the truth of this contention.


Responses and ideas related to this article may be sent to Stanley Granberg.
























































































































































































































































































































































































































































































































































































































































Table 2. Growth Statistics for the Churches of Christ


 


1980 Members


1980 Churches


1990 Members


1990 Churches


2000 Members


2000 Churches


1990 DGR Members


1990 DGR Churches


2000 DGR Members


2000 DGR Churches


ALABAMA


89,208


875


91,660


890


92,096


893


2.75%


1.71%


0.48%


0.34%


ALASKA


1,548


30


1,654


28


1,668


24


6.85%


-6.67%


0.85%


-14.29%


ARIZONA


10,461


124


11,585


136


11,356


137


10.74%


9.68%


-1.98%


0.74%


ARKANSAS


70,139


763


66,736


760


67,042


753


-4.85%


-0.39%


0.46%


-0.92%


CALIFORNIA


68,842


676


70,457


694


64,057


687


2.35%


2.66%


-9.08%


-1.01%


COLORADO


12,103


133


12,866


150


12,384


150


6.30%


12.78%


-3.75%


0.00%


CONNECTICUT


1,269


21


1,629


31


1,668


25


28.37%


47.62%


2.39%


-19.35%


DELAWARE


740


9


865


9


900


10


16.89%


0.00%


4.05%


11.11%


FLORIDA


44,829


457


55,123


514


55,779


511


22.96%


12.47%


1.19%


-0.58%


GEORGIA


27,776


351


34,799


402


36,240


403


25.28%


14.53%


4.14%


0.25%


HAWAII


691


12


811


13


765


13


17.37%


8.33%


-5.67%


0.00%


IDAHO


2,433


41


2,337


41


2,353


43


-3.95%


0.00%


0.68%


4.88%


ILLINOIS


24,419


306


24,963


298


22,146


294


2.23%


-2.61%


-11.28%


-1.34%


INDIANA


29,883


335


30,366


345


27,509


346


1.62%


2.99%


-9.41%


0.29%


IOWA


3,574


75


3,055


73


3,124


72


-14.52%


-2.67%


2.26%


-1.37%


KANSAS


13,544


183


14,973


188


14,361


178


10.55%


2.73%


-4.09%


-5.32%


KENTUCKY


46,158


600


45,139


624


45,546


622


-2.21%


4.00%


0.90%


-0.32%


LOUISIANA


17,513


226


19,665


231


19,303


229


12.29%


2.21%


-1.84%


-0.87%


MAINE


799


24


682


21


741


22


-14.64%


-12.50%


8.65%


4.76%


MARYLAND


4,057


33


5,731


42


6,899


53


41.26%


27.27%


20.38%


26.19%


MASSACHUSETTS


1,797


33


4,863


29


1,761


27


170.62%


-12.12%


-63.79%


-6.90%


MICHIGAN


23,919


213


23,075


198


22,296


193


-3.53%


-7.04%


-3.38%


-2.53%


MINNESOTA


1,269


32


2,174


43


2,075


42


71.32%


34.38%


-4.55%


-2.33%


MISSISSIPPI


26,483


347


29,840


378


32,898


378


12.68%


8.93%


10.25%


0.00%


MISSOURI


38,334


543


36,143


489


33,841


455


-5.72%


-9.94%


-6.37%


-6.95%


MONTANA


1,721


38


2,071


52


1,973


50


20.34%


36.84%


-4.73%


-3.85%


NEBRASKA


3,709


51


3,124


50


3,252


51


-15.77%


-1.96%


4.10%


2.00%


NEVADA


1,330


25


1,707


26


1,647


24


28.35%


4.00%


-3.51%


-7.69%


NEW HAMPSHIRE


603


16


796


14


795


14


32.01%


-12.50%


-0.13%


0.00%


NEW JERSEY


2,986


34


3,440


39


3,730


38


15.20%


14.71%


8.43%


-2.56%


NEW MEXICO


13,975


153


14,745


169


14,699


170


5.51%


10.46%


-0.31%


0.59%


NEW YORK


5,431


77


8,621


95


7,305


96


58.74%


23.38%


-15.27%


1.05%


NORTH CAROLINA


11,136


160


14,676


179


16,187


188


31.79%


11.88%


