Ministry Leadership Midterm

Front 1

In Leadership Handbooks, Chapter 1, p. 26, the author quotes Charles Spurgeon in his Lectures to My Students regarding personal management that enable us to “finish well”. Paraphrase the gist of his statement. (The answer should be no longer than 20 words in length.)

Back 1

The wellness of my spirit, soul and body is essential for “finishing well” so I must take care of myself.

Front 2

In Leadership Handbooks, Chapter 1, p. 26-27, the author states that “as ministers we are responsible for helping all the priests (that is, the people of God) do their priestly work” in ten fundamental roles which he lists. Name and define four of those ten roles.

Back 2

1-We are proclaimers of the gospel- “The time has come…the Kingdom of God is near.” (Mark 1:15)

2-We are prophets- we wait, listen and then speak with compassion and boldness what we have seen and heard.

3-We are soldiers- called to stand firm against the attacks of the enemy and to help others put on the full armor of God so they can stand firm

4-We are managers of God’s household- and should see that all is done in a fitting and orderly way to the glory of God.

5-We are equippers of the saints- we restore and build up Christ’s body for effective service and fruitful exercise of Spiritual gifts

6-We are (along with the whole church) living stones built into his temple so we should seek holiness and avoid grieving the Holy Spirit

7-We are keepers of the bride of Christ so we must see that she remains loyal to her first love and does not stray from her devotion to him

8-We are examples and participants in living out the “one anothers” of Scripture (love one another, forgive one another, etc)

9-We are spiritual midwives- helping others grow sensitive to the stirring of the Spirit in their own lives and we encourage them toward faith

10-We are disciples called to make disciples (Matt 28), who can in turn make disciples who make disciples (2 Tim 2).

Front 3

In Leadership Handbooks, Chapter 1, p. 30-31, the author states that “Three classical models (of support teams to help us manage ourselves) especially commend themselves to us.” Describe the one that fits you the best.

Back 3

personal

Front 4

In Leadership Handbooks, Chapter 1, p. 32-33, the author states there are “four points to the compass that can help us successfully navigate the sometimes rough waters between our public worlds and our private lives.” They are:

Back 4

1-Go West Young Man! – Head in a predetermined direction with a long-range ministry plan, a weekly work rhythm and daily “to do” list.

2-The Sun will rise in the East tomorrow – put off until tomorrow what you do not need to do today so as to have time and energy for family

3-Head South for the border – take time to play. If you work hard, then have no misgivings about playing hard.

4-The arrow always points to true North – we must always submit to God’s will since we represent God wherever we go

Front 5

In Leadership Handbooks, Chapter 1, p. 33, the author states in "Forms of Accountability", “Other times we chafe because we sense something other than loving guidance is being offered. Here are four questions to help determine the legitimacy of the accountability being offered.” They are:

Back 5

1. Are people holding me accountable for their personal expectations?

2. Are they trying to control me?

3. Are they nit-picking?

4. Do they have a critical spirit?

Front 6

In Leadership Handbooks, Chapter 1, p. 33-34, the author states in "Forms of Accountability", there are six ways in which we are legitimately accountable. Name and explain four of them. (no answer should be no longer than 15 words in length)

Back 6

To God – It is the Lord that we owe ultimate allegiance. We faithfully answer to others only because we are trying to please him.

To members of the body – We are responsible to feed God’s flock and nurture his people.

To church leaders – Our elders and deacons need our leadership, vision, and spiritual guidance.

To one’s family – Accountability with our family begins with taking a weekly Sabbath and also includes requesting them to hold us accountable for our ministry.

To the larger church – We should guard against the Lone Ranger syndrome and should give time to promote cooperation among churches.

To the community – We are accountable to local authorities as long as it doesn’t compromise the integrity of the gospel.

Front 7

In Leadership Handbooks, Chapter 1, p. 35-37, the author says that "Several key traits indicate a healthy pastor." List and explain four of these six traits.

Back 7

Authenticity – Being aware of our weaknesses and publically admit them

Humility – Related to authenticity. Not denying our strengths but being honest about our weaknesses.

Balance – Necessary to avoid flaming bright then flaming out.

Integrity – Congruence between what we say is important in our lives and we actually do.

