Our four-part series on the possible measured against the probable continues today. My thesis is that, though all things are possible with God, not all things are probable. When we are trying to move a church out of plateau or decline, we can’t simply look at our negative situation and blindly proclaim that with God all things are possible, often used as an excuse or at least an explanation as to why we don’t take decisive action to get things turned around.
There is an issue of viability. Is there enough left in a given church to build on? In Part 1, I cited three areas of viability that must be in place for turnaround to be feasible, that is, probable. In Part 2, I looked at the first area, Financial Viability. Today I’ll address the second area, Core Viability.
How strong, committed and capable of multiplication is the current core congregation? Is the core growing larger or smaller in number?
The following questions must be asked and answered:
1. How many were in the core a year ago?
2. How many are in the core now?
3. Does the core have strong, sacrificial ownership of a Great Commission vision?
4. Is the energy level of the core high? If so, how long can this energy level be sustained?
5. Does the core have the gifts, experience and passion to multiply itself through recruiting and mobilizing called believers and through evangelizing non-believers? How so?
6. What is the level of spiritual depth in the core? How so?
7. Are there unresolved issues within the core, e.g. strained relationships, negative talk behind the scenes; “sin in the camp.” How so?
The issue is, assuming financial viability, does the current congregational core possess the attributes and attitudes needed to embrace sacrificial change in order to become more effective in terms of Great Commission ministry – outreach, evangelism, and discipleship that is skill based and not knowledge based? If the needed attributes are not there and if the needed attitudes are not there, the core is not viable, making turnaround most improbable.
