SHOCKING!!! 3 Pastors write scathing Letter against Calif. District !! ! !

[SecretWarrior]

It seems that every organization comes to a defining moment in which the paradigm of yesterday clashes with the emerging possibilities presented by the archetype of tomorrow. It is a volatile time in which organizational heroes of the past find themselves challenged by the visions of new and determined leaders who are often times from a younger generation that is ready to rush headlong into the future. It would be nice if this paradigmatic shift only took place once in the life of an organization. The reality, however, is that for an organization to continue it must go through this process again and again. The Church is not exempt from this struggle. As Allan Hirsch so eloquently states,
There are definable stages in organizational life. Young movements are full of prophets and visionaries, people with little vested interest in old forms and lots of energy for risk and experimentation. But as movements become organizations, the builders and synergists take over…establishing relational connections, consolidating the group. The visionaries and questioners are marginalized. Next teachers and administrators standardize roles and functions and systematize a system of understanding and the builders and synergists are marginalized. As time passes the administrators rule, and as they manage the organization it shifts to maintenance mode. Finally, authority is encapsulated in an office and the bureaucrats rule with a rod of iron. Little change or growth is possible, and the organization dies. So the apostles and prophets are always strongly in evidence in the birth of new movements, but then are thrust aside as the movement becomes established. Charisma gives place to charisma…pastors and teachers rule…humanizers and 'systematizers.' 'Movements become institutions in part because they push aside the innovators and visionaries, they lose touch with context and become frozen in time. Life and passion gives way to "hardening of the categories.

The authors of this paper presently hold credentials with the United Pentecostal Church International (UPCI), and are members of the Western District which is comprised of California and Nevada. The sheer land mass of these two states—as well as the great diversity of cultures—have placed an enormous burden upon the administrative oversight of our District. The load upon the administration has become greatly magnified by the clashing of ideologies and philosophies of the ministers who make up the various networks and groups of leaders within the fellowship. The Western District has come to its defining moment; we are at a crossroad where yesterday’s paradigm of ministry is colliding with the dreams and visions of a new generation of leadership. Visionary leadership has taken a backseat to managerial leadership, thus creating a vacuum in which divergent groups within the organization compete for power and influence, as well as philosophical superiority.

This lack of progressive vision has opened the door for opposing parties to focus upon their own visions and ideals. The various networks within the district have begun to create their own gatherings where their personal beliefs and agendas are promoted, such as; camp-meetings, conferences, youth conventions and youth camps that are held separately from already existing meetings that are both promoted and run by the District. In an attempt to correct this rise of non-sanctioned meetings taking place throughout the District, the Western District Board (of which one of the authors of this paper is a member) published a position paper that strongly admonished the ministerial constituency not to create or participate with any meeting which is held in direct conflict or with the intent of replacing an established District meeting. This position paper issued by the Western District Board—seemingly with little thought or debate—has been viewed by many as threatening and reactionary, and in spite of its veracity, did not address the real issue; which is a burgeoning lack of leadership. The growth of these non-sanctioned meetings appears to be symptomatic of the much-needed paradigmatic shift confronting our District; it is time for a shift in power.

[SecretWarrior]

Into the boiling cauldron of change has come an even larger, and more imposing, issue. Due to the perceived lack of representation in the Western District, a large faction of pastors from the southern portion of California has voted to form a new district. They feel that this is a necessary step toward focusing their efforts of evangelism upon reaching this extremely populated region of our state. Not all of the pastors in the District, or even in Southern California, are in favor of the formation of a new district, yet this solution has gathered steam and appears to soon be a reality. There is a faction of ministers that view this decision as divisive and political at best, thus a new conflict is thrown into the mix. Paradigm shifts place unforeseen pressure upon those in leadership. This truth has been evidenced in recent weeks as our District Superintendent has resigned due to the mounting pressure within the fellowship. It seems that everywhere one looks there is some type of conflict. Too much conflict creates chaos, and with chaos come reactionary decisions that impact an ethos for generations to come.

In what would seem to be a direct result of this conflict, chaos has erupted which has produced feelings of unease between brethren. The once famed diversity seemingly is despised rather than being respected and valued. Discussions are now more about choosing sides rather than voicing opinions on the issues at hand. This chaos has produced a sense of self-preservation in which we have become defensive in our conversations with brethren of like precious faith. The pressure to choose sides has created coalitions throughout the District, and not unlike the War Between the States, brothers have taken up arms against brothers over ideology rather than substance. Sadly, the real interest and need for resolving the issues have become lost in each side’s desperate need to win. The emotions of many are running strong and deep as this cataclysmic upheaval makes its demand for conflict resolution.