Learning – A pastor should always be learning and sharpening their skills.

Surrender – To hold God’s gift and ministry with an open hand, especially towards the end of our ministry career.

Front 8

In Leadership Handbooks, Chapter 2, p. 40, the author quotes Frederick Buechner as follows: “The kind of work God usually calls you to is the kind of work, a. that you need most to do, and b. that the world most needs to have done. If you really get a kick out of your work, you’ve presumably met requirement a., but if your work is writing TV deodorant commercials, the chances are you’ve missed requirement b.” How do you interact with this statement from the Reformed perspective on vocation? (Your answer should be no longer than 40 words.)

Back 8

Your mission as a member of God's people is to redeem the world. Therefore, if you are employed to write “deodorant commercials” and enjoy it, write those commercials to God's glory.

Front 9

In Leadership Handbooks, Chapter 2, p. 44-45, the author lists four “Biblical Requirements of Leaders”. List those four qualifications in summary form.

Back 9

Commitment - To lord and to others (Luke 10:27; 1 Tim. 6:11)

Conviction - that is informed by God’s word and sensitive to His Spirit (Rom. 12:2; Eph.4:25-32)

Competency - in ministering to others and in handling the Word (2 Tim. 2:15)

Character - This is the most important because it is the sum of 1-3(1 Tim. 3:1-7)

Front 10

In Leadership Handbooks, Chapter 2, p. 46-47, the author lists four meanings of ordination according to various Christian traditions that describe what is being conferred upon the ordinand by the Presbytery and congregation. In light of this information, please explain ordination.

Back 10

God appoints a person as the ordained minister of church in agreement with congregation. It entails at least four things:

1. Recognition: This person has been entrusted with appropriate gifts of the Spirit for leadership in Christ’s body (1 Cor 12:28 -31).

2. Setting apart: The Spirit calls this person to particular works of church and congregation set him apart for it.

3. Empowerment: Congregation claim Christ’s power for this person and they give him the right to lead them to God’s will.

4. Accountability: Congregation ask of this person fidelity to Jesus Christ and to the Scripture as the final authority in all matters.

Front 11

In Leadership Handbooks, Chapter 2, p. 47, Greg Ogden writes in “Professional Development and Career Tracks” that when you reflect on several conversations at a recent conference of people in vocational ministry, you might realize that you answered the same set of questions from several people who wanted to know what position you held and the number of people in your ministry. Ogden says that sometimes such questions camouflage two aspects of another agenda which is what?

Back 11

“Can you advance my career?” Or perhaps, “where do you stand in relation to me?”

Front 12

In Leadership Handbooks, Chapter 2, p. 47-48, Greg Ogden writes in a section entitled: “A Higher Trajectory”, that there are two avenues to maximize our impact. Please explain his point.

Back 12

First, Oden is reacting to the “getting ahead” attitude that stems from a godly ambition to be the best servant of God one can, but debilitates into pride and competition with fellow servants of God in the Church. So truly getting ahead, or taking a “higher trajectory” can happen two ways according to Oden: (1) From Romans 12:3 we are instructed by Paul to “not think of yourself more highly than you ought, but rather think of yourself with sober judgment”, Oden wants to prevent Christian leaders from become jealous when someone just as capable, (or less so in your eyes), lands a much-coveted position—to avoid this and find that higher trajectory one must truly assess what abilities one is gifted with. To do this Oden provides three questions for reflection: “What is the truth about what I have to offer [the body]?”, “When I serve the body of Christ, where is joyful energy released?”, and to ask a fellow Christian “What spiritual gifts do you benefit from in my life?”; (2) Secondly, we must consider our calling and reflect on whether our “life’s energy [is] being spent addressing the concern that God has planted in our hearts”, if we do so Oden posits that the Body will recognize your gifts and authority in this area and will make room for you to fly on that higher trajectory.

Front 13

In Leadership Handbooks, Chapter 2, p. 56-57, the author lists six spiritual disciplines that help us rearrange our lives. Define the ones that are most helpful to you and explain why.

Back 13

personal

Front 14

In Leadership Handbooks, Chapter 5, p. 78, the author presents a strategy followed by some pastors to provide quantity time with the family. He recommends that family time be scheduled according to the following “rule of thumb”: “One night a week ___________________”; “One night a month __________________”; “One event a month ______________________”.

