|
|
![[Company Logo Image]](file:///Macintosh HD/Users/vgrigg/Documents/My Webs/MATUL/images/Bias-t1smallerfile.jpg)
|
Leadership for Multiplying Movements Reference: Grigg, V. (2005). Cry of the Urban Poor. GA, USA: Authentic Media in partnership with World Vision. There is a general agreement today that in New Testament times, church structure involved the gathered believers in cells, congregations and celebrations, under the preached Word and patterns of Leadership outlined in Paul’s definitions of elders and deacons. Elders Eldership and diaconal roles have often been defined in Western churches as primarily administrative or bureaucratic statuses. This has led to stagnant patterns of church life. In apostolic contexts, they are defined in Ephesians 4:11-12 as functions and confirmed statuses, namely, pastor-teachers, evangelists, prophets and apostles. A healthy movement of churches will develop earned and ascribed roles for each elder and deacon. Paul, the church planter, appointed elders within a few weeks, months or years. But he began from a situation of established synagogues from which he could draw people with years of experience, and where many concepts were already thoroughly understood. In the slums, the situation is entirely different. There are two scenarios. The first is when a significant-sized group of people are reached during the initial evangelistic thrust into a community. Most will be people used to a village-style consensus Leadership pattern. Among them, however, some will be people respected by others. Within the first weeks, the church can become self-functioning, with the apostle-evangelist returning on a weekly or fortnightly basis to train this group of leaders. The second scenario is based on the recognition that squatter areas are places of immorality and broken social structures. It may take five to six years for the first generation to develop qualities that will fit them for eldership. Often, as mentioned earlier, first-generation converts are lost as the pioneer seeks to find patterns and group dynamics to enable them to grow.
Deacons It was their first Bible study group. Eight men were sitting outside in the light of the kerosene lamp. One older man had brought his granddaughter to read for him. Each week they each put two pesos into a common fund. Their aim: to purchase Bibles for the group. From the first Bible study, people should be encouraged in a simple form of giving. This is the beginning of training a church in self-sufficient giving. As commitment grows and giving is encouraged, so the men and women need to be developed to handle the finances of the church. From these emerge deacons. There are people who obviously have diaconal kinds of gifts rather than eldership gifts. They like handling physical details. They are good at either making or managing money. They are trusted by others. The initial phases of their growth require appointment by the pastor and accountability to the pastor. In time, they need training in social work, community development, administration, business, or servanthood—these being today’s functional equivalents to the roles defined in the Bible. Deacons need to be developed to as high a level as elders and pastors are developed. Biblical Leadership for women The Scriptures have nearly as much teaching on leadership roles for women as for men. In contrast with their oppressed status in many societies, the roles given them by the Scriptures seek to uplift them. It is clear that there were women deacons like Phoebe (Romans 16:1-2). There are job descriptions for deaconesses (1 Timothy 3:8-13). Women exercise all the spiritual gifts (1 Corinthians 12, 14) and are to use them in Leadership, as did Lydia, Euodia and Syntyche at Philippi (Acts 16:14,15,40; Philippians 4:2-3; Romans 16:1-16), or in praying and prophesying in worship (1 Corinthians 11:5). There are special roles for older women in training younger women, and special attention is given to the woman’s Leadership role in the family. There is, however, a limitation on women fulfilling eldership roles in the church (1 Timothy 3:1-7; 2:11-15; Titus 1:5-10), that involves a combination of ruling, teaching and preaching. The key element identified by Paul is not exercising an authority role over men. This is a difficult teaching for North Americans to understand because the Scriptures are in conflict with new patterns in North American culture—patterns that have been made law in the United States. It becomes an emotional issue because many women see these new patterns as their way out of oppressed and unjust roles in society. Some see these biblical passages as Paul’s reinforcement of oppression. Unlike some areas of Paul’s teaching regarding women, however, the Leadership issue is not related in his writings to cultural factors, but to supracultural, universal principles in the Scriptures. It is clear that he uplifts women, as does Jesus, so we cannot reinterpret these passages as an outgrowth of personal or cultural oppression without denying the divine authority behind his writing. In the squatter context of strong matriarchal family relationships, these teachings and those on the husband-wife relationship are particularly helpful. They give a framework of healthy man-woman relationships and enhance a reintegration of family life. They define new roles for men who, as a result of poverty, have lost respect, position and authority. And they offer new behavior patterns for women, who have had to develop masculine roles and authority along with their feminine traits, in order to function in the vacuum of desertion by irresponsible husbands.
