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Engel’s Strategy Classic: ASSESSMENT OF ORGANIZATIONAL STRENGTHS AND WEAKNESSES
By chris | January 31, 2008
From the 1975 classic “WHAT’S GONE WRONG WITH THE HARVEST” by James Engel
ASSESSMENT OF ORGANIZATIONAL STRENGTHS AND WEAKNESSES
The next question centers on the availability of resources needed to capitalize on the opportunity that has been demonstrated. This is especially critical if only one organization, say a local church (or a mission board in an overseas situation), must design and execute the strategy.
One church, for example, conducted a community analysis that, although not as extensive as the one described here, disclosed a similar situation with two possible audience segments. A review by the elders led to the conclusion, however, that the strengths of the individual members, plus some limitations on other resources within the church, made a focus on high school and college students most feasible. In short, there was no attempt to be all things to all people. It was recognized that, after all, there are other churches in the area and that the total task can be accomplished only cooperatively. Under the guidance of the Holy Spirit, this church worked in its area of strength.
Undoubtedly, the combined resources of the cooperating churches in Rollingwood could meet the challenge. Furthermore, there is opportunity to draw upon various interdenominational organizations that can provide real assistance in such areas as evangelistic training, design and placement of radio spot announcements, etc.
DETERMINATION OF MEASURABLE GOALS
We have now arrived at a crucial stage — the establishment of goals. The usual tendency is to state the goal something like this: “to saturate RollingwoOd with the claims of Christ during 1976.” But this is only a general statement of purpose and it is little more than a platitude, at that. How could one ever know if the job is accomplished? A goal must be measurable or it is of no functional value.
Careful use must now be made of the audience analysis. The awareness and attitude data provide some valuable benchmarks. In other words, an indication is given of current levels of spiritual awareness and attitude, and the purpose of the campaign must be to improve these levels. Notice that the task now is primarily one of proclamation rather than persuasion because of low awareness of gospel fundamentals. Most of those in this segment will not respond, at least initially, to a simple presentation that presses for a decision. Decisions for Christ, of course, are always the ultimate goal, but there is a real need here to bring people to that point in the model of spiritual decision processes (Figure 3) where they both understand the implications of the gospel and have a positive attitude toward it (and the Church). If this can be done, the stage is set for largescale later response to persuasion (i.e., a call for decision).
It is at this point that the planners must focus on prayer to be sure that they have the very mind of Christ. In other words, what does the Head of the Church want to accomplish through the Holy Spirit? To some extent, accomplishments will be limited by available resources. To a degree, at least, the more we have to spend, the more we can expect to happen. But such considerations cannot be the final determinant of the goals that are set. Rather, an assurance of the Spirit’s leading the church to take certain necessary action must be the outcome of prayer.
The difficulty in goal-determination is to specify .the amount of change it is reasonable to expect. This problem is faced by the secular communicator as well, of course,10 and there really is no substitute for experience. The expectations at the outset may be unrealistic, but one must start with something. Goals, after all, are not figures to be etched in stone. It is to be expected that modifications will be introduced over a period of time.
What form should these goals take? There must be a statement of the expected changes in benchmark figures as a result of the campaign. For example, it might be decided to increase the percentage of those —
- who believe there is one God from 68% to 75%.
- who believe that most of the problems in the world today are a result of man himself (i.e., man is a sinner) from 48% to 75%.
- Who feel confident that Jesus experienced a bodily resurrection from 40% to 70%.
- who agree that Jesus provides the way to know God personally from 41% to 70%.
- who have read the Bible at least once in the past year from 54% to 75%.
- who can correctly state how one becomes a Christian from 29% to 70%.
- who have attended church at least once in the past year from 47% to 70%.
In addition, a goal for attitude change could be to reduce the doubt that Christianity has personal significance from 59% to 35%.
It is also reasonable to expect a certain number of decisions for Jesus Christ. An actual numerical objective to this end should be set, and each cooperating church should specify the number for which it assumes responsibility. This should be realized in demonstrable growth in the membership of each church, and goals should be set for this factor as well.
Again, these goals are only illustrative, but it is obvious that reaching them would signify a substantial cooperative attain-merit. One year later it might also be found that certain of the goals were overly optimistic, but that does not necessarily indicate failure. The great benefit is that all the churches in the Christian community have been aiming toward the same target, and this cannot help but represent a giant step forward.
Topics: Engel's Strategy Classic |