10.30%


5.03%


NORTH DAKOTA


343


12


299


12


365


6


-12.83%


0.00%


22.07%


-50.00%


OHIO


38,863


423


36,109


432


35,974


428


-7.09%


2.13%


-0.37%


-0.93%


OKLAHOMA


71,728


638


66,234


610


63,838


603


-7.66%


-4.39%


-3.62%


-1.15%


OREGON


8,647


116


8,495


117


8,614


120


-1.76%


0.86%


1.40%


2.56%


PENNSYLVANIA


7,000


121


8,094


141


7,464


137


15.63%


16.53%


-7.78%


-2.84%


RHODE ISLAND


156


4


449


6


257


6


187.82%


50.00%


-42.76%


0.00%


SOUTH CAROLINA


6,691


95


9,563


111


10,022


118


42.92%


16.84%


4.80%


6.31%


SOUTH DAKOTA


733


22


857


24


943


24


16.92%


9.09%


10.04%


0.00%


TENNESSEE


174,355


1,444


168,933


1,472


168,356


1,472


-3.11%


1.94%


-0.34%


0.00%


TEXAS


278,820


2,222


292,585


2,215


289,840


2,188


4.94%


-0.32%


-0.94%


-1.22%


UTAH


588


16


606


17


709


17


3.06%


6.25%


17.00%


0.00%


VERMONT


700


13


461


11


527


10


-34.14%


-15.38%


14.32%


-9.09%


VIRGINIA


10,610


130


11,752


153


12,422


163


10.76%


17.69%


5.70%


6.54%


WASHINGTON


10,164


107


10,992


129


10,719


136


8.15%


20.56%


-2.48%


0.78%


WEST VIRGINIA


22,969


276


19,509


290


18,903


295


-15.06%


5.07%


-3.11%


1.72%


WISCONSIN


2,632


55


3,294


69


3,442


68


25.15%


25.45%


4.49%


-1.45%


WYOMING


1,361


26


1,575


32


1,654


32


15.72%


23.08%


5.02%


0.00%


Totals


1,239,039


12,716


1,280,178


13,092


1,262,445


13,008


3.32%


2.96%


-1.39%


-0.64%

Types of Church Plantings

Have you ever heard someone say, 'Yes, our church would like to church plant, but we can't possibly do it until we grow to X number of members'? Or perhaps you've thought that yourself. We hear this statement because, typically, most of us think in terms of only one kind of church planting: when a congregation sends out 50 to 100 of its current members to a nearby location to begin another congregation. We call this type of church planting hiving, like what bees do when a swarm moves out of an established hive to begin a new one. There are, however, other types of church plantings. This week in our countdown article we're looking at different types of church planting, including hive planting, daughtering, mission planting, and vocational church planting teams.


A Biological Analogy


First, let's consider church planting using a biological analogy based on DNA. We are familiar with the function of DNA as that replicating mechanism within cells that guides their reproduction and growth. Healthy cells multiply themselves according to their DNA patterns, creating new cells which have the same DNA structure as their parent cell.  This is the whole basis around which cloning occurs. When an animal is cloned the resulting new animal carries the same genetic codes, DNA, that the original animal had. The same is often true for the hiving method of church planting. When a large group of people from one church move out to form a nearby, new church, they will typically take with them most of the same ways of thinking and acting that they experienced in their original congregation. It is who they are, their DNA. So the new church is likely to be a clone of the old church in function, structure and practices. Now there is nothing inherently wrong with church cloning, but just like in the animal world, when there are too many 'identical twins,' the gene pool becomes depleted and these churches will begin to experience a loss of vitality. There is not enough diversity in the churches to meet the challenges of new people, new circumstances, and new thinking in the world around them. The old ways become simply that 'old ways' not sufficient to sustain viable life in the new world.