Back 14

“One night a week completely free of anything but family activities – a time for the family to be together.”

“One night a month along with spouse – either an overnight getaway or at least a leisurely dinner date.”

“One event a month alone with each child – perhaps an outing to the zoo or a museum, or even breakfast at McDonald’s”.

Front 15

In Leadership Handbooks, Chapter 3, p 58, the author says "we can be spiritually refreshed in the following environments”. List the environments that are most helpful to you.

Back 15

personal

Front 16

In Leadership Handbooks, Chapter 5, pp. 83-84, the author states that “when the stress builds, the whole family feels the tremors”. Define the ones that you think are most dangerous and explain why.

Back 16

personal

Front 17

In Leadership Handbooks, Chapter 5, p. 85, the author states that “a wise alternative (for the pastoral spouse) would be to ask these questions regarding the criticism.” What are those four questions?

Back 17

i. Is it coming from someone I trust?

ii. From someone who knows me and my family well?

iii. Is there more than one critic saying the same thing?

iv. Have I heard this before?

Front 18

Chapter 6 develops an analogy based on the three gauges of an automobile dashboard. Name those three gauges and how they apply to maintaining balance in the life of those who serve in vocational ministry.

Back 18

Spiritual Gauge – Do we feel like we are operating under the Spirit’s power? Hybels says to make sure we are pastors often commit themselves to the spiritual disciplines of “journaling, fasting, solitude, sacrifice and study.”

Physical Gauge – Asking “how am I doing physically?” To make sure we are, pastors need to exercise, eat and rest properly. Pastors weight lift, run and see the doctor regularly. “The Holy Spirit tugs at us to be wholly available—mind, soul, body—for the work to which he has called us.”

Emotional Monitor/Guage – This guage monitors our emotional reserves, Bill Hybels describes being physically and spiritually fit but after an intense emotional encounter, (a confrontation, counseling session, financial meeting), he might find three important readings on his emotional monitior: (1) A “desire to escape” from people or activities; (2) a “family aversion” coming home hoping they don’t need you; (3) and a weakening of drive towards spiritual disciplines—whether journal writing or prayer.

Hybels advocates finding activities that give us recreation from “IMA’s”, intense ministry activities, as well as finding our niche with regard to our gift areas which keeps ministers from being over-extended and dry.

Front 19

In Leadership Handbooks, Chapter 6, p. 93-94, in “Stress and Mental Health” the author states, “To strengthen resistance to stress, we can follow three key guidelines.” Explain those three key guidelines.

Back 19

i. Try to anticipate stressful events – research shows that if you can predict a stressor, our bodies experience less panic

ii. Resolve stressful situations quickly – this relieves the body’s high state of arousal created by anger

iii. Build a strong personal support system – a support group gives us one absolutely essential stress-busting benefit: a listening ear.

Front 20

In Leadership Handbooks, Chapter 6, p. 96, the author under the subtitle, “The Prevent Defense”, presents two keys to preventing future disappointments in ministry. Explain these keys.

Back 20

1) Don’t expect most people to share the vision. – lay leaders have many responsibilities outside church, don’t be disappointed that they don’t share your vision yet.

- be prepared to be the one primarily promoting, pulling, dragging & educating your people
- they spend 50+ hrs @ work thinking about other things; you spend 50+ hrs @ work thinking about the church

2) Don’t take votes that won’t pass. – don’t take unnecessary defeats at board meetings, table controversial motions for a month

- At the board/decision making level, don't call for a final vote on a matter that has little to no chance of passing.
- Table it for another time, & then determine if its even worth brining back up
- Line to remember: "Let's pray about that and vote on it next month."

Front 21

In Leadership Handbooks, Chapter 6, p. 97, the author states six addictions into which pastoral and vocational workers can fall. Name four of them: a. ___________________________; b. ___________________; c. _____________________; d. _____________________________ (each answer should be no longer than 2 words)

Back 21

a. Co-dependency

b. Chemical addiction

c. Workaholism

d. Sex addictions

e. gambling

f. eating disorder

Front 22

In Leadership Handbooks, Chapter 7, p. 99, the author lists a three step process for effective time management for pastors. List and explain this process.