In the midst of so much change, one thing is certain; we will soon elect a new District Superintendent. This could very well be the most vitally important decision that we have made in the recent history of our fellowship. As the collective authors of this paper, it is our personal belief that whoever is elected to this position in our district—or in a newly-created office in a new district—that individual must be committed to leading the fellowship out of this conflict and chaos. There are times where managerial leadership is a good and needful thing, but for the Western District at this juncture, there is a demand for radical, visionary leadership formed in the fires of passion and godly integrity. The issues confronting the Western District are like a giant ball of tangled yarn; everyone keeps attempting to fix it by reaching into the mass of confusion to figure it out, when all that is needed is for somebody to grab the end of the yarn and begin pulling then watch as things begin to straighten out. The prose of the Preacher has never rung more true, where there is no vision the people perish. The New King James Version renders this passage where there is no revelation, the people cast off restraint. The only way that the fellowship will come out of this ever-darkening dilemma is for a leader to provide revelatory vision that constrains people to a purpose. It is time for a Travis-esque line in the sand.

[SecretWarrior]

This paper is our humble attempt to provide visionary thinking to the ever-worsening predicament that the next superintendent (or two) will face over the next first months after his election. We write not as experts, rather we mount these proposals as contemplative leaders and pastors within the Western District, who are desirous of harmony and growth within this fragmented and burdened fellowship of ministers.

For the reader to truly appreciate the gravity of the situation we must first lay some foundational background for your clarification. For the majority of the past few years, the Western District has been functioning in a maintenance mode. The current leadership has statements such as, 'management is our job, not vision. 'While we agree that management is indeed a responsibility of organizational administration, we also believe that this mentality cannot lead the district into the revival which we so desperately need. It is our opinion the best choice in the next election should be someone who is from outside the current administration who can provide an unsullied vision in the face of this very serious leadership crisis. There needs to fall a fresh, evangelistic anointing upon the leadership of our District. We cannot attempt to move any further into the future with this business as usual approach to the task to which we were called. While cute ideals and philosophic discussion provide great fodder for parking lot conversations, only the anointing of the Spirit can break the yoke of division that seems to have a stranglehold upon our fellowship. It is not the time for a leader whose actions further this expanse; rather it is absolutely necessary that a new leader bridge the gap between the frustrated factions.

While a change of leaders and leadership styles is vital to our survival, the method in which this change is presented must be with done with deft patience and tact. The natural tendency of any newly-elected superintendent would be to impress the constituency by grandiosely displaying all of his innovative ideas and plans right away. However, he must resist this impulse, for the presentation of his revolutionary plans can create a maelstrom of resentment and reflexive action that will undermine his attempts at positive change. Sam Grobart, speaking to a group of new corporate leaders said, tone down the star quality, don’t be Mr. Personality. It is so vitally important that the new superintendent creates an atmosphere where relationships can be fostered rather than divisions fueled.

It is of utmost importance that the next superintendent has a word from God for this District. We are in need of not just a move of God—for there have been many moves of God that have gone by seemingly without much actually happening—but we need a word from God. Genesis 1 records that God moved across the face of the deep but it was not until He spoke that things began to change. The first step toward resolving the conflict is that the leadership needs to hear from God.

While there are many proposals for resolution floating in the abyss of personal agendas that has become the Western District, the three of us—all from different locales and ideological philosophies—have sat together and come to a conclusion. This paper is by no means exhaustive, but it does serve as a solid starting line at which our sadly divided fellowship can be brought again to the tables of commonality and community. The following are a few of the areas in which change is integral:

District Board & Key Influencers
As there is currently no voice for the Joe Pastors of our District, it is very critical that the grassroots of ministry in the Western District be heard. The new superintendent should spend his first one hundred days in office meeting with the key influencers in each camp from all across the state. It is vitally important that this be done after he has cast his vision and made clear his intentions to the District Board. It would be a mistake to begin meeting with groups of ministers throughout the District without providing the Board with the purpose behind his meeting with the ministers in their respective sections. This serves both to bring all sides to the table, but also to give the old guard a modicum of acknowledgement of their position (although a change in this group might also prove to be most helpful in alleviating the District’s problems). The newly-elected superintendent should then enlist the help of each presbyter in identifying three to five key influencers in their respective sections, and to coordinate a meeting over dinner in which to cast vision and establish a new level a communication throughout the state. In our opinion the dinner portion of this equation holds tremendous power as something unique happens when we break bread together.