One of the great benefits of church planting is that there are ways for churches to reproduce rather than clone. Just like in reproduction where parents produce children who are similar to them, yet different, with lives and character of their own, church planting using reproductive methods creates churches that are reassuringly similar to their parent, yet vitally different.


Daughter Church Planting


The reproductive analogy is easiest to see in daughter church planting. Daughter church planting occurs when an originating church (the mother church), supports the establishing of a new church through people, financial and expertise resources.  While we don't know for sure, it is probable that a number of churches in Acts were begun using such a pattern (Acts 21:20). Like hiving, daughter church planting is usually geographically near to the mother church; near enough where fellowship and shared activities can occur fairly regularly. What distinguishes daughter church planting from hiving is that daughtering focuses on evangelizing unchurched people to form the central core of the church while hiving forms the church core from transfer members. Daughter church planting is a powerful method to raise the density of churches in a focused geographic area. This quality makes daughter church planting well suited for urban environments.


Mission Church Planting


Another type of church planting is what may be referred to as mission planting. This is what Paul and his band of traveling companions did during Paul's missionary journeys. Paul was commissioned to preach and assemble new bodies of believers (Acts 13:2; 14:21-22). What distinguishes mission planting is that there is an identifiable individual or team of church planters who typically go further afield than daughter church planting. The greater distances require more preparation for the church planter(s), often times more financial support and greater attention given to communicating and encouraging the church planting effort. Sometimes mission church planting is referred to as parachute planting because the church planter is dropped into a new area isolated from other churches in the fellowship. Mission church planting is a powerful method for increasing the extensiveness of the church across large geographic regions or nations.


Vocational Church Planting Teams


Right now there are teams of college students planning to move to target cities around the United States with the express purpose of planting new churches. There are at least 3 vocational church planting teams committed to come to the Northwest from Harding, Lubbock Christian University and Abilene Christian University. These teams may have one or two full-time church planters, but for the most part the 5 or 7 or 10 families are planning to come as vocational missionaries. These teams are similar in that respect to the exodus movements of the 1960s. The team will locate in their target city, get jobs as school teachers, bankers, computer programmers or whatever vocation they are trained for, and through friendship evangelism make contacts, develop evangelistic small groups in homes, and coordinate these church cells into a cell-based church, or perhaps, eventually, into a more traditional church.  A primary benefit of vocational team church planting is to help re-distribute the concentration of Christians, moving committed Christians out of highly churched areas to settle in less churched regions of the country.


Conclusion


Hiving, daughtering, mission planting or vocational church planting teams, there are a variety of ways to plant new churches. Each approach brings its own distinctive strength to the arsenal of kingdom advancing strategies. Now which one you or I or any other church might choose will depend much on what God is calling you or I to do, but the critical idea is that each of us hear God's call to advance the kingdom- then answer Him with action.


For the sake of the kingdom,
Stanley Granberg

What Are We Talking About When We Say "Church"?

If I were to ask you right now to write a definition of church, what would you include in that definition? You might take a theological approach and speak of 'the people whom God has saved through the blood of Jesus,' which would be good. But, what if you had to speak of church at a visible, practical level? Would you talk about size of membership? Activities such as Sunday AM, PM and Wednesday night services? Is a church really a church when it has a building? What are we meaning when we talk about the church in church planting?

One of the great resources you will receive as an attendee of the Northwest Church Planting Workshop is a CD Rom with a pdf download of the 300 page The New Dynamic Church Planting Book published by Dynamic Church Planting International. On page 52 Paul Becker, Jim Carpenter and Mark Williams include a simple exercise to help us think through the question of what we mean when we speak of the church in church planting. I include part of this exercise here for you try.

