Pastors' Resistance to Revival
Persuading a pastor to launch a one-year experiment in sustained revival is not easy. Adam Smith was correct in 1776. People act in their own self-interest. The concept of self-interest for sustained revival has to do with extending Christ's kingdom in history and eternity -- initially, in history. This is mostly cost. The benefits are indirect and delayed -- rather like raising a child.
The pastor asks: "What's in it for me?" These are negatives.
1. Time Management problems. There will be more work in mobilizing members to participate in the project. There will be resistance from some members -- at least 20%. The majority will not care, one way or the other, initially. But after a few months resistance will increase. "It's not working. Quit pressuring us. Let's get practical." There will be problems of sustaining the enthusiasm for the program unless it produces visible growth rapidly. This is hard work.
If the program is successful, there will be new visitors to teach, new members' classes, and more counseling, which newcomers will expect as a free service.
2. More Work for the Same Salary If the newcomers arrive, they will have lots of problems. Some of these members will have big financial problems. They will not be tithers.
As the work load increases, the costs of operation will increase, too. There will be negative returns financially. It will be like getting a promotion: more responsibility. But there will not be a raise.
3. Increased Responsibilities. There will be more questions to answer, more hands to hold, more decisions to make. This is always the case when there is growth. The old responsibilities do not go away. The new ones pile up.
4. Additional Sermons. As space runs out, there will be pressurte to go to two services. The vcost of doubling the size of the sanctuary is too high. They new members do not donate much money.
The newcomers want to attend at 11 a,m. One hour is their limit. They know nothing. They must be spoon fed.
This means that there must be a second sermon for existing members. This means an earlier service. But most existing members want to come at 11. The members must be pressured to attend an earlier service, leaving 11 a.m. for bringing visitors.
The sermon for existing members must be advanced. This means twice as many sermons each week.
When a second service is added, the morning schedule must be juggled. When to run Sunday School? Should there be a 9 a.m. sermon, then a Sunday school from 10 to 10:45? Who will come at 9 a.m.?
5. Expanded Building or a New Location. At some point, the church must decide to build. The old building is not large enough. Should it add on? Should it build a whole new building with lots more parking? Should it launch a new congregation with existing members? Who will decide? There will be opposition to any of the three.
6. The Project May Fail. Is it "Nothing ventured, nothing gained"? Or is it "Be content"? No one wants to be responsible for attempting a big project. Big projects generally fail. So do little projects, but their crash is less noisy. This is a large-vision project. It requires a big sacrifice. It involves commitment of all concerned. This is never easy to get. People think: What if this fails? I don't want another failure."
Church growth forces these issues. Rapid church growth forces them rapidly.
It boils down to this: more work for the same salary. Pastors resist.
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