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The debate over worship styles is arguably the most intense and widespread battle being fought in mainline churches today – even more prevalent than the highly publicized disagreements on homosexuality – creating tensions “in virtually every congregation in America” (Long 2). John Witvliet of the Calvin Institute of Worship has observed that “Never before have congregations been reforming worship in so many directions at the same time,” a phenomenon that evokes “an uneasy pressure.... [People] know change is happening and they’re confused by it” (Miller 5).
This paper will explore the introduction of a second, contemporary worship service at the Presbyterian Church of Pullman, Washington.
Pullman Presbyterian Church (PPC) is situated in a community that would not exist were it not for two local resources: the most bountiful wheat yields in the world and Washington State University (WSU), a 17,000 student public land-grant university. The relationship between town and gown is historic and mutually supportive. Located across the street from the WSU campus, the church has had close ties to the university, but receives a disproportionate share of its contributions from a few wheat farming families with long-time church connections.
Pullman Presbyterian Church is also slowly dying. It attained its peak membership of over 500 thirty years ago, and except for a few years in the mid-1980s and 1990s, has declined annually since then. The current membership is approximately 215, which represents a renewed slide after approximately seven years of relative stability at 220 - 235 members.
The church is also graying. Over 50% of the members are retirement age. Despite being located in the community with the lowest average age in the state of Washington, PPC has been unsuccessful at attracting younger members. During the 2000 - 2001 school year when the university was in session, there were typically from 10 - 20 students in attendance on a given Sunday. This number was up slightly from five years ago, but down significantly from 20 years ago. However, most typically do not affiliate with the church and those that do leave upon graduation.
The church school has also been in decline during the past thirty years. In the 2000 - 2001 program year, church school attendance on Sunday mornings averaged fewer than 15 in pre-K through 8th grades, with no high-schoolers and only an average of 7 in the adult class.
In 1993, the church adopted a long-range plan, “The Future of the Church,” developed over two years by a blue-ribbon congregationally-elected committee. It identified four important needs for the medium to long range future of the church (5 - 15 years), including a new grass-roots design for mission (similar to what is now called “permission-giving” ministry), increased professional church staff, an outreach and evangelism emphasis targeting younger persons, and construction of new church facilities, in particular a new sanctuary (the church had been worshiping in a multi-purpose room since relocating to its present site in 1963). The capital improvements generated the most immediate support. The outreach and evangelism priority generated very little excitement.
Following a two year feasibility study, the congregation voted to undertake what became a $1.5 million project of new and remodeled construction. The new sanctuary was dedicated in April, 1997. After two extraordinarily successful capital campaigns, the mortgage on the new construction was burned at a church celebration in May 2001. An adjacent property was acquired in August 1998 with the potential for eventually adding up to 35 more off-street parking spaces to our current capacity of about 90.
The construction and its financial support dominated the work of the church for the past five years. Meanwhile, some programs of the church languished. Church attendance, which had been declining from 1986 at an annual rate of 5% received a “bump” during and immediately following construction. However, when a large influx of new visitors and members did not materialize, the leadership became receptive to other strategies.
During the winter and spring of 1999, as Pastor and Moderator of the Session, I began discussing with key individuals and committees the strategic need to expand our worship options in order to reach more people under age 40, including university students. The idea of inaugurating a contemporary music-based worship service was discussed at length during a joint officer planning retreat in the summer of 1999, and the matter was referred to the Worship Committee for further study.
It was hoped that the service might be launched on a weekly basis as early as August 2000, but not later than August 2001. Contacts were initiated toward forming a musical group and a core group of supporters for the contemporary service. The band - consisting entirely of volunteers with little or no experience - began practicing in May, 2000.
At that time, it was agreed by the Session that some “trial” worship services should be offered during the summer, both to provide experience for the band in worship leadership and to acclimate the congregation to the idea of contemporary worship. These were offered on a once-a-month basis in June and July, 2000.
It quickly became apparent that much more practice and intentionality needed to go into the contemporary service before it could be successfully launched. The target of August, 2001 was becoming more realistic as a launch date.
The Session agreed to allow the monthly “trial services” to continue. Meanwhile, I worked with the worship committee and a core group of supporters. We studied portions of Charles Arn’s book How to Start a New Service, plus other related materials.
By late winter, 2001, it became apparent that specific plans needed to be developed for launching the new service in August. August is the optimal time for launching new ministries in Pullman. University classes begin the fourth week of August, and the period from the third Sunday of August through the second Sunday of September constitutes a “window of affiliation” in which students and townsfolk establish new commitments and patterns of activity.
Following the M-722 course I met with my AGCM to discuss possible applications. We discussed three possible projects, and selected the transition to two services as the focus of this paper.
Specifically, this paper will address the strategies used to effect the successful transition from a single to a dual service worshiping community.
According to John P. Kotter in Leading Change, “Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles” (25). The ability to lead (and not simply manage) change, therefore, is vital to successful church leadership. Kotter identifies an “Eight-Stage Process of Creating Major Change” (see exhibit in Appendix II) which is designed to guide organizations toward a permanent re-orientation of norms and behaviors. He also identifies “eight common errors” in organizational change efforts that these stages are intended to address. Taken together, these concepts may be summarized in three stages: initiation, implementation, and institutionalization. The initiation phase is equivalent to laying a foundation for a new building. While it is the least visible – emerging from the strategic planning work of the pastor/leader and key organizational leadership – it is often the most important. Failure to address these stages will abort the change process before it has a chance to succeed. This phase consists of establishing a sense of urgency sufficient to win a hearing for a change vision, creating a guiding coalition sufficiently influential to overcome institutional inertia, and developing a vision and strategy that is compelling and achievable.
The