(LR) Determining & Implementing Core Values

LD 515: STRATEGIC PLANNING
Complete Submission


Hunter: Leading and Managing a Growing Church.
Malphus: Advanced Strategic Planning: A New Model for Church and Ministry Leaders.
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Submitted to
Luther Rice Seminary
In Partial Fulfillment of
the Requirements for the Degree
Masters of Divinity
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Justin Z. DuBose
152 Sherwood Street
Toccoa, GA 30577


I.D.# GC6831 / Phone: (678) 707-1491
February 6, 2012
Professor: Dr. Ricketson
Hours Completed: 24 -- Hours Remaining: 48
DETERMINING AND IMPLEMENTING CORE VALUES
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A Paper
Presented to Dr. Rusty Ricketson
Luther Rice Seminary
 
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In Partial Fulfillment
of the Requirements for the Course
LD 515: STRATEGIC PLANNING
 
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by
Justin Z. DuBose
GC 6831
 
OUTLINE
I. INTRODUCTION
II. DETERMINING AND IMPLEMENTING CORE VALUES
III. CONCLUSION
IV. SELECTED BIBLIOGRAPHY
 
 
 
 
 
 
 
 
 
 
 



INTRODUCTION
    The determination and implementation of core values are at the heart of success for any institution, including churches.  Without these vital pieces in the organization, failure is all but imminent.  The first step is determining what core values exist.  Once this is done, the difficult task of implementing them to fit in with the vision of the church is daunting.  Both must be undertaken carefully and prayerfully in order for success to occur.  This paper will examine not only the determination of core values within a church structure, but also ways to implement those values once they have been determined.
 
 
 
 
    
 
 
 
 
DETERMINING AND IMPLEMENTING CORE VALUES
Without core values, any institution is essentially putting a very low ceiling on its own success.  It is for this reason that most any organization will have a mission statement, a list of core values, or, in many religious organizations, a statement of faith.  In the United States Army, this comes in the form of an acronym, LDRSHIP.  At basic training, OCS, and other indoctrination programs, this acronym, as well as the “Soldier’s Creed”, is drilled into new recruits.  It is essential to becoming who the Army wants them to be.  Just like the Army, the church must determine its own core values.  Once this is done, the next challenge is determining the best way to implement these values into the goals of the church.  Keeping with the Army analogy, the embedding of the Soldier’s Creed into the brains of new recruits is essential to mission success.  So it is with core values and the mission of the church; mission success or failure hinges on the success or failure of the implementation of core values.
     Where does the church find its core values?  For all Christians, the answer to this question is the Bible – the inerrant words of God found in Scripture.  In the denomination in which this author ministers, the term “progressive sanctification” is often referenced when the topic of the development of core values is discussed.  Core values are found in Scripture and, as the believer matures, these core values progress resulting in constant growth in a believer.  The same can be applied to an organization and the development of its core values.  Arthur Farstad addresses this issue by saying, “We are to be separated or set apart from evil. First Thessalonians 4:3 speaks of progressive sanctification as having to do with turning away from immorality.”  He continues with a caveat, “However, we should not merely become set apart from evil but we should be positively set apart and dedicated to God.” 1 The position taken here is that the terminology of “core value development” and “progressive sanctification” are interchangeable when applied to a religious organization.
     Nevertheless, the question remains to be answered about the implementation of core values.  Strategically speaking, how can a religious organization implement these values to best ensure mission success, or, to phrase it differently, best avoid mission failure?  Aubrey Malphus addresses this issue by saying that once values have been determined, a good starting point is to ask the question, “What are the obstacles that are in our
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     1 Farstad, Arthur R. “We Believe In: Sanctification Part I: Introduction”. Journal of the Grace Evangelical Society 05:2 (Autumn 1992): 5.


way?” 2 The reason this question is necessary, says Malphus,
is because “over the years, the church has institutionalized ad hoc traditions and practices that obscure its values and vision. (pg. 77)” 3 Once certain obstacles have been identified, another key step in the implementation process is to properly communicate to others the core values and vision and the changes necessary to maintain alignment with the vision.  This communication should address, at minimum, informational concerns, personal concerns, as well as impact concerns. 4 Additionally, deadlines are a necessary concern.  What are the time parameters expected to be to successfully implement these core values?  According to Malphus, deadlines are important for two key reasons: “they signal not only when we have to be finished, but when we have to begin.” 5 Without deadlines, it is highly likely that implementation will never occur.
     George Hunter agrees with Malphus in his observations. “Clear objectives, defined as ‘the outcomes we want and intend
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     2 Malphus, Aubrey. Advanced Strategic Planning: A New Model for Church and Ministry Leaders (Grand Rapids, MI: Baker Books), 177.