Back 22

1) Find out where time actually goes
- record the actual time it takes you to do what you currently do, at the time it happens (real time).
- Method (computer vs. notepad) is irrelevant.
- Create a current use of time template that spans a few weeks (2-4) at a time & use this to rethink & rework your plan.

2) Manage time and cut back unproductive demands on time
- its about getting rid of as many non-productive, time-wasting activities as possible.

3) Consolidate discretionary time into largest possible continuing units
- You have to consolidate your discretionary time - time available for big tasks that will really make a contribution
- Work with larger blocks of time (3-4 hours, possibly), rather than smaller bits/chunks (30-45 minutes).
- Always needs to be re-evaluated as "Urgent" matters can encroach and eat up time devoted to the "Important"

Front 23

In Leadership Handbooks, Chapter 7, p. 100-101, the author presents five questions that are essential for vocational Christian workers to ask in regard to time management. List and explain these five questions.

Back 23

1) What would happen if this were not done at all?(if nothing, stop doing it)
- If answer is "nothing", then stop doing it! Its not important & no one will miss it.
- Its making you busy but not productive.

2) What activities on my time log could be done by somebody else just as well, if not better? (learn how to delegate)
- This is the question and task of delegation (not abdication)
- Think through what the job & objectives are, then find someone whose gifts/talents/passions lend themselves to the task.
- You're job is to make sure they are resourced and cared for in the process of their doing the job.

3) Am I wasting the time of my staff members? (ask staff members for candid answer here)
- You may be the cause/source of wasting other people's time.
- Ask your people what those things are that waste their time that you require of them then eliminate as able.

4) What time-wasters flow from lack of a system or lack of foresight? (look for recurrent crises)
- Look for the crises that keep coming back.
- "A crisis that occurs a second time is a crisis that must not occur again," (101)

5) Am I attending too many meetings? (learn to prune or consolidate meetings)
- "Meetings are by definition a concession to deficient organization, for either one meets or one works," (101)
- More meetings do not equal more productivity, but less.
- Better to make sure everyone knows the goal/mission, & how their part contributes to the realization of the goal.

Front 24

In Leadership Handbooks, Chapter 7, p. 106, in "Levels of Accessibility", the author presents three levels of accessibility represented by three rings of a target. Please explain this concept.

Back 24

Servanthood is the goal of ministry, therefore a pastor should spend more time with those who are learning to serve others. The outer ring are folks that should have the most access to the pastor (people that are being equipped to serve in the church). The next ring are folks that need less time with the pastor (because they are already equipped, but may have questions). The inner ring are ‘entangling’ people who need constant, full-time attention. They should be avoided.

Front 25

In Leadership Handbooks, Chapter 9, on p. 130, the author presents the distinction between ordained ministry and the general ministry of the laity. Explain that distinction.

Back 25

General: All Christians (including ordained) are responsible to minister: bear witness, visit the sick, serve the needy, building community.

Ordained: duly called, prepared, examined, ordained, and authorized to spiritual service, representative of the whole people of God. Must receive the charisma of ministry, laid hands (commisioned), authorized to minister Word, sacrament, and order.

Front 26

In Leadership Handbooks, Chapter 9, p. 140-141, the author provides five basic rules to follow when “terminated” from a ministry position. List and describe those five.

Back 26

1. Be angry, but don’t sin: It is natural to be angry, but don’t hit back.

2. Negotiate the dismissal: Get maximum serverence arrangement and get it in writing.

3. Work on family healing: The family experiences rejection too, so they are not in a position to care for you. Be sure to care for them.

4. Confront the shame: develop realistic perception of what happened, and believe God’s acceptance of you.

5. Deal with vocational doubting: Don’t entertain vocational doubt too soon or without outside trustworthy counsel.

Front 27

In Leadership Handbooks, Chapter 10, pp. 142-143, the author states three areas for examination of our own hearts in the process of searching for a ministry position. Which areas will you examine most thoroughly

Back 27

personal

Front 28

In Leadership Handbooks, Chapter 10, p. 151, the author asserts that you should raise three types of questions in the candidating and interviewing process. What are those three?

Back 28

1. Question of Census – These questions probe the identity of the congregation – their talents, interests and commitments.