The biblical instructions about how to deal with
widows (I Timothy 5:3–16) are particularly important in the squatter areas as
there are many single mothers and widows. Younger widows are encouraged to
remarry. Older widows are encouraged into ministry Leadership roles. The limitation on women is specific to the role of eldership. There is no limitation in evangelism, social work, developmental work or church planting. They will do things differently from men because of their commitment to not exercising authority over men, but this historically has enabled women workers often to be more effective in encouraging the emergence of Leadership in new churches. Natural leaders Within the slums, natural Leadership development is reflected in the upward mobility and development of both economic and political entrepreneurs. Katzin defines an entrepreneur as “an Independent, self-employed manager who carries the risk and claims the gain of an enterprise conducted with the object of obtaining money profits”. The economic struggle in the slums tends to produce economic leaders. Christian Leadership, through the development of diaconal roles, can facilitate the development of these entrepreneurs by providing a biblical basis for their work. The church can also provide financial mechanisms that afford access to capital, and access to expertise. Similarly, political Leadership quickly forms within squatter communities because of the pressures of external politics, particularly in issues such as land rights, water and sewerage. Christian involvement in community organization can Increase the rate of development of these political leaders. McLelland, in his studies on the socio-psychological factors that form achievement-oriented entrepreneurs, defines them as “people of high status inconsistency. They are upwardly mobile. Their achieved status is higher than their attributed status.”2 Defining Leadership roles Part of the genius of John Wesley was his provision of Leadership roles for the urban poor—roles that they could play at several levels. This gave them status and goals to attain, thereby increasing their motivation towards entrepreneurial activity. Roger Greenway tells of the progression into Leadership of a Mexican pastor. There are clearly defined steps. The young potential pastor begins in a jail ministry, moves on to pioneer a church, then works as an assistant pastor, then goes before other pastors for an exam, and finally is appointed to a church. Each role is dynamic and defined in the folklore of the churches. Each gives the leader a recognized status and growing sense of self-worth.3 Incarnational Leadership In his first booklets from which Donald MacGavran later developed his church growth theories, Bishop Pickett provides extensive analyses of the effects of church leaders living among the people and church leaders living outside of a caste to whom they were ministering. His conclusion is clear—living among the people is essential for extensive development and growth of an indigenous church that reflects the soul of the people.4 One significant movement in Asia was started by a dynamic friend in Hong Kong, Jackie Pullinger, through a ministry to drug addicts. As these addicts are freed from their addiction, many of them move back to the poorer areas where their families live. Out of this ministry has come a movement of disciples, many linked in small fellowships. The key? Jackie has for years lived and worked with these people in the destitution of the Walled City of Hong Kong. She has lived among them. She spends most of her time on the streets. After 18 years she still has no room to call her own. A life lived among the poor as one of them is the key. Leadership from the outside?
Some have said to me, “Don’t be too fixed on the
idea of incarnation as the key.” He was a tall man bending slightly with little pince-nez glasses that masked the intellect and humor behind the long, serious face. On his head sat a blue corduroy hat, covering slightly-graying hair. “Almost every month we used to start a church in the favelas. I had a good job at the American school managing the grounds, which gave me good money. As we needed more staff, I could get work for the men who are now the pastors of the different churches.” We visited five of the many churches planted by this man. He had stayed in touch with each pastor, giving advice and support and encouragement. A disciple-maker in the slums. I had searched the world for this kind of man! Another exception to the incarnation “rule” is Roger Greenway’s work. Some years ago, Greenway was able to establish significant numbers of slum churches in Mexico, working from outside the slums and sending in workers. The Latin American church as a whole has been marked by Pentecostal growth. Many Pentecostal pastors have little choice other than to work in the slums because of their economic situation, and Greenway worked closely with these pastors. Is incarnation essential? In Greenway’s case and other excellent exceptions to the incarnation rule, success was because of a strategic focus on the slums from the outside. (If we could refocus mission agencies even to this extent, it would be a major achievement!) Yet even when the approach used was that of training and sending workers into the slum, the churches that took root did so when leadership emerged from within the community. Incarnational Leadership—although in these cases not that of the missionaries but of the trainees in church planting—was the key to long-term establishment of the church. For church planting, the Leadership of the church in the slums must be incarnate in the community. The missionary, in order to train others in such pastoral work, must set the patterns of identification and model the incarnational lifestyle. As time progresses, the church becomes the incarnate body of Christ in the community, but in the initial years—when new believers, while experiencing dramatic changes, often also slip backwards spiritually—the pastor’s life defines who Jesus is in the eyes of the people. On the other hand, as development work in the slums has been observed, incarnation does not always appear to be indispensable. Even development work, however, is greatly enhanced by workers who engage people from their perspective, rather than work on their behalf. And if developmental work is to be done from a kingdom perspective, where the goal is more than the mere successful implementation of projects, incarnation appears to be necessary. My conclusions are that non-incarnational roles are appropriate and effective for evangelistic and apostolic leaders who move rapidly from one squatter community to another, generating the momentum of the work. But this role must be linked to incarnational roles for pastoral and administrative leaders. In Thailand, I visited Buddhist community organizers who have captured this concept of living among the poor to serve them. They are paying a price for enabling the people. Why should Christians pay a lesser price? Incarnation is more effective. It gives the poor a greater sense of dignity. It is more just. It is more loving. Unfortunately, it is not required for development workers. Short-term church planting