Younger Ministers
There seems to be an ever-widening gulf between the current administration and the younger pastors and ministers in the District. This disconnect is robbing the fellowship of energy, excitement and the fresh insight that often comes with youth. In addition to this, there is little or no platform for individuals whose philosophy differs from the status quo. The next superintendent should make every attempt possible to bridge this gap. Both issues could be addressed by creating forums where younger ministers feel safe to express their visions, questions and frustrations without fear of being viewed as rebellious trouble-makers. It seems as though that while the older men of our district are given ample place for their dreams, the visions of the younger men are pooh-poohed as the blathering spatters of inexperienced neophytes. Taking the time to provide a platform for younger ministers will also create a dynamic connection that will allow the superintendent to have a direct influence in their lives and ministries. This platform would also serve to bolster the trust in leadership that the younger generation has seemingly lost over that past few years. Tomorrow’s men cannot survive without yesterday’s men, but yesterday’s men must first come to grips with the fact that their day has come and gone, and the time has come to move gently into that long, good-night.

[SecretWarrior]

Core Values
Once the process of relationship between the new superintendent and the ministerial body is established through the various meetings and forums, there must be a clarification of the core values upon which the Western District stands. These core values should be the foundational basis for which we have come together.

There are five basic core values to which the district can rally.
1. The Articles of Faith
a. These are the basic fundamental doctrines that all ministers who hold credentials with the UPCI state they agree to be essential.
2. Integrity
a. No fellowship is greater than the amount of trust that exists between the partners involved.
b. High moral and professional standards must be expected and received from each one of our ministers.
3. Mutual Respect
a. In spite of any differing opinions, there must be a determined commitment to love and honor one another.

4. Financial
a. Every minister within the organization agrees with the basic financial requirements to maintain a district.
5. Evangelism
a. There must be a radical commitment to the work of Apostolic ministry both locally and globally.

Mission Statement
Up to this point the Western District has never held a nesting vision that the constituency could readily identify. For the District to come out of its present dilemma there must be determined focus for which it exists. As there is one does not currently exist, it is of utmost necessity that there be a mission statement written that is clearly defined and that can be articulated to the fellowship. It is through this step that the ministerial body is directed to its purpose. The authors propose a similar mission statement to that of the Potomac District which is: This district exists to facilitate the health, growth and development of our ministers.

Purpose
Every organization needs a purpose for which it exists. This should be a measurable thing that is clearly defined. Einstein said that for a concept to be reality it must point to an object. To talk about mission in conceptual form will never become reality, but it must connect with tangible actions that can be easily identified. We know that our collective purpose was defined by Jesus Christ when He gave the instruction to go and make disciples…. In light of this the purpose of the Western District must be definitely point back to this Commission, and at the same time facilitate the implementation of this corporate goal on a district level.

In this altruistic modern world, the old ways of management no longer work and will never work again. The magnitude and pressure of environmental, competitive and global change we are experiencing is unprecedented. It's a very interesting and exciting world, but it's also volatile and chaotic. As a District, we cannot address these new challenges with more of the same management solutions. Successful change requires successful leadership. Psychological research has shown that under circumstances of uncertainty or unusual challenge and difficulty, people look for help in understanding questions about what matters, what to do, what direction to take, and what they should not do. Providing people with the answers that help them with these difficult questions is the essence of leadership. Leadership is about getting people to abandon their old habits and achieve new things, and therefore, largely about change; about inspiring, helping facilitate change in people. James O’Toole said, While there can be effective management absent ideas, there can be no true leadership.

The question is: as a District should we continue in managerial maintenance mode, or should we yearn for truly dynamic godly leadership? The truth is we need both a visionary and a manager. An old proverb says that leadership is doing the right thing; management is doing things right. The difference between the two is not as sharp as the saying would suggest, and both are required for effective corporate growth. Leadership risk creates opportunities while management strictness turns them into tangible results. However, as John Adair points out, if your organization is not on a journey don't bother about leadership—just settle for management.

The reality is that the Western District is in fact on a journey. Besides the fact that we are continuing to press toward the mark, we are on a journey to oblivion if resolution cannot be found for this conflict. Continuing down the path of the party lines will only serve to further alienate brethren. The time has come to lay all ideology aside. We are in desperate need of an outpouring of God’s wisdom. It is ultimately only through His guidance that we will ever truly find resolution to this conflict.

[SDG]

Will the formation of a new district address 1/5 of the concerns and issues brought up in this letter ...??? THIS IS POLITICAL RHETORIC ...

[SDG]

Someone wants control ....

[revrandy]

I think this was written before DC... Seems a little political to me too...

Wonder who their talking about for fresh vision and dynamic Leadership???

[Consapostolic1]

I came across this yesterday at a youth groups website, pretty well written. Does anyone know who wrote it?

[SDG]

Get this RevR ..

The question is: as a District should we continue in managerial maintenance mode, or should we yearn for truly dynamic godly leadership?

Somebody is yearning for a scepter.

[Felicity]

Originally Posted by Daniel Alicea

Someone wants control ....

There's always somebody who wants control.