A guest blog by C. J. Dull
The Pastoral Segment, preachers/ministers for all practical purposes, is more or less where we started in our break from the Disciples. The major educational institutions, institutionalized missionary organizations, pension fund, national publishing house (Bethany) and official national assembly (the International Convention) all went with the Disciples, often referred to as “the cooperative work”. Their enthusiasm did not seem dimmed by the closing of a significant institution, the College of Missions, nor the continuous deficits from 1927 (the date of the first North American Christian Convention) to 1936. The major exception in all this was the ministers of large congregations. While many of those ministers (e.g., P. H. Welshimer) attempted to maintain positive relations with both camps, increasingly they became more conservative.
One of the central dilemmas or enigmas of the group is the uncertainty of the theological position of ministers. On a practical level, they are indispensable, and credit is generally given to ministers for any significant growth of a congregation. Yet, they are clearly not deacons, even though Latin (cf. Pliny the Younger’s famous letter) “ministrae” refers to deaconesses. Many would like to be considered “elders” in some sense although some congregations expressly forbid it. Elders have no doubts about their biblical status and are generally jealous of it. Among Noninstrumentals that is emphatically true. The preacher is most often called officially an “Evangelist” regardless of how long he stays. The use of that title among Independents in that sense has been minimal, and the use of “bishop” seems to have currency mostly in the Black community.
Ministers are what I dub “church managers”. The analogy is with city managers, a professional that is skilled in running a particular organization. Like city managers, they are often hired from outside, often with no particular connection to the congregation that hires them. A successful “ministry” is increasingly thought of in business terms, growth (cf. “church growth”) being the sine qua non of any congregation. Historically, methodology is the strong point of such congregations. That type of methodology has reached a level of sophistication that it is now not unusual, such that a new congregation, within a few years may have attendance in the thousands, thanks to a stake in the millions being borrowed. When church growth experts say that only big churches are growing, they do not mention that the methodology of growth that causes such growth will only work in a large church. Since typically smaller churches tend to imitate larger ones; the results are not the same because the methodology is self-limiting in a smaller congregation. Recently, ministers have become a type of impresario, someone who manages a big show for a big theater or movie scene. Small churches often have little more than a piano or small DVD player. Almost without exception, a kind of theological minimalism results. Those who succeed most in numerical terms—and this seems the dark side of congregational autonomy—are those who are most flexible in agreeing with the predilections of their audiences. Many openly boast of differing theological positions among their membership. Unlike Jews, there is no definitive tradition to hold together an autonomous congregation.
Since the absence of “growth” has almost come to have a negative theological implication, perhaps it is worth looking at some ways it can take place and how such activities can affect both large and small congregations.
Probably the most tried-and-true means of building up a congregation is simply the personal charisma of the minister. This is applicable for both large and small congregations in different measures. Typically, the former have a number of related groups and institutions to maximize their efforts. They also have examples of such personal skill used for unseemly purposes. As in the classic novel by Sinclair Lewis (Elmer Gantry), preachers even today have at times become notorious for their sins, personal and financial, although many, amazingly, afterward are received back in the fold. Order and organization seem almost subsets of larger groups. P. H. Welshimer managed a congregation in the thousands with only a part-time assistant because of the organization of non-specialists of his congregation, perhaps women most of all.
The next item is fidelity to a tradition or book. Technically, that is possible but now unlikely. Before the split, editors often constituted a subgroup because of the paucity of preachers available. A “sermon of the week” was often part of a periodical’s offerings. There was no exaltation of the Millennial Harbinger or other earlier documents, in this pre-college-press era. There is nothing like the Talmud, which ties small synagogues to larger ones with the same interpretive options. Those with centralized structures can make the same resources available to all. Small Roman Catholic parishes, for example, can instruct with the same Jesuitical scholarship as the largest archdiocese. Sadly, we have nothing comparable except perhaps a love by flexible-minded preachers for the same sermon series.
Basic demographics can often be determinative. It is obviously easier to build a big church in a densely populated urban area than a small town. New suburbs seem especially congenial for the formation of megachurches. Many decreases in attendance are little more than a commentary on the wider community’s population. I once asked Medford Jones, Sr., later president of Pacific Christian College (now part of Hope International University), if in his years as a traveling evangelist he had come across a congregation that grew when the population of its area was declining. To my considerable surprise, he did respond: Sullivan, IN under the ministry of Ben Merold, who of course had a number of other significant ministries. Demographics is not always destiny! It seldom hurts to have something to say.
Some examples of academics who have become pastors: Charles Sackett, Dean of Lincoln seminary (doctorate Trinity) to congregation in Quincy, Ill (Madison Park), Johnny Pressley (doctorate Westminster) from Cincinnati seminary to Washington, NC (First Church of Christ), Leroy Lawson (doctorate Vanderbilt) from Milligan to large congregations in Indianapolis and Mesa, AR. David Wead (doctorate Basel) from Emmanuel to Boones Creek and Nashville. Results ranged from spectacular to solid to minimal. More recently, both “Marks” (Scott and Moore) and Ric Cherok have left Ozark Christian College, and Jon Weatherley and Mark Ziese, left Johnson. Some took up interim ministries for a change of pace such as John Castelein (Lincoln) and Jim Girdwood (Kentucky Christian). Presumably this sort of “brain drain” will strengthen the position of congregations and other nonacademic institutions even more.
Way back in 1977 I had a conversation with a professor who had just left a seminary and was interim preaching at a country church of some size. I asked him if he was going to another seminary. His reply was that he had had offers, but a move was unlikely because it would mean a pay cut of half. He retired a preacher. Perhaps the best predictor of the future may be the adage made popular by a movie about Watergate: follow the money.
End Part II
(Sign up for the upcoming class, “Lonergan & the Problem of Theological Method.” The course will run from the weeks of February 16th to April 11th. Register here https://pbi.forgingploughshares.org/offerings)