Managing the Congregation: Building Effective Systems to Serve People

by Norman Shawchuck, Roger Heuser

The third volume of Shawchuck and Heuser's trilogy, this title will focus on the relationships and processes common to the religious congregation. The emphasis will be on the identification and maximization of effective processes within church structures.

Key Detailed analysis of the congregation as a network of systems and relationships; Explores four areas of potential transformation for the mission, spiritual formation, relationship with people, and structures of ministry; Comprehensive format ideal for pastors and seminary students.

Key Identifying systems and relationships within the congregation enables church leaders to be intentional and structured in their approach to change; Emphasizes the concept of the "Continuous Improvement Project," which helps leaders to understand the on-going nature of organizational transformation; Contributes to our understanding of how to design, implement, or change systems within the congregation in order to enhance the effectiveness of ministry.

Paperback

First published March 19, 1996

Reviews

[Andrew Fox · Rating 4 out of 5]

I had difficulty in grasping the core of this book until I changed my approach. Firstly, I assumed it was written from practice not from theory. Secondly, I struggled with dual authorship. To that end, I could not feel the `heart' of its main body of material. I adjusted my approach from `pastoral' to `scientific' to grasp the main message - managing a congregation. There was a third struggle, namely, the title itself grabbed me as an oxymoron. The words `managing' and `congregation' rarely appear in the same sentence when talking about practiced religion as an organic body. Once again, a scientific approach enabled my comprehension to grasp the material.

What I appreciated the most was Shawchuck and Heuser's material layout into six sections with subdivided components beginning with the manager (pastor) of a congregation. This helped within my ministry context as a pastor. I was drawn to their immediate attention given to the personal and private life of a pastor; his personal disciplines of prayer and reflective Bible study meditating and listening. I agree with the authors that without this personal discipline a pastor can do great harm to a congregation projecting personal hurts onto innocent members of the church (page 39) that they call a `shadow spirit.'

Another attractive aspect that caught my attention was the emphasis on process over events, positions or titles transforming a congregation into an inclusive body from an exclusive group. This process was described well (scientifically) particularly in sections three to five. In addition to this the five levels of conflict (page 261) from the sublime (level one) to the ridiculous (level five) gave an excellent view of how people handle themselves in conflict. I would suggest that most conflict in church life exists around level three win / lose perspective putting opponents in their proper place. This would range from associate pastors, volunteers from the congregation, the immediate community surrounding the property and even the unsaved (not to stereo-type people who do not follow Jesus - I would not want to get into conflict over that!)

Shawchuck and Heuser's emphasized that the process of intervening in conflict has purpose in developing a healthy relational person with the organization. This was intriguing and where I lean towards their scientific approach. But then they approach the subject of turning self-defeating behavior into self-enhancing behavior around an internal change of self-worth and identity. This cannot be scientific but spiritual. Although they mention this in detail at the opening of their book in the context of God, this theme does not appear to carry throughout. I agree with them that conflict tends to be managed but not resolved within corporate structures, but I was waiting to read about redeeming relationships that have a greater context than the organization, task, and department (page 262).

I enjoyed a common sense approach to managing a conflict (page 264-268) with three key steps. Firstly, generate valid and useful information. This has to be the most profound, yet simple, approach in any congregation. `He' said, `she' said, `they' said, `we' said can be the most irritating aspect of obtaining the facts. Secondly, allow free and informed choice. This would dismantle an assumed dictatorship approach to managing conflict. Thirdly, motivate internal commitment to the plan or agreement that is reached. This is raw work as each party wants to see a result. Each of these steps had three smaller steps to manage the conflict. Once again, following these steps are often accompanied by a mute personality making it too scientific. I would have enjoyed horror stories and delightful outcomes to bring `heart' to their material.

Personally, I am not excited by charts, diagrams or Microsoft Excel, but the practical steps and illustrations helped. I would conclude after reading the material that my need would be a mentor to coach me through the conflict of church life because I do bring personality. That coach needs to be like Mr. Spock from Star Trek or Data from the Next Generation (without emotion dealing with pure logic!) An overall good read but needs more heart.

[Curtis · Rating 2 out of 5]

Read this one for a class at school. Had some good material but did not identify with the way the church was seen. It is not an organization or a company to run and should not be spoken of as such.

Many books are timeless, this one is not. It’s datedness shows well in its outdated methodology and viewpoint.