By Bishop Mike Rinehart
The turnaround of the mainline churches will happen when we in those churches care as much about those outside the church, as we do those inside. To embrace relevance, we will have to let go of survival.
That’s it. That’s all I’ve got. If I’m wrong, fire me now. I’ll die on this hill.
What does this mean?
My theory is that the mainline churches have ceased to be relevant to the culture, because insiders trump outsiders every time.
Decisions are made for the benefit of those inside rather than those outside the church. In every single decision, even the little ones, insiders trump outsiders. Take hymns, for example. Musical decisions are not made considering what will attract spiritually hungry outsiders, but what will please the card-carrying, bill-paying membership. Most church outsiders don’t care if you ever sing “How Great Thou Art.” They won’t be slightly offended by a guitar in church. Time and time again church leaders receive heat from church insiders upset about this or that, because the insiders are trying to recreate their childhood church experience or simply have a rigid idea of what church is supposed to be. Church leaders cave in to these insiders because try control the purse strings.
More facts on the ground: insiders are inherently change-averse. People don’t like change, especially those who have status in the church. Pete Steinke taught us that every church is an emotional system. Some people are benefitting from the system as it currently is. Some benefit emotionally. They are revered as church saints. Or they are validators to whom everyone turns for approval of decisions. They are having an emotional need met by receiving recognition. Or perhaps they are simply tirelessly defending The Tradition, regardless of how new or unhelpful that tradition may be. People in power, who have privileges in the current system, will resist change and make life really hard for any leader who seeks to be a change agent. Pastors are paid from members’ giving, so there is a potential conflict of interest. If they do the right thing, some leaders will end up losing their job (or up on a cross, to reference an often-told story).
Why is this happening?
Church structures were set up to preserve what exists, not change it. These stable structures work well when society is changing slowly, imperceptibly. If something is working, protect it at all costs. But what if it is not working? What if the rate of societal change skyrockets, and old patterns and structures no longer work? Peter Drucker once said, “When the rate of change outside the organization exceeds the rate of change inside the organization, the organization is doomed.”
What do we do about it?
Change. Adapt. The church has adapted, survived and even thrived in times of tectonic change in the past. It can again.
Stable structures are a high value in a stable culture, but when in a climate of rapid change, adaptability is the higher value. In a time of stability, experience is crucial. In times of change, experience can be a liability, especially if the experienced make the fatal mistake of assuming what garnered success in the past, will guarantee success in the future. What got you where you are now will not get your where you need to go in the future. Sorry. Leaders who don’t get this are in for some rough sledding.
Let’s face it, change is hard. Change, however is non-negotiable. The only constant in life is change. There is no growth without change. As someone once said, “The only one who likes change is a wet baby.” Any kind of change creates conflict. Leaders can only tolerate so much discontent. And even a little discontent sounds LOUD when you’re in the hot seat. So when things heat up, leaders circle the wagons, which is precisely the wrong thing to do. Instead, leaders need to sin boldly. Lead boldly. Look at any successful enterprise and you can be certain that someone, at some point, took a huge risk along the way. Nothing great is accomplished without risk.
“The trouble with Steve Jobs: Likes to make his own rules, whether the topic is computers, stock options, or even pancreatic cancer. The same traits that make him a great CEO drive him to put his company, and his investors, at risk.”
But risk is risky, and change is simply too difficult and painful. Most organizations won’t change until they’re desperate, like the alcoholic that won’t go to rehab until s/he hits rock bottom.
So what will give us the courage to take those risks?
This takes us back to the beginning. Churches will not adapt to the new realities until they care as much about reaching those outside, as appeasing those inside.
The world is hell-bent on destruction in countless ways. It is desperately in need of a church that offers a Way of peace, truth, compassion and hope, as opposed to the world’s way of power, materialism, exploitation and violence. It needs leaders willing to risk comfort, status and economic security for the life of the world and the outreach potential of the church. It needs a church that looks less like the Pharisees’ religion and more like Jesus’ ministry. It needs a church that is willing to sacrifice everything for those outside: buildings, budgets, sacred cows, traditions, structures. It needs a church that so loves the world, that she’d be willing to die for it.
So here’s the plan. New policy. Every decision, every single decision made by staff, council and every committee is made on behalf of those not yet here. Every sermon choice, every hymn, song and musical choice, every building and grounds choice, every spending choice is made with outsiders in mind.
When we become a church for the world, the outsider, when the pain of staying the same (and dying of irrelevance) for those already here exceeds the pain of changing (and sacrificing old ways) for those not yet here, we will be the church for which God incarnate came to this earth and gave his life.