In Manila, a YWAM (Youth With A Mission) training
school has established another church-planting model that runs counter to
incarnational theory. Every few months, a new short-term team without much
language or cultural orientation arrives to live in a house just outside of the
slum. Despite the expected problems related to a lack of indigeneity, their work has been successful. There are problems inherent in short-term missions—problems like cultural ignorance—but there have been enough identification with the poor for the gospel to take root and bear fruit in a church. The question moves from the necessity to the extent of incarnation. It is an essential one for those who would attempt to establish movements. Linked to it is one of the major issues facing missions in the next decades: how to develop slum church Leadership to the extent that multiplying movements are generated. What will it take to keep a pastor in a slum? Land. If rights can be obtained to a piece of land, the pastor will stay, and in staying will exercise ministry gifts. One of the recurring factors in a slum community is this: it is rare to find a natural leader who can lead a church to grow beyond more than 70-100 people. There are several apparent reasons. Lack of management skills within the culture of poverty is one. For a church to grow beyond 70 people requires administrative as well as pastoral skills. The extent of pastoral problems and the inability of the poor to provide financially for full-time pastors limit the use of time for broader ministry. Family dynamics tend to limit conversion to three extended families, whose members then get cut off from their religio-cultural ties to other slum dwellers. Patterns of incarnational Leadership It appears from the available data that the extent of incarnational modeling and pastoral Leadership from within the community determines whether the church will be established. My own conclusion is that two levels of leaders are needed: an educated catalyst with a broad perspective and managerial skills, working with a score of squatter leaders who can function as pastors under the first type of leader’s broad tutelage. The catalyst may be a foreigner, or may be one of the converted among the educated rich who chooses to renounce all to minister in Christ’s name. About 30 people need to be working in different ways among the poor before such a natural leader will emerge—a leader who is able to do the work, understand the issues and create the structures that enable a multiplying movement.
The catalyst may also be someone who emerges from
among the poor. Such persons will then need outside help in obtaining
educational opportunities to extend their breadth of understanding, but in ways
that do not separate them from their own people. Middle-class workers A good man came to live and work in a slum with me—a professional. He stayed three weeks. The transition to heat and cockroaches was too severe. Another came to help with employment generation. He stopped coming after a few weeks. I later found that his mother had made him afraid of tuberculosis (unnecessarily, as there are vaccines). A godly woman came and lived ten days, but emotionally it made her depressed—particularly, day after day, having to cross the courtyard to the small toilet/ bathroom. Each of the above is now serving the poor very effectively from his or her middle class station in life. Each is following Jesus within the limitations of their class upbringing. They did not fail. For it is not easy for the middle class to go back and live among the poor, and not all are called to serve the poor in this way. Middle-class people erect many barriers against the poverty from which they have emerged often only a few years before. A fear of a lack of cleanliness in the slums and potential sickness is the major hindrance. Middle-class stories of the violence in the slums abound (although statistically, the slums are far safer than the streets of a New York suburb). If they were to move in among the poor, what would happen to their children’s education, and who would be their children’s friends? Perhaps the biggest social pressure is that of the extended family. They perceive involvement with the poor as a drain on family finances, and an insult to the social standing of the family. Lesser problems arise because of the clothing and jewelry the middle class freely buy and wear as part of their own sense of dignity. It comes as no surprise that Perrin should analyze the impact of the middle class workers so severely: Many of these young people, so to speak, are branded with a kind of impotence. Many of them come from “comfortable families”—materially and morally (middle-class education)—and for all their zeal and generosity, retain the imprint of a deep indifference, the indifference of people who don’t have to fight against life. It is as if, because they “possess the Truth” (!) and a minimum of comfort in their living conditions, they have been established forever in quiet happiness. Their generosity appears as a virtue of perfection—praiseworthy, no doubt—rather than a vital necessity, as it is for someone who has to pull himself and others out of destitution. The outcome seems to me a sort of impotence or spiritual infantilis . . .6 The development of Pentecostal (charismatic) super-churches for the rich elite in places like Manila, Bangkok and Kuala Lumpur provides the opportunity of calling the rich to follow Jesus in his renunciation of wealth and in his ministry to the poor. Historically, the Leadership of the Catholic orders serving the poor has been from the rich elite who have taken Jesus seriously at this point. Unfortunately, present imported Western theology encourages Protestants to keep their wealth, ignoring the gospel teachings concerning using wealth on behalf of the poor and choosing simple lifestyles, or, for many, renunciation of wealth altogether. Middle-class Leadership is useful in initiating a work, and as a back-up in areas of economic development, legal and medical help, or dealing with political issues. But it appears unwise to invest large amounts of time seeking to develop Leadership for squatter churches from this class. Only leaders who live in the community can effectively develop the church.