Instructions: for each of the following descriptive items place the following designations

A. for absolutely essential
B. for good, but not essential
C. for sometime in the future, but not immediately
D. not important at all

_____ the Gospel is proclaimed (evangelism)
_____ Regular gatherings of professing believers for worship
_____ The Sacraments are properly administered (baptism and the Lord's supper)
_____The group is self-supporting (not receiving support money from outside the local church)
_____ The group is self-governing with no outside control
_____ Children's classes and youth ministry
_____ Biblically qualified elders
_____ Owns a building
_____ A minimum of _____ people gathering together regularly for worship
_____ Has an official membership roster

What are your A items? How many do you have? Steve Steele of the DAWN church planting ministries suggests the following 3 minimum items:


1. Regular gathering of believers
2. Trained leadership
3. Observance of sacraments

David Hesselgrave suggests a church is a body of believers who proclaim the gospel of Christ and gather believers for growth in faith and training in service (p. 20).

The mission team I worked with in Meru, Kenya used the following checklist to describe the point at which experience taught us a preaching point matured enough to where we would call it an initial church.


1. 10 to 15 adult believers baptized
2. At least 2 men who demonstrate leadership potential
3. At least 50% attendance at weekly services consecutive Sundays in which all worship activities are included and led by local believers

Granted, by US standards the preceding definitions are very minimalist. But they do challenge us to reflect on what we mean when we speak of church. What is the product we are referring to in church planting? Can we call a handful of believers meeting in a living room a church? How might churches change as they mature from a new, minimalist state to a mature state? And finally, how do we know when a church plant if successful?

We'll look at these questions in future emails, but for now it is enough to raise them in anticipation of the Workshop.

For the sake of the kingdom,
Stanley Granberg

Why Church Planting?

C. Peter Wagner has often stated that, historically, church planting has been the single, most effective means for advancing the kingdom of God. There is a need to distinguish at this point what Wagner is and is not meaning with this statement.


What Wagner is not meaning is that the most effective way for any given local congregation to grow is by planting new churches. Planting a new church may or may not be what a local church ought to do. Is the timing right? Does the church have the experience and people in place? Is there a written plan of action that would increase the possibilities of successfully planting a new church? Has sufficient commitment to the task been raised within the congregation? At the local, individual church level there are many variables to consider before a proper determination to church plant or not can be made.


What Wagner is saying is that on the macrolevel of history, and when looking at broad, geographic areas, church planting has demonstrated itself to be the single, most effective method of expanding the kingdom. I believe Wagner's conclusion is valid for both biblical and practical reasons.


Biblical Insights Supporting Church Planting


The book of Acts is such an extraordinary book tracking the growth of the church through church planting. There are no fewer than twenty references to cities in which believers lived, where the inference if not the fact is that these were churches. David Hesselgrave makes this statement about Acts, 'From here (Acts 13) on the New Testament clearly indicates that churches were formed wherever some became Christians' (Planting Churches Cross-Culturally, 1980:.27). So closely linked are the ideas of evangelizing and church planting in Acts, it would be difficult for us not to accept that church planting was an essential part of the evangelistic work of the Holy Spirit. The New Testament seems to call us to recognize church planting as an indispensable part of the program of preaching of the New Testament church.


Practical Insights Supporting Church Planting


From around the world there are astounding reports confirming that we are living in a period of great religious receptivity. The Southern Baptist Mission Board recently published a small booklet highlighting the evangelistic impact of Church Planting Movements (David Garrison, 2000). Garrison reports in a South American country two Baptist evangelistic unions overcame government persecution to grow from 235 churches in 1990 to more than 3,200 churches in 1998. Among the Khmer people of Cambodia a new strategy for church planting was implemented in 1989. The Baptist churches had only 6 congregations with about 600 members that year. By 1998 their churches had grown to over 60,000 members in 194 congregations. And again, in a Hindu province in central India another work grew from 28 churches in 1989 to over 2000 in 1998. This growth represented over 55,000 people who made decisions to leave Hinduism for faith in Jesus Christ. Among Churches of Christ the amazing results in African countries such as Nigeria, Ghana, Kenya, Zambia and others have demonstrated the practical power of evangelizing through the planting of new churches.


