<p>A congregation is as strong as its mission and vision. The Canadian evangelical church is in the process of considering its effectiveness particularly in terms of it missionality. This question has caused MGT Family Church leadership to step outside its current traditions and praxis to consider the necessary elements for a biblical and engaging church. The problem of this research project was to identify a model of culture change that would serve church leadership as they sought to implement congregational renewal.</p> <p>This five-year project began with the articulation of ecclesiological considerations and was closely followed by a study concerning the missional expectations of the local church. The role of the local church has been synthesized into three values as expressed in corporate church activity and in the lives of church members and known by the acronym 'SAM.' (Spiritual Formation, Authentic/Accountable Relationships and Missional Activity)</p> <p>The scriptures speak of the expectation of spiritual growth and maturity in terms of one's relationship with God. Church leadership must endeavor to establish a church that facilitates spiritual formation in the lives of the congregation irrespective of where each person is in their spiritual journey.</p> <p>Second, a believer grows when he or she is in relationship with another person or a group of people. The church is a catalyst for the development of small communities that regularly meet together for mutual support and spiritual growth. Additionally, a believer is missionally effective when he or she is in relationship with a seeker.</p> <p>Third, the Kingdom of God grows when believers are missionally engaged. Corporate congregational activities must be conducive to missionality and supporting instruction for the individual must be available.</p> <p>Culture change implementation is largely the responsibility of church leadership. Today's pastor must be equipped to lead his or her congregation in the direction of Kingdom effectiveness. The way in which he or she chooses to lead will determine the effectiveness of the proposed culture change.</p> <p>Portico, formerly MGT Family Church, a Pentecostal church in Mississauga, Ontario, Canada has been the subject of a culture change during the period from 2000 to 2005. The leadership team consisted of men and women who were cognizant of the church's history and its successes and failures, its strengths and its weaknesses. Over the period of two years church leaders conducted an intense study to determine the nature and extent of a proposed culture change. This was followed by the implementation of measured changes between 2000 and 2004. In early 2005 the culture change was fully and forcefully implemented with Sunday services totally dedicated to Revolution Sunday, a full articulation of the new church culture.</p> <p>In early 2006 the author conducted a survey among Portico congregants. Seventy-nine people responded and the results were tabulated through the use of SPSS version 8.0 data management system. Participants volunteered their responses concerning the church culture change.</p> <p>Research shows that organizational culture renewal is best facilitated through an informed and carefully designed process which is adjusted to meet new challenges over the course of time. As local church leadership teams begin to consider the potential of a renewed church culture and grapple with the associated challenges the Canadian Pentecostal church will increase in its missional effectiveness.</p> / Doctor of Ministry (DMin)
| Identifer | oai:union.ndltd.org:mcmaster.ca/oai:macsphere.mcmaster.ca:11375/12985 |
| Date | January 2007 |
| Creators | Black, Owen Robert |
| Contributors | Steinacher, Mark, Divinity College |
| Source Sets | McMaster University |
| Detected Language | English |
| Type | thesis |
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