     3 Ibid.

     4 Ibid, pg. 178.

     5 Ibid, pg. 181.
to achieve,’ are crucial to the effectiveness of any
organization, especially a church.” 6 This is a furtherance to idea of progressive sanctification as addressed earlier.  What specific outcomes do we wish to achieve?  Perhaps this is a specific demographic target, or a change in musical style in worship.  Whatever the specific change is, it needs to be identified as specifically as possible, suggests Hunter.  Hunter’s ideas for implementation are much more specific than those of Malphus.  Hunter says of implementation that “the faith does not spread between strangers, or from mass evangelism or media evangelism, but rather between relatives, friends, and neighbors.” 7 Hunter suggests a relational model amongst those closest is the most effective means of implementation. 
     Richard Hawley also speaks to this idea of implementation of the core values and vision of the church.  His perspective is that dissemination is the most effective way to ensure mission success for the church.  “The vision is formulated to be given away. It should not be the best kept secret in the church. It should be the most talked about publication in the life of the
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     6 Hunter III, George H. Leading and Managing a Growing Church (Nashville, TN: Abingdon Press), 65.

     7 Ibid, 74.
church. It should permeate every form of media your particular church possesses.” 8 From Hawley’s viewpoint, in today’s media saturated world, this is extremely efficient.  The church should put broadcast it in their bulletin, on their website, from the pulpit, in the conference room, in their ads to the community, in social networking locations, and everywhere else their digital fingerprints can be found.  Hawley’s perspective is a very “sales-driven” philosophy.  He goes so far as to say that “people buy into the leader before they buy into the vision. When selling your vision, you are really selling yourself.” 9
     It seems that implementation is the crux of the issue, perhaps because it is the thickest wall people run into in this process.  However, the development of core values certainly should not be ignored.  “Progressive sanctification” of the church, as it pertains to their vision, is a key issue that must not be left unattended. 


 
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     8 Hawley, Richard R. “Vision Casting for Biblical Change: A Possible Model”. Journal of Ministry and Theology 03:1 (Spring 1999): 80.

     9 Ibid, 82.
CONCLUSION
     If a church is not moving toward its specific goals, a new implementation strategy may be necessary.  The “master key” in both the development and implementation process is that “the Holy Spirit must be active and at work in the peoples who receive the gospel to develop them in Christlikeness and give them a vision of His mission to reach all the peoples of the world.” 10 This is the central issue of both the development and implementation process that, if ignored, will ensure failure.  Keeping with the military analogies, this would be similar to attacking an objective with heavy artillery and air support, but no infantry Soldiers.  Without the “boots on the ground,” the objective will never be secured, and so it is with the Holy Spirit.  Without the active work of the Holy Spirit, the development will fail as will the implementation.






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     10 Willis, Jr., Avery T. “Creating the Future: A Tribute to R. Cal Guy”. Faith and Mission 15:1 (Fall 1997): 56.
SELECTED BIBLIOGRAPHY
     Farstad, Arthur R. “We Believe In: Sanctification Part I: Introduction”. Journal of the Grace Evangelical Society 05:2 (Autumn 1992
     Hawley, Richard R. “Vision Casting for Biblical Change: A Possible Model”. Journal of Ministry and Theology 03:1 (Spring 1999):
     Hunter III, George H. Leading and Managing a Growing Church (Nashville, TN: Abingdon Press)
     Malphus, Aubrey. Advanced Strategic Planning: A New Model for Church and Ministry Leaders (Grand Rapids, MI: Baker Books)
     Willis, Jr., Avery T. “Creating the Future: A Tribute to R. Cal Guy”. Faith and Mission 15:1 (Fall 1997):