I am pleased that our primary workshop presenter, Marc Bigelow, has been involved in the planting of over 60, middle-class, urban-oriented Restoration churches in the northern California area since 1986. These church range in size from 130 to over 7,000 members! Marc brings with him the testimony that when we look at larger geographic areas, church planting consistently has proven itself to be an amazingly powerful method for bringing the gospel into the lives of lost people.


For the sake of the kingdom,
Stanley Granberg

What Kinds of Churches are There? (part 1)

The New Testament Church, House Churches and Cell Churches


Do you remember the joke about the wife, who after riding for hours with her husband finally asks, "Dear, do you know where you're going?" And the husband replies, "No, but I think we're making really good time."

One of the fog banks that prevents many people and churches from becoming involved in church planting is that we often don't have a clear idea of the end product. Some people envision a neighborhood style church with a steeple on the roof and brightly dressed, neat parishioners gracing the church doors on Sunday morning. Another person may see a bunch of high energy, sartorially challenged twenty somethings meeting in a coffee house. And still a third person might picture 3 or 4 families meeting in a living room. Are these all valid pictures of churches? They might be. Last week we looked at some of the basic concepts involved in defining a church. In this article we're going to look at different types of churches.

The New Testament Model

One of the most interesting phenomenons in American Christianity is that our churches have typically not looked like the church of the New Testament. In his insightful book on the NT church Robert Banks argues that the meeting groups of the NT ekklesia are best thought of in terms of house-churches. "Whether we are considering the smaller gatherings of only some Christians in a city or the larger meetings involving the whole Christian population, it is in the home of one of the members that ekkesia is held."

We are certainly familiar with the references Banks uses to make this statement. Paul greets Nympha and the church in her house (Col. 4:15). The church in Colossae may be meeting in Philemon's home (Philemon 2). And when Peter is miraculously delivered from prison, the church is praying in the home of Mary, mother of Mark (Acts 12:12). So influential was the household to the early church that the conversion of the household head, the paterfamilias, was crucial to the spread of the early church (Clarke, 1 Cor. 1:16; Acts 10:2; 16:31; 18:8).

The Modern House Church Movement

Today a return to a similar pattern of church is occurring with the house church movement. These churches are really what you would expect, they are small groups of people who meet in homes to share their Christian life together unencumbered with buildings, size or the superstructures of administration characterizing traditional church. Wolfgang Simson is so committed to the
benefits of the house church to Christianity that he speaks of the house church movement as the Third Reformation, a reformation based on structure.

What do house churches do? Simson says they are characterized by 4 activities: 1) eating together, 2) teaching each other how to obey, 3) sharing material and spiritual blessings and 4) praying together. Sounds simple? It is, and that is what is considered the strength of the house church.

There are also some weaknesses with the house church model. One is the weakness of visibility. In Issue 3 of House2House magazine the experience of a house church planter in Austin, Texas records, "I thought I was being creative, dreaming up something new . . . but I certainly didn't know that a global network existed- or that there were at least three home churches within five minutes of my house (p. 6)." The urbanized world of the 21st century provides a distinctly challenging environment to the house church in making an impact that can reach public proportions. A second weakness is that of leadership development. Without broader scale institutions or processes for training leaders biblically and practically many house churches succumb to leader weakness. And finally, house churches lack many of the support systems that large churches provide.

Still, the house church movement has been hugely successful in many parts of the world.

