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Understanding Size-related Dynamics In-Between Church Created by Dr. Mark Adams Superintendent, NCC
Understanding Size-related Dynamics
In-Between Church
Created byDr. Mark AdamsSuperintendent,
NCC
Four Basic Dynamics
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Resources for Size Dynamics
Alice Mann. The In-between church. Alban. 1998.
Beth Ann Gaede. Size transitions in congre-gations. Alban. 2001.
Kevin Martin. Myth of the 200 barrier. Abingdon, 2005.
Alice Mann. Raising the roof: Pastor to program transition. Alban. 2001.
Peter Steinke. Congre-gational leadership in anxious times. Alban. 2006.
Gary McIntosh. One size doesn’t fit all. Revel. 1999.
Four Basic Dynamics
PASTOR SIZE51-150
CORPORATE SIZE350+
FAMILY SIZE1-50
PROGRAM SIZE151-350
Family Size ChurchesRelational Style
One group consists of tightly knit extended families or “clans” that center on matriarchs and patriarchs
Leadership StructuresFamily matriarchs and patriarchs make
decisions. Pastor (part-time/retired?) Functions as chaplain. Board conducts business and ministries in
support of matriarchs and patriarchs.Other staff – usually a musician – is part-time
and performs a limited but essential function.
Pastor Size Churches Relational Style
One large group centers on the pastor, with some members in loosely knit functional or friendship circles.
Leadership StructuresPastor is the wheel hub, master coordinator, chief
minister. Board members are short-term task-doers, micro-
decision makers. Ministry coordinators are permanent task-doers who
value close working relationships with the pastor. Other staff – usually musician, secretary or
children/youth minister – part-time, perform limited but essential functions.
Program Size ChurchesRelational Style
Often 2 or more distinct worshiping congregations, 1/3 of all members involved in small groups of 5-15 people centered around skilled and empowered staff or lay leaders.
Leadership StructuresProgram groups/teams/committees have their
own empowered lay leaders and plan and implement programs and activities.
Board members are managers, policy-makers who oversee but do not lead program groups/teams/committees.
Pastor functions as the executive. Other staff (one or more ordained) include full
and part time assistants to pastor, program resources.
Corporate Size ChurchRelational Style
More than two worshiping congregations include half of all members coalescing by affinity into small “congregations” of 30+ people, and small groups.
Leadership StructuresPastor is a chief executive officer with mythic
qualities. Staff (several ordained) include full time executives
in charge of program areas.Program groups/teams/committees with virtual
autonomy operate programs as almost independent organizations.
Board functions as board of directors.
Four Basic Dynamics
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Organism to Organization
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Organism vs OrganizationPastor – Family Size Organism
HomogenousRevolve around central relationshipIdentity inherent with the relationshipsVision feels like a givenMembership is a given
Program – Corporate Size OrganizationIntentionally developed vision / identityIntentionally developed strategy to fulfill
long-range goalsMembership is a choice, chosen over identity
Group Centered to Pastor Centered
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Group Centered vs Pastor-CenteredFamily size to Pastor Size Sense of tribe or whole.If group moves from 30 to 50, unbroken
circle is threatened.Transition to a few overlapping groups.Central figure that unites the groups
(usually pastor)Pastor’s role is central switchboard,
communicator, initiator, healer.
Pastor Centered to Group CenteredAs group grows past 150, attention turns back to
groupA single pastor cannot carry system in her headRelationships too complex for pastoral diplomacy
or board discussionsPrograms developed under committed leaders
(paid or volunteer)Networks of collaboration organized around
connective leadership of small group key program leaders often led by pastor.
Pastor shifts attention from pastoral care and toward assembling, leading and equipping team leaders.
Spiritual care is centered around the key leaders.
Group Centered to Pastor CenteredTransitioning to corporate size (350+)
returns to a greater need for pastor-centered leadership.
Committees and program chairs can no longer provide unified vision or cohesive strategic planning.
Group organized around a vision that is articulated by a high-profile leader.
Preaching, presiding and heading staff are core functions.
Group Centered to Pastor Centered
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
organism organization
PastorCentered
GroupCentered
Family to Pastor Loss of esteem by matriarchs/patriarchs.
How can they pass the mantle while keep pride in past accomplishments?
Clergy take resistance personally.How can maturity/understanding be
developed? Reluctant to divide single-cell.
How can the idea that not everyone will be at everything be embraced?
Develop financial realism.Can congregation afford to pay a
pastor?
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Pastor to FamilyLoss of esteem by congregation.
Will be slow death or something new?
Ministry development more homegrown.How can gifts be utilized in new
approach?Where is support or
accountability?How can conference connections
be helpful?Physical plant needs
What is now appropriate space need (half-full look critical to invitational growth)
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Pastor to Program Choosing new clergy role
Can people recognize dual expectations? Developing program heads.
How are leaders chosen, equipped? Who facilitates gift identification and a rewarding experience for volunteers?
Communications.How do program heads stay connected?
How are all groups informed timely, accurately?
Congregational participation.How do all members have a say, while
remaining accountable to central purpose?
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Program to PastorShape expectations to central
strengths.Assist with grieving, sense of loss.
Pastoral role and status relinquished.Establish simpler pattern of pastoral
care.Manage simpler worship &
education cycle.Can this be done without reinforcing
sense of decline?Ministry redeveloped toward more
fluid teams rather than committees.How will pastor shift to less formal
mentoring and delegation?
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Program to Corporate Improve depth and quality of
programming.What is plan for new financing and skill
development? Senior pastor becomes more solitary role.
How can spiritual disciplines and accountability/encouragement continue? Who can mentor the executive?
Big-picture leader(s) steers strategic plan.How does this remain realistic and
account for systemic input? High-level pastoral care through small
groups.How will group leaders be systematically
identified, trained and deployed?
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
Corporate to ProgramRelinquish status gracefully.
Be honest about decline and avoid ‘keeping up appearances.’
Attend to realistic financials. Are you spending bequests and
savings or facing real financial consolidation?
The building becomes cavernous.How will the church deal with a
building is expensive and reinforces decline?
Changing pastoral and board roles.How can more collegial relationships
between program leaders be re-established.
PASTOR SIZE CORPORATE SIZE
FAMILY SIZE PROGRAM SIZE
ReflectingNumbers 10:33-11:6 Can you imagine wanting to return to Egypt?
Why/Why not? What transitions were being faced?What transitions are your congregation
facing?What about “Egypt” (the previous transition)
do you miss?If your congregation moved firmly to the
next stage, what do you believe would be your greatest loss?
Leadership Relations in Transition2Co 13:10
This is why I write these things when I am absent, that when I come I may not have to be harsh in my use of authority — the authority the Lord gave me for building you up, not for tearing you down.
Communication ShiftsCommunication
LevelsContentRelational
Relational LevelsSymmetryComplementary
Conflict reveals relationshipWhen
symmetricalContent definesPersuasionCompromiseArbiterEscalate
When complementaryOne up (dominant)One down
(subordinate)Conflict viewed
personallyConflict threatens
selfOften very subtle
Who can initiate? Who can end? Who can interrupt? Who can correct?
Source of Conflict
100 200
Complimentary Symmetrical Complimentary
Laity Up Pastor Up
For ReflectionLuke 20:1-8Where are the one-up/ one-down assumptions?Can you recall a time when your leadership was
questioned, and it felt very personal? What might the complementary relationship issues have been?
What are some of the explicit assumptions about authority in your congregation? What may be more subtle assumptions?
How does your understanding of Scripture help you navigate communication complexities in your leadership?