Similarly, it may be unwise to presume that student movements (the source of many mission workers), will be the key to this task ahead of us. Students may provide some backup, and certainly if they are trained in a poor-focused, holistic theology, they may significantly affect government structures towards justice for the poor. But they should not be the mainstay of our expectations, nor the focus of our time and energy if we are to reach the poor effectively. An exception to this generalization might be an effort to recruit students who are the sons of rich elite families who will find it easier to choose non-destitute poverty while young. As Christians, we must encourage all people in all levels of society to have a focus of ministry to the poor. This does not imply that all should live among the poor. We must call all people in all levels of society to lifestyles of simplicity so that others may simply live. This does not imply that all should live among the poor. We must call all to the patterns of renunciation that we see in Jesus’ teaching. This does not imply that all should live among the poor. But we must also hold out to people the further call of Jesus for many to take up an apostolic lifestyle of identification with the poor in order that the poor people’s church might be established. Training leaders Without effective training, people reproduce the patterns of the structures and teaching in which they have grown. From generation to generation there tends to be a loss of core values and understanding. Eventually, the shell of a ministry continues to reproduce, but not its heart. All leaders need training in the values, structure and theology of their movement. But key leaders also need open-ended training, broader than the movement itself, if there is to be continued creativity. Lay Leadership of small cells is the basic level in any movement. Training of elders and deacons is the second, and the Leadership gifts of pastor, teacher, prophet, or evangelist develop from this. Out of these Leadership gifts develop the apostles. The best way to train someone is to get the person working. Begin with a responsibility in the Sunday school, youth group, choir, evangelism. Move on from skill to skill, with increasing levels of responsibility. The trainer’s task is to create the environment, define the goals and task, and be available to work through issues at each level. The trainer has to move from giving direct supervision to being a coach, to giving limited freedom, to giving full responsibility. All of this implies an action context rather than a static teaching context. Bible school or weekend seminars? Five multiplying churches are sufficient to set up a Bible school in the slums that enrolls twenty people at a time. Church leaders have to be trained in economic self-sufficiency. Often they must be taught to read as well as to be taught in the Scriptures. They must learn patterns of disciple-making and pastoral ministry if the extensive investment of time required for such a school is to be worth their while. Theological educations by extension programs have a seed idea of taking theology to the people. Unfortunately the concept has developed from the top down rather than from the bottom up. Such courses are adaptations of higher-level learning rather than developments of discussions of felt needs by poor pastors. Latin movements among the poor, however, do not have Bible schools nor theological education by extension programs. Pastors are trained through regular meetings with other pastors every month. This is all that is viable when pastors must work full-time jobs to support themselves. Their patterns of learning are from each other. This is known to educators as a “dynamic reflection model of peer group learning.” The question then is how to develop this kind of structure—a structure that a working pastor can afford—in such a way that it gives quality input in key areas. The training needed is not training to be a paid pastor or Bible school teacher as is taught in Bible schools. The training needs to focus, rather, on an applicational model as change agents in the community. The pastor has to be trained in each level of the four seasons chart and in the integration of these levels. This must be done in such a way as to permit the maximum use of the pastor’s gifts. The four seasons chart gives a basis for understanding pastoral skills, the group dynamic skills, the relational skills, the structural components and the theology that need developing during each phase. The Encarnação Alliance of Urban Poor Movement Leaders is bringing together training from within the slums of Africa for Brazil, from Brazil to India in a series of CDRoms that include stories from effective workers in power points and video clips from practitioners. A comprehensive program of 10 hour modules is being developed at both grassroots Leadership and movement Leadership levels.
Notes |
|
© Viv Grigg, other materials © by various contributors & Urban Leadership Foundation, Last modified: April 2007 |