Pentecostalism is not an aberration. . .

1. Pentecostalism is not an aberration. . . • What began as a despised and ridiculed sect is quickly becoming both the preferred religion of the urban poor and the powerful bearer of a radically alternative vision of what the human world might one day become.” Harvey Cox • Will the past be a true indicator of our future? • This is no time for triumphalism. • It is a time for humility and the recapturing of our central core.

2. Facing Challenges • By 2006 the A/G will be 30% ethnic minority. • 1 of 4 ministers are over 65 years of age. • Only 27% of A/G ministers are under 40 years of age. • Over half our attendees worship in 16% of our churches. • 29% of A/G churches in 2000 recorded 0 (zero) conversions.

3. What started with boomers has become increasingly true with “new tribes” • Brand loyalty has little meaning • Tradition by any definition is not valued • Distance from decision-making is avoided • Local concerns have increasing priority

4. What started in the 1960’s as counter cultural is now “woof and warp” • Therapeutic – accepting community • Individualism – personal responsibility to validate • Anti-establishment – avoidance routinized aspects of organizational life.

5. The Options • Cling to the old framework – impose it on new realities. • Engage in denial and pretend external changes are not profound. • Attempt to understand and change our internal model of reality. • Chaordic—continuing existence of chaos and order

6. Analyzing Our Foundations The winds converge into an initial rationale. 1. Baptism of the Spirit as an empowerment for service (Acts 1:8) 2. A keen hope in the soon return of Christ (1 Thess. 4:16) 3. Christ’s command to evangelize the world (Mt. 28:19-20)

7. J. Roswell Flower “Over and over messages were given in the Spirit that the time would not be long and what was done must be done quickly.” “The Pentecostal commission is to witness, witness, WITNESS!”

8. General Council, Fall 1914 Commitment to the “greatest evangelism the world has ever seen.”

9. Roots. . .Necessary or Ready for Pruning? • Urgency about evangelism. • An affirmation of the immediacy of the miraculous (a radical strategy). • A suspicion about complex structures • A propensity toward strategies with quick impact. • An unwillingness to evaluate long-term implications of strategies and structures.

10. Crossroads IndicatorsDilemmas that indicate shifts in the making Mixed motivation – single mindedness of purpose characterized in early devotees is replaced by professionalism Administrative Order – Once purposeful structures solidify and refuse to change Power – The struggle of leadership to legitimize itself

11. Crossroads IndicatorsDilemmas that indicate shifts in the making (cont) Delimitation – Running the gauntletbetween translating the core message in a new context and rigid defense of the original version as once for all settled Symbolism – Making original spontaneity current

12. Herbert Buffum vs. Darlene Zschech • Despised Few vs. Touching heaven-Changing earth • Altered DNA • A continued commitment to the Baptism of the Spirit as empowerment to evangelize the world – dulled sense of how the eschatological fits into continued impetus for evangelization. • A continued emphasis on the immediacy of the miraculous all too often disconnected from mission and deeply influenced by self-interest.

13. Herbert Buffum vs. Darlene Zschech (cont.) • Acontinued and curious suspicion about complex structures other than the one’s we’ve built or identified with. A growing struggle between suspicion and defense of the center’s influence. • A continued propensity toward quick result strategies demonstrating our continued affinity for pragmatic solutions.

14. Herbert Buffum vs. Darlene Zschech (cont.) • An unwillingness to evaluate strategies and structures thoroughly revealing a continuous discomfort of left-brained efforts. • A struggle between valuing and controlling charisma & charismatic leaders.

15. Structures are the servant of the mission of the church inhabited by the Spirit of God to reflect most fully the reign of God in visible form.

16. Therefore, we need to ask at least three questions: • Do our structures facilitate ministry based on divine gifts & endowments or arbitrariness and self-defined vision? • Do our structures disrupt or facilitate the work of the Holy Spirit to build community? • Do we facilitate or hinder witness to the yet not reached?

17. The Jerusalem-Antioch Case Study • Acts 11:19—Example of standard evangelistic strategy • Acts 11:20—A new strategic focus • Acts 11:21—New ministry strategy gets the attention of Jerusalem leadership

18. The Jerusalem-Antioch Case Study (cont.) • Acts 11:25—The evaluation of Antioch’s ministry by the ministry consultant: Barnabas • Acts 11:26—What the local community says about the new paradigm • Acts 13:2-3—The Spirit is in charge of strategic impulses

19. The Jerusalem-Antioch Case Study (cont.) • Acts 13-14—The new church model goes on the road • Acts 15—The Jerusalem Council

20. Antioch and 21st Century Challenges • Should method/strategy be addressed on a surface level? OR • Should method strategy actually be at the theological core? • HOW needs to be critiqued by WHY

21. Antioch and 21st Century Challenges (cont.) • Established vs. emerging leadership values will continually be in tension • Doctrine in need of discernment

22. Antioch Principles for 21st Century Leadership • Established leadership must empower and build bridges to the future • Ministry must be on mission • Mission must be connected to Spirit empowerment • Ministry must be multi-lingual • Ministry must see the present tense of Jesus