The kind of change we have been discussing very often has its roots in the age of the institution. It helps us to track those developments. If we think of them in terms of stages or generations in the life of an institution, each succeeding generation has, generally speaking, identifiable traits. Based on Hiebert’s description of institutional development, we can observe the founders as a baseline. From there, we can identify characteristics of a second and a third generation of an institution. The progression is what I have termed “generational creep.”[i]
As time goes by, the structure becomes increasingly
bureaucratized. If measures are not taken to counter Generational Creep,
significant changes and the possible death of the institution can occur. Such a
death is most often slow. One example of this are the Shakers. We all know of
churches that have been closed. The bad news is that generational creep is,
over time, an unavoidable phenomenon. The good news is that there are ways to
slow it down. We will first look at the process.
This chart describes in general terms the ways in which succeeding
generations tend to care for the founder’s vision. The value of the chart is
not in figuring out the number of years involved in each generation. It is,
however, helpful as a way of discovering where your institution may be in the
creeping process. Where do you find your institution in the chart? Which of the
column descriptions apply?
This chart is not offered to discourage you.
It is intended, however, to help you to see clearly where your church or institution
may be, what you may be experiencing, how you got there, and what you can do.
The process we are examining is more
sociological than spiritual in nature. The church in question may indeed need a
revival, but it is also important to come to grips with the sociological
reality. It is possible to track the progression of generational creep when
examining any institution, large or small, including any local church.
Institutions have many benefits. People come
together, discover common causes, form strong bonds, and share belief systems.
When people organize themselves and pool their resources to promote their
commonly held passion, they benefit, and society benefits.
As an institution grows, certain patterns and
traditions begin to develop which are particularly difficult for local churches
to overcome. If not halted, generational creep can lead to rigidity and
depersonalization. In the remainder of this chapter, we will be examining what
may be done to slow down this process.
IMPLICATIONS FOR THE CHURCH
What does all of this mean for the Church?
When generational creep slips into the Church, any change it brings to the
original vision is often seen as being a spiritual problem. While there may be
spiritual undertones, the progression of creep is most likely attributable to
sociological factors. As institutions grow, mature, and age, relationships deteriorate,
and people become ever more entrenched in tradition and bureaucracy. In the
end, programs become more important than people, and they tend to weaken the institution
as well. This is what makes renewal so necessary.
The question arises, “Can anything be done to
halt generational creep?” The short answer to that question is that probably
nothing will halt it altogether. Any attempt to attack generational creep head
on, will likely create virulent opposition to any change. The following ideas
are offered to assist you in taking action against it.
SLOWING DOWN GENERATIONAL CREEPThere are some things you can do to attempt to retard the ongoing advancement of generational creep. Those ideas below, if used, might help to slow down its progress.
• Start new congregations as a way of life.
Nothing energizes a congregation like birthing a new community of faith. It is
also a natural way to help to ensure that the life cycle is renewed.
New
starts are particularly needed in a climate of accelerating change in our
society. New churches can be structured and methods incorporated that are
designed to reach new generations and new language groups with the gospel
message.
• Develop networking relationships with other
churches and para-church organizations. Networks formed to address specific
tasks enable the members of the network to do together what they could never accomplish
by themselves. One of the advantages of networks, is that they exist for a
finite period of time, do a specific job, and then they are disbanded.
Results
can be achieved without creating new institutions. Generational creep is bypassed.
All the participating institutions experience the feeling of accomplishment.
• Place the majority of your lay-workers and
their ministries as close to the grassroots as possible. Grassroots ministry
best occurs when ministry connects with people who are not yet in the church.
An institution can delay generational creep if its people are on the
frontlines.
• Those doing ministry at the grass roots
should also be empowered to make ministry decisions at that level. One way to
implement this idea would be to adopt a team structure, where the team leader is
given the authority to make decisions and have access to a budget.
• Keep a feedback loop in place. Both workers
and the community need to be in the information loop. Encourage constructive
criticism. Realize that the workers, who minister at the grass roots level, are
in the best position to execute midcourse corrections. If they have that kind
of input and authority, they will also have a greater sense of ownership.
• Practice the Great Commission. The Church
needs to acknowledge that a large part of its true constituency consists of
those who do not yet attend. Even more important is to take active steps to
minister outside the church. This, too, will help to slow down generational
creep.
• Establish the core values of your church.
Core values encapsulate the essence of the congregation. They are values which
the congregation has decided a) will never be changed, b) will be the impetus
behind everything the church does, and c) will be adhered to, even if it costs
the local congregation its existence.
• Encourage members to volunteer in secular
organizations. This policy keeps the church’s mission focus outside the church.
Even though we will not be able to avoid
generational creep altogether, these are a few ideas to help you possibly to
delay it.
Where is your church, denomination, or
institution in this chart?
What can you do, given your situation, to slow
down the process of institutionalization?
[i] Adapted from chapter
19 in “Reconnecting the Church: Finding Our Place in Complex Culture,” by J.
Timothy Kauffman.