2. Questions of Issue – Every congregation will have particular issues we will want to know about, which are low-risk and which are powder kegs.

3. Questions of Structure – These attempt to discover both the formal and the hidden networks in the conregation.

Front 29

In Leadership Handbooks, Chapter 10, p. 151-152, the author suggests five sample questions for the interviewing process. Which ones would you find most helpful to ask?

Back 29

personal

Front 30

In Leadership Handbooks, Chapter 12, p. 169-170, the author suggests four methods to get to know the congregation on a deeper level during the first year. They are:

Back 30

1. Declare a Moratorium on Change – It’s usually best to make practically no changes in the church for a year. Instead, we can use this first year to be present at everything, to wait, to listen, and to learn.

2. Write a Booklet – Becoming acquainted involves teaching a congregation how to relate to a minister in general and to us in particular. So even before arriving, we can send the new congregation a small booklet about ourselves and our concept of ministry.

3. Invite People Over – Assuming the willing cooperation of a spouse, a new pastor may want to invite the entire congregation into his or her home in groups of twenty or so for an “evening with the pastor.”

4. See Parishioners at Work – It is surprisingly worthwhile to visit parishioners at their places of employment – after first asking them to invite us. You often learn more about our parishioners in one visit to their work places than we could by seeing them in church for a year.

Front 31

In Leadership Handbooks, Chapter 12, p. 170, the author relates three “cultural hot spots” of which to be aware when starting at a new ministry. Explain the author's concepts and how they will influence your adapting to different church cultures.

Back 31

personal

Front 32

In Leadership Handbooks, Chapter 13, p. 187-188, the author presents five principles that nurture longevity and satisfaction in the ministries of associate pastors (as well as other vocational Christian workers). Present the ones you find most helpful to your ministry style.

Back 32

personal

Front 33

In Leadership Handbooks, Chapter 14, pp. 199, in his short article on “Setting Up Safeguards”, Archibald Hart says that “Every pastor can benefit from taking into consideration three important principles as he develops a professional code of behavior.” Briefly explain how these three principles will guide your ministry.

Back 33

personal

Front 34

In Leadership Handbooks, Chapter 15, pp. 204-205, in his article on “Leading Christians”, Jack Hayford says that “We should be aware of the special problems and difficulties that occur when we try to do both (feed and lead).” State and explain his concepts.

Back 34

Basic concept: When a pastor primarily feeds, people enjoy the church but lack a corporate sense of destiny. If the pastor emphasizes leading, on the other hand, he or she may drive the sheep into exhaustion, pushing them up the mountain without allowing them to stop and eat. Thus, leading and feeding can complement one another. But we should be aware of the special problems and difficulties that arise as we try to do both.

Difficulties:
Difficult People – For some people, no matter how much attention we give them, they want more – personally, from us alone. Typically, our job is to show warmth and acceptance, while others with a gift for mercy can give greater attention.

Misunderstandings – Many false assumptions can cause misunderstandings. We should be as anxious for people to know what we don’t mean as what we do mean (don’t hear what I’m not saying).

Challenging without Condemning – The last thing we want to do is condemn people. But leadership means challenging people, pointing them to a higher plateau in Christ.

Front 35

In Leadership Handbooks, Chapter 15, p. 209-210, the author presents four leadership styles. List and define them.

Back 35

1) Autocratic—These are strong-willed leaders who make quick decisions and have a dominant style that is highly task oriented. These leaders make great primary leaders, but can offend people in the process.

2) Democratic—These enjoy being around people and building consensus as they listen carefully to others before making the final decision. They are better leaders than followers who often flourish underneath an autocratic leader and in an environment with the right amount of recognition and approval.

3) Participatory—These are loyal, patient, cooperative with others, and great listeners. They also prefer stability and maintain traditions. They typically serve best on a team where someone else is the primary leader.

4) Bureaucratic—These are very analytical, pay attention to details, logical, and want a certain excellence in ministry. Thy are critical thinkers who comply with authority and function best when someone else is the primary leader.

Front 36

In Leadership Handbooks, Chapter 16, p. 223-224, states there are three steps that help smooth the way to change in the church. List and explain them.

