How Can Natural Church Development Help Your Church?

How can Natural Church Development help your church?

If you were able to discover something that had the potential to help your church in the following ways, would you want to know more?

  • Give focus to the church
  • Unite the church
  • Make the best use of your resources
  • Assist leaders to help their church and not harm it
  • Identify the church’s strengths
  • Locate the church’s area of dis-ease
  • Help discover the church’s back and front doors
  • Guide a church to its own unique identity rather than copying other church models
  • Point leaders to God’s unchanging and unchangeable principles
  • Help your church become more balanced in its ministry
  • Help you church become more passionate, caring, praying, gift-based, need-oriented, empowering, inspiring, holistic and effective

Natural Church Development can help your church in all of these ways – and more. But will it? It will, if the leaders of your church are amenable to working agreeably with each other!

I am referring to the Natural Church Development church health assessment.

If you would like to know more you can contact me at ncd@inspire.net.nz

The Marks of Revival

In going through a presentation I heard recently on the marks of revival, and having worked with Natural Church Development for some twenty years now, it is my conviction that any church that scores highly on the eight Quality Characteristics will be in a state of revival.

I have heard many people speak about revival (without actually defining it).

I have experienced congregations singing about it (without defining it).

What Christian Schwarz was investigating, in the largest research project on the church (1000 churches, 6 continents, 34 countries, 4.5 million bits of data), was an answer to the question: ‘What should every church and each Christian be doing in order to fulfil the Great Commission?’ Schwarz ‘uncovered’ eight Quality Characteristics that are always present in every church no matter what culture they are or what their denominational ‘persuasion’ or what person or programme they may be following.

These eight characteristics can be seen in the presentation where the speaker’s topic was: ‘The Marks of Revival.’

  1. Empowering Leadership

The speaker mentioned one revival that ceased because some high-ranking church leaders would not empower others in the church to continue their work. I think there might be a number of revivals that have ceased because those with ecclesiastical power refused to share it with anyone else; they dis-empowered those through whom God was working.

2. Gift-based Ministry

This can be easily observed in Acts 6 where the apostles delegated the work of sharing resources, while they continued with prayer and the word. God’s work flourishes when people work in the areas God has gifted them.

3. Passionate Spirituality

Revival is always accompanied by prayer and an emphasis on the Scriptures. All spiritual disciplines are carried out with passion. As the speaker said, revival creates a fresh hunger for the word of God; a new desire for prayer; a new dependency on the Holy Spirit.

4.  Effective Structures

George Whitefield lamented that he had not structured his converts as Wesley had. The Methodist church exists today because of the methodical way Wesley went about his work; but where is the work of Whitefield to be seen?

5. Inspiring Worship Service

Again, the speaker said ‘Revival brings a longing for worship.’ During revival times the people do not have to be pressed to attend worship; they are very clear on why they are attending and the whole experience of ‘church’ is totally positive.

6. Holistic Small Groups

John Wesley’s way of structuring his ‘converts’ into a small group system demonstrates the necessity and the value of meeting in this way. As someone once said, ‘Small groups are the cutting edge of the church.’.

7. Need-oriented Evangelism

As the speaker declared, ‘Revival brings an extraordinary harvest;’ and another point: ‘Revival brings a new thrust into mission.’ There is no doubt that during times of revival the church experiences exceptional growth with even the worst citizens being converted.

8. Loving Relationships

What more should be said but that church members must love one another?

These quality characteristics are like the vital organs of a human being; they each need to be healthy. If any one of them is not, it will prevent the body from functioning as it should, and that one will require attention to make it healthy again.

The health of a disciple-making church could be compared to the fitness of an All Black rugby team; most of us physically are not that fit. The same disciplines and routines that make All Blacks fit, can easily be transposed across to the health or quality of the individuals that comprise any community of faith.

How do we know if a quality is a principle or not?

Covey says a quick rule of thumb for testing if a quality is a universal, unchanging and unchangeable principle, we should try to imagine living in a world where the opposite is the rule and practice. For example, what would it be like working for a company (or being part of a family) where everyone wanted to control, rather than empower, each other? And what about being in a team (or a relationship) where nobody cared?

