church growth

Some thoughts sparked by the book by Ken Ham & Britt Beamer

I.    The Observable Trend

Ham begins his book with the observation that the church buildings of Europe are mostly empty and that those in the U.S. are not far behind. Many buildings are being re-purposed or torn down. While this may be disturbing, it is hardly news. The trend has been well documented for decades. For example, Thomas C. Reeves presents an in-depth analysis of the decline of the ‘Main-line’ denominations in the United States in his book The Empty Church, The Suicide of Liberal Christianity (The Free Press, 1996).

To what extent should the church change in order to attract people?

A while back a fellow Elder resigned at the church I used to serve. True, one of the reasons was a long-term medical situation in his family which took a great deal of time and emotional energy. As a result he felt that he was unable to give enough attention to his responsibilities at church. But there was another reason as well. He was disappointed that the church had not been growing as fast as he thought it should.

Sooner or later, all of us in church leadership are confronted with a pretty basic decision. This decision will affect just about everything we do. It will determined the character of our assemblies and the kind of outreach we do. It will have an impact on how we grow and the nature of that growth.

What’s really scary is that some congregations seem to make this decision by default without really discussing it or even thinking about it. I’ve known some that just sort of went along with the flow and didn’t seem to have any sort of strategic vision at all.

Now, I think it’s a fairly safe bet that all of us want our congregations to experience dynamic and vibrant growth. At least there are few, regardless of what they think in their heart of hearts, who would say that they didn’t want it. The real question is how we will go about fostering it.

There’s been a lot of ink spilled in recent years on the subject of what makes congregations grow. Behind a lot of the discussion is an assumption that bigger is better. The assumption isn’t necessarily true. Bigger is not always better. It depends on what is growing and how it is growing. If a cancerous tumor grows bigger, it is hardly cause for joy.

Back in the 1980’s one of the most popular books on management making the rounds was In Search of Excellence by Peters and Waterman. Not long after the book was published, several of the ‘excellent’ companies they wrote about ran into trouble. Some of the principles and ideas discussed in the book have since fallen from favor, too, but one of them has intrigued me from the time I first read it.

Scaling down for growth

The authors wrote that many of the excellent companies ignored theoretical economies of scale and deliberately designed their systems and plants to be sub-optimal. It turns out that by keeping things small, these companies were able to achieve efficiencies which more than made up for any economy of scale. They reported that things started to go wrong whenever there were more than about 1,000 people under one roof.