As a result of this enormous popularity, many churches have begun implementing the model, hoping that it will produce the same results in their congregation. However, many are finding that it is not as effective as they had hoped. The difficulties lie in the fact that, unlike Saddleback, these churches are trying to implement the model into long-standing congregations with mature memberships. This presents far more difficulties than implementing the model within a newly-planted church made up almost entirely of new converts. As a result, many established churches find themselves disappointed and frustrated with the Purpose-Driven model.

However, I believe that this model can be effective in an established church. I believe this because I have seen it done. In 1997 my congregation (the Southwest Church of Christ) began implementing the Purpose-Driven model. This model brought a renewed focus on God's purposes for our church and we immediately began working to better accomplish these purposes. Within two years our church experienced growth in both attendance and conversions. We also witnessed increased commitments to membership maturity and community outreach. However, we did discover -- sometimes painfully -- that implementation of the model in an existing church with an established culture is a different process from the one Warren's describes in his book.

Implementing the Purpose-Driven model in an established church is not an easy task. Successful implementation requires paradigm shifts and changes that many church leaders are not willing to make. Even if the leadership is ready to make these changes, they often find a membership that is reluctant and unwilling. The simple truth is that many churches of Christ who choose to implement this model will experience frustrations and difficulties. However I still believe that with a proactive leadership and the right church context, the model can be effectively implemented into an existing congregation. At Southwest we learned this the hard way. Perhaps these six tips will save your church some of our frustrations.

Adapt the Model to Fit Your Context

On at least four different occasions Rick Warren strongly warns against duplicating Saddleback's model in an established congregation (27, 66 - 71, 179 - 180, 248). 2 As he explains: "You might be tempted to copy things we did without considering our context. Please do not do this! Instead, look beneath the methods to see the transferable principles on which they are based." 3

Warren should have devoted an entire chapter to this principle because it is often overlooked. In the initial steps of implementation Southwest ignored this important point. One example was having our members sign a "membership commitment" following the 101 sermon series and class. While this idea works well within the context of the Saddleback Church, we quickly learned that it did not fit our context. Since that time, we have learned to consider each aspect of the model more carefully and, when necessary, restructure to fit our context.

This is easier said than done. The model's rigid organization and deceptive simplicity tempt churches to force it. Consequently many leaders end up restructuring their church to fit within the context of the model. This is a grave error because the context of the Purpose-Driven model is foreign to most established churches. Rick Warren implemented the model in a new church, made up entirely of new converts, in the fastest growing county in the U.S. Unless your church has the same context, the model will have to be adapted. Do not change your church to fit the model. Instead, carefully adapt the model to fit your church's unique context.

Do Not Rush the Implementation Process

At one point in the book, Warren clearly warns against rushing the "discovery process." 4 This same advice can be applied to every aspect of the Purpose-Driven model. The bottom line is that the implementation of the model takes time. Our church is nearly four years into the model and only 50 percent has been implemented. While this may sound slow, it is actually five times faster than the model's implementation at Saddleback. They are over twenty years into the model and only launched the 401 C.L.A.S.S. series within the last year.

Not rushing the implementation process accomplishes several things. First, it allows church leaders to avoid senseless mistakes by giving them the time to process each step of the model's implementation. Second, it allows members the necessary time to understand and grasp the key concepts of the model. Third, it gives the five basic principles of the Purpose-Driven model the needed time to grow and develop into effective ministries of the church. In the end, going slowly will prove to reduce many of the frustrations often associated with the model.

Communicate Clearly and Continually Recast the Vision

Southwest's greatest mistake in implementation of the model was a failure to apply Warren's "Nehemiah Principle." This principle states, "Vision must be restated every twenty-six days to keep the church moving in the right direction." 5 Southwest failed to do this by letting too many other things get in the way of communicating the model. As a result, many members still lack a clear grasp of the model and its impact on our church.

The importance of communicating the model clearly and often cannot be overemphasized. Understandable and up-front communication increases trust between members and leaders and clears up unnecessary confusion. Warren offers sound advice in this regard: "Once you have defined the purposes of your church, you must continually clarify and communicate them to everyone in your congregation. It is not a task you do once and then forget about. This is the foremost responsibility of leadership. If you fail to communicate your statement of purpose to your members, you may as well not have one." 6

Involve the Membership in Every Step of the Process

The most effective form of communication is involvement. If you want your membership to commit to basic principles of the Purpose-Driven model then they must be involved in the development of these principles. In short, if you desire successful implementation, then you must find creative ways to involve the congregation in every step of the process.

One way to do this is to lead members through a discovery process similar to the one Warren outlines in his book." 7 However, be careful not simply to adopt Warren's purposes and "hand them down" during the discovery process. Because he so clearly defines the five purposes, it’s easy to lead members in that same direction. Work to avoid this temptation and allow God to lead your members and your church in the direction He chooses.

Develop a Plan of Action and Do Not Be Afraid to Fail

Perhaps our greatest strength has been our determination and dedication to a clear plan of action. Obviously, this plan has included the implementation of the principles and philosophies of the Purpose-Driven model. However, our real strength is not in the model itself; rather it is our development and commitment to a plan. Without a clearly defined plan for implementation, The Purpose Driven Church is just another good book. In the same way, a clearly defined plan is nothing more than a good idea without a definite commitment to that plan.

It is important to understand that the plan you develop for implementing the model will not be perfect and there will be opposition. Therefore, you should be willing to continually refine your plan without the fear of failure. If Southwest had stopped implementing the model at the first sign of failure, the process would have died three years ago. This same kind of determination is why the model works at Saddleback. As Warren explained in an interview: "We're not afraid to fail. We've always tried more things that didn't work than did. Every once in a while we find -- usually by accident -- something that works. Then we teach the seminars and pretend like we planned it all along, when really it was a result of trial and error.”

Keep It Simple

This last tip is just a basic reminder not to let the Purpose-Driven model completely consume the life of your church. One of Rick Warren's faults is that he often provides what I call "information overkill." The result is a model that is complex and not easily grasped by church members. Church leaders need to avoid this temptation to provide too much information and should keep the model simple so that it can be easily communicated and explained to anyone in the church.

The simple truth is that most members will not get excited about the Purpose-Driven model. They will get excited about a church that is actively fulfilling the purposes of God. Remember, your members are probably more concerned with experiencing a great church than knowing the plan behind that church.

ENDNOTES:

1 Bio of Rick Warren; available from http://www.purposedriven.com/pdc/warren.htm; accessed January 23, 2001.

2 John Ellas, “The Purpose-Driven Model: Can It work For You?" Church Growth Magazine 15, no. 1 (1st Quarter): 1-5.

3 Rick warren, The Purpose Driven Church, 27.

4 lbid., 96.

5 Ibid., 111 - 112.

6 lbid

7 lbid., 95 - 109.

8 Ed Rowell and Kevin Miller, “Comprehensive Health Plan: An Interview with Rick Warren," Leadership 18 (Summer 1997): 29.