EXTRINSIC VALUES

(Since writing this almost four years ago I have come to see that the problem that I discuss in these paragraphs is not one of institutionalism, but of theology. Postmoderns refer to two forms of the future: “absolute future” and “present future.” The absolute future refers to the impossible possible. It is what can only be discovered when we don’t know exactly what we are looking for. The present future is what can be adequately planned. The present future is not necessarily bad, but the argument goes that when we live within a present future paradigm then we experience the best that can happen before we ever set out to discover it. Now there is an obvious need to make plans, but when the destination is pre-determined then not only do we typically not get much further, we usually enjoy the fruit before we ever embark. As one that does strategic planning and assessment for a living, I find new opportunities and challenges with this philosophy, but as I contemplate the church I see that it is this that causes the business mindset. When doctrine is limited to benchmarks of success then the success of the church is likewise limited and pre-determined. If you are an evangelical reading this you may say that that is where the Holy Spirit intercedes, but I would argue that the modern theology and structure of the church has often predetermined the work of the Holy Spirit as well.)

A fundamental dynamic of the institutional church is organization. There is typically a staff position for as many significant ministries that the church budget can support. For every negative that can be mentioned regarding this business model, there is a positive. I believe that there is confusion here with many that are frustrated with the institutional church. Those that are frustrated tend to often address the programming of the church. Despite the justified argument that a program saturated ministry is unable to build significant relationships, (which I disagree is absolutely true) the programming of the institutional church is not the greatest dilemma in the church. The dilemma, however, is directly related to the programming focus of the church.

When a church becomes defined by the individual ministry areas in a church that are established under a central accountability then program directors, senior and associate pastors, and support staff have to be evaluated by certain and reasonably established criteria. The most notable criterion is success. At this point it sounds very reasonable. A church needs someone to organize a children’s ministry because there are enough children in the church that it becomes a special interest. The church then seeks out a children’s minister. The first thing that they do is establish a job description and goal for the program. They then seek out someone they feel can meet those criteria. Once that person is found then the job description becomes the expectations and guidelines for the ministry. If the person is unable to follows the guidelines or produce the success that the church felt was important then perhaps someone else would better fit the position.

However, the problem becomes that the organizational standards, ministry success, church vision, and individual’s value are going to be directly connected to the established standards. There are going to be churches that are able to see beyond the job description, be open to revelation, and are capable of discerning God’s call on an individual’s life to a certain ministry, but for every church that is capable of such things there are many more that are not. That means that the vast majority of churches live under the umbrella of extrinsic values, or values established by tangible, terrestrial, or otherwise human values.

Extrinsic values are one of the greatest problems of the contemporary church. I realize and appreciate benchmarks of success. Some examples of extrinsic values in the church are “the more the better”, “all things in moderation”, “enthusiastic atmosphere”, “a great show”, and “stewardship campaigns”. None of these are bad in and of themselves, however, when the church leadership is limited to work within such a narrow description of success then despite the blatant manipulation and the lack of reason with putting the “cart before the horse” the church is setting itself up to be only as good as the church down the street. This creates competition that hinders ministry, but it also develops superficial ministry.

The institutional church isn’t so much in trouble for becoming irrelevant as it is incidental. There are probably going to always be people in the church that find ministry in the church that takes them to the next level. But the church program is not what led to this discipleship. It is the person seeking God, the relationship that person has with a mentor at the church, and the grace of God. God is capable of doing great things in peoples’ lives regardless of their circumstances. For most people, they have to break through the limitations of the church in order to experience God.

The church needs to learn that ministry is not about success, a good image, growth, or even a content congregation. These things may or may not come. These are extrinsic values that can be useful for measuring intrinsic values, but are ultimately empty of truth. Success should be measured by relationships, integrity, sacrifice, justice, truth, intimacy. Don’t allow yourself to compromise as you plan your strategy. Don’t allow yourself to seek the approval of man. Remember why you first responded to the call, not to the church that you presently serve, but the calling to serve Christ.