A Lamentation on Purpose

From a book I recently read on decision making, the author cites research that indicates the number 150 as the optimal size of a group pursuing any given task. The group might consist of designers, engineers and marketing professionals. Their objective may be to develop new product lines or make the current operation run with greater efficiency and effectiveness. If you double the number 150 to 300, it would be better to create competing groups working on the same task or two groups with different projects altogether. Even the 150 should divide into groups no smaller than six or larger than twelve. There also needs to be a set of managers whose task it is to keep the big picture (central purpose) before the entire 150 member team.

In congregations that function well, which in my opinion practically do not exist, this structure would be present. In a congregation of 500 there may be four groups of 125. In a congregation of forty, you will divide into teams of ten or so who will study together, pray together, serve others together, evangelize together, sing together, and teach together or any other natural activity of a church. Each group does not need to be the same age or gender (though there is something to commend such an arrangement). The key element for success in every group and the combination of all the groups is a singleness of an overarching purpose. If the totality of groups fragment, the mission suffer then dies.

We ought to have diversity of gifts and even personalities. You certainly want a variety of visions and ideas. Yet, there must be an unwavering unity of purpose and agreement on core principles. When a newcomer desires to join the church it ought to be obvious to all the he or she is spiritually mature enough for participation in the mission of that congregation. If such maturity is not evident, then such a person requires discipleship and nurturing. If there is no clear “ready” point for its workers and leaders, then the congregation itself needs to refocus its overarching purpose.

Compare this idealized construct of a functioning congregation with the reality of a particular setting. There are two organizational structures in every dysfunctional congregation. Most cases there is a lofty mission statement of an idealized shared purpose. This hangs on the wall in some honored place. Its principles are rarely applied. The real objectives are apparent but never stated. Everyone, who has participated for more than five years, knows precisely what the boundaries are. There may be a group of individual persons or groups who vie for power in order to achieve no particular purpose except some form of control. In some smaller congregations there may be one single individual who holds tightly to the controls of the ship.

As in highly functional structures in sick structures there will be groupings. These groups are often from the same generation and hold the same socio-economic status. They will likely have social connections outside the congregational life.

 

What is the highest goal of a dysfunction unfocused congregation? It is survival. It continues for the purpose of continuing. It seeks to gain new members to replace the ones who have departed. Its petty dictators watch the pews slowing empty and sigh a mournful whisper – “I will soon be dead and so will my church.”

The congregations that are growing spiritually and numerically are those who dedicate themselves to effective, God honoring, activities. They are not effective by accident. They have lay leadership with a heart for the Lord and a vision for advancing His Kingdom.