Back 36

1) Test the Waters. This occurs when you propose your change to a small group of people to gauge their reaction and thoughts. It is a great opportunity to collect information and to hear criticism that will help make necessary changes.

2) Listen and respond to resisters. After receiving the criticism, we weigh the different critiques and persons who present them. We should not think of resistors as enemies but as advisors that can enable us to refine the change or to abandon it if it is not good.

3) Sell individuals before groups. Before taking the change to the entire church, it is essential to talk to individuals in the congregation so that differences can be addressed before a public meeting. If they aren’t, the first impressions are usually negative & it has a harder time of passing.

Front 37

In Leadership Handbooks, Chapter 16, p. 224-225, the author presents five principles for responding to unrealistic expectations in the church. In light of these statements, present your strategy for dealing with such expectations.

Back 37

personal

Front 38

In light of the insights presented In Leadership Handbooks, Chapter 16, p. 229-230 regarding natives and newcomers explain the differences between the two.

Back 38

Natives—people who have been around the church for a while. They often like the status quo and feel more attached to institutions. They also have a network of friends, family, & associates and are usually rooted in the church.

Newcomers—anyone who is labeled “new” by natives. They are more willing to change since they don’t share the history of the church. They feel less attached to institutions and are looking for a place to belong.

Front 39

In Leadership Handbooks, Chapter 17, pp. 237-239, the author states, “Historically, several schools of thought have attempted to describe the purpose and process of supervision. One approach is to identify the central question and definition of success that characterize supervision.” What are the one or two of these purposes and processes that fit you the best.

Back 39

personal

Front 40

In Leadership Handbooks, Chapter 19, pp. 265-266, the author states that “Three areas stand out as particularly important when screening potential ministry and program staff.” List and briefly describe those three areas (no answer should be longer than 10 words)

Back 40

1) character qualities: integrity with family, finances, and relationships.

2) passion: his includes energy, vitality, spiritual disciplines.

3) skills and knowledge: theological knowledge, administrative skills, relational skills.

Front 41

State the “60-40 rule” as presented in the Preface of Church Personality on p. x

Back 41

Unless you are serving at least 60% of your time in your area of spiritual giftedness, talent, heart passion, and temperament... You will burn out in 18 months.

Front 42

In the Preface of Church Personality on p. xiii the author says, you are "able to predict in advance the level of difficulty our graduates will experience during their first five years of vocational ministry if they go to serve in particular churches." Explain what that prediction is based on.

Back 42

It’s based on comparing the distinctive church ministry style where one is thinking of serving and the personal ministry style of the graduate. If a church’s ministry style is within 1 sector of a pastor’s ministry style then the probability of a fruitful ministry is high.

Front 43

On p. xiii of Church Personality, the author says there are other factors that impact the effectiveness of our graduates. What are those four factors?

Back 43

Godliness

Ministry Competencies

Theological Convictions

Ministry Experience.

Front 44

On p. xiii of Church Personality, the author says "that this book has been written with a personal agenda." State that agenda.

Back 44

Dr. Douglass struggled with the opposite ministry style of his senior pastor and church at the first church for 5 years ministering. He realized that unless we are serving at least 60 percent of our time in fitting our ministry style, then we will burn out within 18 months. He wants to prevent a duplication of his first five years struggling.

Front 45

On p. 1 of Church Personality, the author says "When people’s convictions are strongly held and mutually exclusive (as were Paul and Barnabas’ plans for dealing with John Mark in Acts 15:36–40), conflict can emerge, sometimes preventing progress toward the goals that everyone desires." Assuming the author is correct in observing that Paul's style was "Strategizer" and Barnabas' style was "Inspirational", present five factors that might have contributed to the contrasting manner in which the two men wanted to work with John Mark. For "Strategizer" see table 8, p. 193. For Inspirational, see table 5, p. 76. Focus on the contrasts among five of the following categories: Strong Points, Primary Ministries, Ministry Tempo, Gains Self-Assurance Through, Decision-Making, Church Ethos, Fears.

Back 45

1. Strong points
Paul as a Strategizer is a pioneer in the development of new ministries outreach opportunities. He wanted to focus on completing the tasks at the level of excellence. He cannot tolerate the tardiness of John Mark.
Whereas, Barnabas an Inspirational type takes the biblical values seriously (although Paul also doctrinal sound but style is different) and wants others to do the same, and loyalty, commitment and responsibility are essential values. Therefore, Barnabas was loyal and was committed to John mark, and he wanted to include John Mark in the outreach ministries.

