Christian Cooperation and Ministry Effectiveness: Insights and Applications from Empirical Research in Group Processes

“Co-operation and the Promotion of Unity” was one the major themes addressed at Edinburgh 1910. The goal was increased cooperation among Christian organizations that would lead to greater ministry effectiveness. Five group processes are presented in light of empirical studies demonstrating their ability to increase group performance: 1) Trust (reciprocal beliefs that the one party will promote the well being of another; 2) Constructive conflict (objective consideration and evaluation of various ways of accomplishing a common goal); 3) Decision commitment (beliefs held by all parties concerning the importance of following through on group decisions); 4) Accountability (the expectation that a party may be called to justify its beliefs and actions to other parties and to accept the consequences); and 5) Group goals (beliefs held by all parties concerning desired outcomes). The application of these processes to Christian organizations desiring to grow in Christian cooperation and ministry effectiveness is discussed.

Goals and Accountability for Ministry Effectiveness: Insights from Psychological Science

In this overview of what psychological science has discovered about goal setting, we will see that goal setting tends to make people more productive. This essay examines the conditions under which goal setting is most effective, as well as the situations where goal setting can be dangerous. Studies of goal-setting theory have found that job performance increases when people have challenging but specific performance goals. The mechanisms that cause goal setting to lead to greater effectiveness are just as present in Christian ministry as in any other kind of work. Also the dangers associated with goal setting are especially relevant in Christian contexts.

Power or Concerns: Contrasting Perspectives on Missionary Conflict

Among the consequences of conflicts between missionaries are a reduction in ministry effectiveness and an increase in the likelihood of missionary attrition. In contrast to perspectives of conflict management in Christian contexts which tend to focus on power (condemning the other party as sinful, enforcing submission to the hierarchical superior, or separation of the conflicting parties), the dual concern model of conflict management views conflict as an opportunity to understand each party’s concerns so that the two parties may cooperate and find solutions that correspond to the interests of both parties (Phil. 2:4). The dual concern model also predicts conflict behaviors (i.e., forcing, submission, or avoidance) when the interests of both parties are not considered. A qualitative analysis of data collected from present and former missionaries describing power issues (N = 34) indicates that the dual concern model of conflict management can be used to predict conflict behaviors and outcomes, even when conflicts are initially framed in terms of power. Recommendations for increasing cooperation between missionaries include better training in conflict management, the creation of mediation systems, and the development of an organizational culture that promotes cooperation.

Power or concerns: Contrasting perspectives on missionary conflict

Among the consequences of conflicts between missionaries are a reduction in ministry effectiveness and an increase in the likelihood of missionary attrition. In contrast to perspectives of conflict management in Christian contexts which tend to focus on power (condemning the other party as sinful, enforcing submission to the hierarchical superior, or separation of the conflicting parties), the dual concern model of conflict management views conflict as an opportunity to understand each party’s concerns so that the two parties may cooperate and find solutions that correspond to the interests of both parties (Phil. 2:4). The dual concern model also predicts conflict behaviors (i.e., forcing, submission, or avoidance) when the interests of both parties are not considered. A qualitative analysis of data collected from present and former missionaries describing power issues (N = 34) indicates that the dual concern model of conflict management can be used to predict conflict behaviors and outcomes, even when conflicts are initially framed in terms of power. Recommendations for increasing cooperation between missionaries include better training in conflict management, the creation of mediation systems, and the development of an organizational culture that promotes cooperation.

Social Networks among Ministry Relationships: Relational Capacity, Burnout, & Ministry Effectiveness

Humans, on average, are believed to have the capacity to sustain approximately 150 personal relationships due to social-cognitive limits and time available for relationship investment (Dunbar, 1993). The consequences of attempting to exceed this relational limit have not been investigated. Yet relational-style ministry workers face pressure to increase their number of personal relationships. It is likely that attempting to exceed this relational limit leads to distress. Therefore, relational ministers exceeding typical social network sizes were predicted to experience higher levels of burnout and lower levels of ministry effectiveness. For this study, two hundred thirty-seven relational ministers completed self-report measures. Multiple hierarchical regressions indicated that while total network size was not a significant predictor of outcome variables, nuanced differences among networks predicted burnout and ministry effectiveness. Above average numbers of intimate, high-investment relationships predicted smaller overall network sizes, and subgroups of more intimate relationships may have optimal size ranges that contribute to personal well-being.