You Can't Believe Everything You Hear about Church Growth
Lyle E. Schaller
January 1, 1997
The typical congregational planning process is overloaded with wishes, dreams, and myths, which undermine effective decision-making.
Nine common examples illustrate this syndrome:
Myth 1: If we build it, they will come
"We now average about 400 at worship, and we have designed a comprehensive strategy to double our membership over the next six years. The recent and projected population growth in this community suggests that is a realistic goal. Therefore we have launched a capital funds campaign to double the size of our physical facilities. We're convinced if we build it, they will come."
Reality:
That slogan was a great story line for a wonderful baseball movie, but for churches, it overlooks two crucial variables: The initial focus on responding to rapid population growth should be on expanding the ministry and raising the quality of what is offered. That usually means that adding program staff should come before constructing additional facilities.
A second issue is the assimilation of newcomers. Unless the process for the assimilation of new people is improved and expanded, a 50 percent increase in membership may produce only a 10 percent increase in worship attendance.
Myth 2: Don't make changes in the first year
"When I came to this congregation, three veteran pastors advised me to spend the first year identifying the lay of the land and getting acquainted with the people. They warned me to minimize the number of changes I should introduce in the first year."
Reality: That may be wise advice in congregations in which the predecessor left under a cloud and the number-one priority is to reestablish trust in the office of pastor. In at least four of five situations, however, the new pastor would be wise to take advantage ...
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