2. Primary Ministries
Paul, a Strategizer develops theories and vision and can solve complex problems. In contrast, Inspirational focuses on instruction and discipleship that relates to people, their needs and Christ centered aspirations. Therefore, Barnabas concentrates on relationship and building them through discipleship with John Mark needed discipleship.

3. Ministry tempo
The ministry tempo for both Strategizer and Inpirational are rapid pace and the Inspirational is highly relational. Barnabas was therefore, highly relational in contrast to Paul.

4. Decision making
Paul as a Strategizer is logical and clear-thinking whereas Barnabas reflects their ideal and promotes harmonious relationships with others. This drives Barnabas to retain John Mark.

5. Church ethos
Strategizer is energetic, task-oriented people organized around a clear vision. This is very much Paul. On the other hand, Inspirational, Barnabas, seeks a spirit of harmony with encouragement given for all to fulfill their calling, in this case John Mark.

Front 46

On p. 2 of Church Personality, the author presents nine contrasts that help a church determine her personality or ministry style. List five of the nine contrasts with one phrase on each side of the comparison that describes the contrast. For example, achievement: growing in numbers of people vs. growing in depth of learning/knowledge.

Back 46

(1) achievement

(2) time measurement

(3) mistakes

(4) decisions

(5) risk

(6) operating principles

(7) trust

(8) formality

(9) members

Front 47

n p. 8 of Church Personality, the author says, "if a new pastor or staff members try to change the operating system (i.e., the Church Personality) to fit their ministry style preferences then the church will malfunction in the form of conflict." Use the illustration of the computer operating system to explain this statement.

Back 47

The statement is indicating that to try and change a church’s personality type is like putting a Linux OS on top of Windows XP – they two were not designed to work in conjunction together and the computer will surely crash. In order to install the new OS, it would be more practical to remove everything on the computer and start fresh – possible with computers, not with churches.

Douglas compares our differing church personalities to the differing operating systems that computers use. Some run some form of Windows, others Macintosh OS X, and still others a Linux system. In the Windows system, there is a folder called the Windows system32 file. This file is essential to the proper functioning of the operating system. If you mess with the files in this folder, it is going to screw up the operating system. Douglass compares this folder to the church personality that is always working quietly behind the scenes. If you begin to change and tamper with the church personality, it is going to bring conflict within the church. Douglass notes that attempting to change the “operating system” is like trying to install a Linux operating system on top of a Windows operating system. They aren’t compatible and will cause the computer to crash. Douglass makes the point that these systems are better than one another, just different. The point to be made is that one shouldn’t try to change a church’s personality without expecting much conflict.

Front 48

On p. 12-14 of Church Personality, the author presents the concept of the "three concentric circles" to communicate how churches of the same denomination can have different personalities. Explain his point in 50 words or less.

Back 48

Moving outward:

Core Convictions/Beliefs - those things essential to the Christian faith (Trinity, dual nature of Christ, etc.).

Doctrinal Distinctives - what one has to adhere to in order to hold office within a particular denomination (authority of the Word, sovereignty of God, etc.).

Debatable Matters - where a particular church’s personality is expressed and may differ from other churches in the same denomination (views on creation, education philosophy, etc.).

Front 49

Explain the graphic on p. 15 of Church Personality, entitled: Tolerance vs. Intolerance of "Disputable Matters" in reference to discerning the variations in Church Personality.

Back 49

The graph is a line where from left to right the tolerance towards debatable matters decreases. In reference to Church Personality.

Left: Church focused upon freedom of expression, spontaneity, flexibility, creativity, and acting quickly in crises

Right: Church focused upon responsibility, tradition, maintaining order, attention to details, and subordination to authority.

SP NP NJ SJ
Adventurous/Entrepreneurial
Expressive/Relational
Strategizer/Inspirational
Organizer/Fellowship

Front 50

On p. 22 of Church Personality, the author says that discerning how a church engages in "Information Gathering" is a key component in determining that church's personality. Describe one of the three contrasts for "Information Gathering".