He says:

“Principles are guidelines for human conduct that are proven to have enduring, permanent value. They are fundamental. They’re essentially unarguable because they are self-evident. One way to quickly grasp the self-evident nature of principles is to simply consider the absurdity of attempting to live an effective life based on their opposites. I doubt that anyone would seriously consider unfairness, deceit, baseness, uselessness, mediocrity or degeneration to be a solid foundation for lasting happiness and success.” (‘The 7 Habits of Highly Effective People,’ page 35)

Christian Schwarz has a clear definition of the term, principle: “A principle-oriented approach to church development fulfils the following four criteria:

  1. Principles are universally valid. They don’t apply only to certain situations or specific circumstances. They apply to all denominations, to all church models, to all devotional styles, and to all cultures.
  2. Principles must be proven. Until we have clear empirical proof, we may be dealing with an interesting concept that is worth consideration, but we shouldn’t speak about it as a principle. There is only one way to find out whether or not a specific feature is a universal principle: research on a universal (worldwide) scale.
  3. Principles always deal with what is essential, never with secondary aspects of the Christian life. Therefore, we can expect to find the principles that influence our lives also described in the Bible, even if the terminology is different.
  4. Principles always have to be individualized. They never tell you exactly what to do. Rather, they give you criteria that enable you to discover what should be done in a given situation (‘Color Your World with Natural Church Development,’ page 19).

Jim Collins had just finished presenting to a group of internet executives when he was asked: “Will your finding continue to apply in the new economy? Don’t we need to throw out all the old ideas and start from scratch?”

Collins answered, “Yes, the world is changing, and will continue to do so. But that does not mean we should stop the search for timeless principles. Think of it this way: While the practices of engineering continually evolve and change, the laws of physics remain relatively fixed. I like to think of our work as a search for timeless principles – the enduring physics of great organisations – that will remain true and relevant no matter how the world changes around us. Yes, the specific application will change (the engineering), but certain immutable laws of organized human performance (the physics) will endure.”[1]

Which are those things that are timeless? They are the qualities we should pay attention to!

[1] “Good to Great” by Jim Collins, pp.14, 15

Natural Church Development Principles: Symbiosis

The Preacher says: “Pride leads to disgrace, but with humility comes wisdom.” (Proverbs 11:2 NLT)

The ancient Greeks believed this, and so did the Preacher. Stephen Covey says that pride is the great barrier to Synergy or symbiosis. He gives this example: “The synergy mentality short-circuits conflict in the workplace, and the resulting spark of genius can be dazzling. But synergy does not come cheap, and the forces working against it are formidable. The toughest barrier to synergy is pride. It’s the great insulator that prevents the creative blending of human energies.

There is a whole continuum of pride, from the familiar “NIH Syndrome” (“If it’s Not Invented Here, it can’t be worth anything”) all the way to the hubris that leads to the downfall of people, organizations, and nations.

The ancient Greeks taught that hubris, or extreme arrogance, was the worst of crimes. In those days, a soldier who boasted of his own strength and humiliated his enemies was guilty of hubris. So was a king who abused his subjects for his personal gain. The Greeks believed that hubris would bring on nemesis, or inevitable ruin. Hubris, they said, always leads to tragedy in the end—and they were right.

Today we’ve seen the collapse of some of our most trusted institutions because of hubris at the highest levels. In the financial debacle of 2008, many key leaders were guilty of everything from blind overconfidence to outright fraud.

The main symptom of hubris is a lack of conflict. If no one dares to challenge you, if you receive little input from others, if you find yourself talking more than listening, if you’re too busy to deal with those who disagree then you’re heading for a fall. An example is the former head of the Royal Bank of Scotland.

According to reports, this man “brooked no criticism. . . . Every morning his immediate circle took part in a meeting where on occasions executives could he reprimanded seriously.” He referred to his unfriendly acquisitions as mercy killings. The Times of London called his leadership “hubristic.” Thus he was isolated from the truth about the oncoming banking crisis, for which his aggressively risky business dealings were said to be partly responsible

In 2007 his bank was worth £75 billion; by 2009 it was worth £4.5 billion and had suffered “the biggest loss in British banking history.”’

Looking at another example, it’s probable that the anti-synergy mind-set at Enron brought that company down. Observers see in Enron the classic model of a hubristic culture: “This was a company that purposely shut down alternative and conflicting views of reality to protect the status quo. In the name of preserving success and being in hard-nosed pursuit of greatness, an inflexible, intolerant culture developed in which new ideas were ignored, concerns were dismissed, and critical thinking got you fired.” (Covey, ‘The 3rd Alternative’)

The Preacher was so convinced of the folly of pride that he states categorically that it leads to disgrace, period. And he states it publicly as an axiom, a life principle, as though there is no escaping the disgrace that pride will bring in the end. Pride makes us think we’re better than we are. Pride prevents us from listening to the opinions of others as being valid perspectives in any given situation. Pride makes us think we know best. Pride prevents us from understanding that we, too, have blind spots, and that we need others to help us understand the whole picture.