Cell Churches

The most famous cell-based church is probably the Yoiddo Full Gospel Church in Seoul, Korea, led by Paul Yonggi Cho. This church of over 700,000 members is based on small groups, or cells. Each cell is overseen by a cell leader, who in turn is overseen by a district or regional leader and so on. Cell churches, often called cell-celebration churches, are different from house churches in that they are usually part of a much larger system of cells where specialized ministries, leadership training, etc. are provided from with in the structure of the larger body. Thus they overcome some of the weaknesses of the house church model.

What then makes cell churches different from traditional churches with small groups? The primary difference is one of identity. A church with small groups still uses the traditional Sunday AM service as the defining point of identity for the church. Without that service meeting regularly, there would not be a church. The small groups are peripheral to the core identity. But in cell churches the identity is in the cells themselves. It is in the cells that church happens. Then
periodically, typically once a month, the cells will meet together for a large celebration worship. As Robert Logan and Jeannette Buller say about the cell church, if you're not in a cell, you're not in the church.

The cell church overcomes many of the weaknesses in the house church model while maintaining house church strengths. In addition, the cell-church appears more at home in urban environments where strength of numbers equates to strength of impact and visibility. But, the cell church has weaknesses as well. Simson lists several weaknesses including a strong hierarchical structure and feel to the organization, the need for highly charistmatic and organizationally adept senior pastors (such as Bill Hybels, Paul Cho and Cesar Castellanos), typically high-end church headquarters and susceptibility to corruption in high-level leaders. None of these weaknesses is necessarily fatal; many church organizations share them. But these susceptibilities do require attention.

For the sake of the kingdom,
Stanley Granberg
 


References

Robert Banks (1980). Paul's Idea of Community: The Early House Churches in Their Historical Setting. Grand Rapids, MI: Eerdmans, p. 41.

Cesar Castellano. http://www.mci12.com/english/churchnet/churchnet.htm.
25,000
cells in Bogota, Columbai.

Paul Yonggi Cho. http://english.fgtv.com/.

Andrew D. Clarke (2000). Serve the Community of the Church. Grand Rapids,
MI: Eerdmans, p. 161.

Robert Logan & Jeannette Buller (2001). Cell Church Planter's Guide.
ChurchSmart Resources. www.churchsmart.com .

Wolfgang Simson (1998). Houses that Change the World. Waynesboro, GA:
Paternoster.

What Kinds of Churches are There? (part 2)

The Traditional Church as Family, Neighborhood, Magnet, Resource and Concept Churches


On a recent trip to Dallas, Texas I met a number of you who are receiving this church planting workshop bulletin. I gathered from comments that the "daily" (it really has been just weekly) updates have made an impact. I have been out of town for the past 2 weekends, so you got a bit of a break, but it's time to get back into the saddle.

In the last bulletin we began looking at structures of churches, reviewing the concept of house churches and cell churches. In this week's bulletin we're going to look at traditional churches and their structures.

Most of us (very probably all of us) grew up in what is termed a traditional church. Our churches were often times from 50-200 members in size. We met twice on Sundays and probably had a mid-week service or Bible classes as well. We knew who the church members were because we saw them at services Sunday mornings. We also knew who the really committed members were because they attended all the other services and all the other activities as well. That, in fact, was the chief criterion by which the spirituality of church members was evaluated, by their attendance at church functions. What we were less aware of is that these ideas were the result of both size and value assumptions. We assumed that our experience was normative.

Today, the traditional church is more varied in size, structure and organization than it was in the past. What distinguishes the traditional church from the other types of churches is that it still retains congregational worship services as a defining criterion (as compared to the small group basis of the house and cell churches). The following chart identifies 5 types of traditional church structures, and compares them by 7 key identifiers: size, structure, staff, levels of ministry, assimilation, metaphor and key activities. There is not the space here to go into detail on each cell in the chart, but let's look at the 5 types of traditional churches through their 7 key identifiers.

Chart of Traditional Church Structures
(This is a MWord table)