Back 50

1. Leaning on personal observation or relying more on intuition and hunches?

2. Straightforward communication or using of imagery and symbolism?

3. Observers or breakers of tradition?

Front 51

On p. 22 of Church Personality, the author says that discerning how a church engages in "Decision-Making" is a key component in determining that church's personality. Describe one of the three contrasts for "Decision-Making ".

Back 51

1. Secure on objective analysis or on feelings of importance and valuability?

2. Harmony is not essential or is it?

3. Critical evaluation is easier or is speaking of a appreciative word?

Front 52

On p. 22-23 of Church Personality, the author says that discerning how a church engages in "Lifestyle" is a key component in determining that church's personality. Describe one of the three contrasts for "Lifestyle".

Back 52

a. Church leaders prefer to plan their work first and then work their plan vs. being more casual and informal in developing their plans.

b. Basic contributions by the leaders often stem from being systematic, orderly, proactive, and decisive vs. bring to church leadership such characteristics as spontaneity, open-mindedness, tolerance, and adaptability.

c. Church leaders prefer bringing programs and projects to completion—finishing one task at a time vs. like the feeling of getting new things started and having many things going at the same time.

Front 53

On p. 24 of Church Personality, the author says, "When we apply these distinctions to churches we see that they can be either Practical or Innovative according to the ways in which they prefer gathering information." Describe one of the five contrasts presented in Table 1.

Back 53

A. Practical churches: (note: the question only asks to describe one of the five contrasts)
i. Live in the ‘here and now’
ii. Work well with facts and details
iii. Like realistic challenges and problem solving
iv. Are experience and action-oriented
v. Are realistic and matter-of-fact

B. Innovative churches:
i. Prefer to live in the past and future
ii. Are interested in new and unusual experiences
iii. Do not like routine
iv. Are attracted to theory rather than practice

Front 54

On p. 24 of Church Personality, the author says, "When we apply these distinctions to churches we see that they can be either . . . Analytical or Connectional according to whether they are more focused on tasks or people. " Describe one of the five contrasts presented in Table 2.

Back 54

a. Analytical churches – interested in systems, structures, patterns

b. Connectional churches – interested in people and their feelings

Front 55

On p. 24 of Church Personality, the author says, "When we apply these distinctions to churches we see that they can be either . . . Structured or Flexible depending on the method by which they process information." Describe one of the five contrasts presented in Table 3.

Back 55

a. Structured – do not like to leave many unanswered questions

b. Flexible – may act impulsively in their ministry

Front 56

On p. 26 of Church Personality, the author states, "There are no right or wrong church personalities. But every Church Personality experiences temptation to engage in particular types of sinful behavior." Chose the three descriptors of your personal ministry style and present the three temptations, according to the author, that may afflict you the most. For instance, the author's ministry style is ICS (Innovative, Connectional, Structured) so he would answer this question by stating the temptations connected to those three aspects of his ministry style.

Back 56

personal

Front 57

On pp. 28-30 of Church Personality, the author presents basic descriptors of the eight different church ministry styles. Describe the ministry style that most closely fits your ministry personality. (No description should be less than 75 words but no more than 100 words)

Back 57

personal

Front 58

On p. 31-32 of Church Personality, the author presents a number of applications of the book material. Present four of the applications you think might be most helpful to the ministry of the church you serve.

Back 58

personal

Front 59

The author presents Ruth as a Model for the Fellowship Church. Present three reasons for his choice.

Back 59

?

Front 60

The author presents Barnabas as a model for the Inspirational Church. Give three reasons for his choice.

Back 60

?

Front 61

The author presents Peter as a model for the Relational Church. Give three reasons for his choice.

Back 61

?

Front 62

The author presents Joseph as a model for the Entrepreneurial Church. Give three reasons for his choice.

Back 62

?

Front 63

The author presents Paul as a model for the Strategizer Church. Give three reasons for his choice.

Back 63

?

Front 64

The author presents Abraham as a model for the Organizer Church. Give three reasons for his choice.

Back 64

?

Front 65

The author presents David as a model for the Adventurous Church. Give three reasons for his choice.

Back 65

?

Front 66

The author presents Solomon as a model for the Expressive Church. Give three reasons for his choice.

Back 66

?