The ‘Rebels’ Group. Many years ago now, my family attended what was then one ofthe larger congregational churches in Australia. This was (and still is) an excellent church, with a wonderful menu of effective ministry programmes and all manner of groups and people networks ranging from playgroups to craft groups, from financial advice to low cost accommodation. Back then, there was a large staff team and on weekends, we scheduled five or six different worship services, a massive Sunday school, and youth programmes. To serve there was exhilarating, worthwhile, but exhausting.
This was a fascinating time as that congregation had slowed growing numerically and had been on a plateau for at least five years. I saw how challenging it is for a large and successful church to appraise and change its paradigm. I also learnt, back then, how church growth and mission were closely related to strategic planning and corporate management. Back then, we often assumed the presuppositions, methodology and practises of the large, successful (mostly Northern American) regional churches.
Whilst we were great at asking demographic, marketing and organising questions, we struggled to do the deeper work of thinking through together what our theological 'lenses' should be. We engaged in little contextual theology or in challenging unbiblical cultural traits. Instead, we tended to imitate the approach of other larger churches if they increased numbers. I recall planning meetings where issues were raised such as whether we ought to remain a geographically “local” church or evolve into a “regional” church; whether demographic segmentation was appropriate or not; whether we ought to implement a central, top-down management structure or rather decentralise through becoming a more inclusive home group network; whether we ought to organise functionally or organically; or whether the cultural assumptions under-girding suburban Australia ought to be imitated or challenged.
The telling thing was not what was decided, but that nothing was decided on most of these questions. These issues were benignly seen as irrelevant to the process of articulating a strong mission statement, core functions, long term goals, growth and so on. Provided we were reaching out and moving off the plateau, bringing people in, then that was more the priority.
After five years, I had moved into different vocational work, but we remained at the edge of this very large congregation. In the midst of this massive professional effort, we came to miss that sense of localised, permanent, intimate, and messy community.