Torch, Winter 1993

each of the SWOT items. Or a church could hire an expert to prepare such an analysis, provided such an individual is sensitive to the church's doctrinal beliefs. The guidelines for preparing a SWOT analysis should make it very clear that the goal is not to have a gripe session. Rather, everything should be done in a team spirit with a desire to glorify the Lord and help each other become most effective. Establish Goals Based upon the information from an objective SWOT analysis, church leaders should prepare a list of goals which will contribute to accomplishing the mission of the church. Goals should be specific, achievable but challenging, easily understood, accepted by the church body, and measurable. Goals should be specific. Goals stated in indefinite "best we can do" terms will likely lead to disappointment and substandard performance. Vague intentions mean different things to different people and provide no accountability. The history of Nehemiah rebuilding the wall of Jerusalem provides a strong example of how strategic planning followed by goal setting leads to successful accomplishment. Under Nehemiah's guidance, the wall was rebuilt in only 52 days! However, a careful reading of the books of Ezra and Nehemiah reveals that Ezra returned to the holy city 15 years before Nehemiah, and that there was communication and a common vision between the two. The narrative provides clear evidence of long-term planning to accomplish the vision of rebuilding the wall. For the magnificent task to have been completed in such a short time, a massive amount of strategic planning and goal setting had to occur prior to the actual physical start of the project. Clearly, the vision over time was transformed into a sense of mission, and masses of followers were enlisted. Ultimately, material resources were secured and made ready, and the great task was accomplished. Goals need to be simple, clearly related to mission, and few enough 14 Torch to maintain focus . In a church, activities of the congregation are a primary means of accomplishing goals. We cannot overstate the importance of effective communication and interaction leading to congregational acceptance and ownership of church goals. Defining goals in a measurable way is difficult and often a challenge. However, without measurable goals we have no way to determine our degree of success. Perhaps one of the most significant omissions of public and not-for– profit management is a failure to measure our successes and failures . Some people assume that honestly motivated activity will in and of itself produce some kind of positive goal accomplishment. The truth is that anyone who fails to measure has no systematic way to become aware of failure or success. Be Willing to Change Measurement helps servant leaders be accountable to the Lord and the people they serve. Measurement will reveal whether the church has successfully accomplished its goals. If so, the elements of the church's mission statement will be accomplished. If not, leadership should again cycle through the SWOT analysis and planning process to develop new goals and strategies. An especially strong effort should be made to analyze strengths and weaknesses within the church as they relate to opportunities and threats in the environment. A common reason for an organization not accomplishing goals is misunderstanding how the environment of the organization interacts with factors internal to the organization in goal achievement. In general, pastors and other leaders who perpetually think of their organization in terms of SWOT analysis will be open to change and innovation. They will be apt to change or eliminate programs that prove to be ineffective, even those programs the leaders personally endorsed. Also, they will tend to focus on the concept of effectiveness (having the desired results) and how church activities take advantage of environmental factors in mission accomplishment. In such a context they will be willing to consider innovative ideas that relate to unmet needs discovered through organizational analysis. Summary God gives power to individuals as a form of stewardship so that they can better serve as His ministers in a needy society (Romans 13). The power church leaders have to influence the behavior of a congregation should be recognized as a solemn trust. In this article we have suggested a management scheme we believe can be used in the church to increase our productivity for the Master. If properly applied, strategic planning will help leaders to evaluate their churches objectively in harmony with a mission statement and to establish meaningful goals. The ultimate result should be a progressive, self-correcting church; a church that adjusts internally to the realities of its environment so that it will move forward for the glory of God. lTwo recent books that provide outstanding help for establishing a mission statement are: Aubrey Malphurs, Developing a Vision for the Ministry in the 21st Century, Grand Rapids: Baker Book Company, 1992. George Barna, The Power of Vision, Ventura, CA: Regal Books, 1992. 2see: Irving L. Janis, Groupthink: Psychological Studies ofPolicy Decisions and Fiascoes, 2nd ed. , Boston: Houghton Mifflin Company, 1982. Dr. Robert Wiggins is associate professor of criminal justice and public administration at Cedarville College. He holds a bachelor's degree in theology and a Ph.D. in administration from the University of Texas at Arlington. Rev. William Rudd pastors Calvary Baptist Church in Muskegon, Michigan and is a trustee of Cedarville College. He earned an M.Div. degree at Grace Theological Seminary.