Many are surprised that effective organization is included among the traits of healthy congregations. While a “proper” organization will not guarantee church health, an improper organization can almost guarantee disease.

A healthy church forms an organization that is adaptive, focused on ministry and mission, and consistent with their theology. Organization promotes wise administration and demands accountability. It facilitates communication and reconciles differences. Appropriate pastoral leadership is essential to organizational effectiveness , and empowered membership is consistent with the New Testament. Effective organization maintains this creative tension.

Being “biblical” is one of the things Baptists do best. Unfortunately, there is no single church organization given in the New Testament. We find several models of organization. The Jerusalem Church seems to have been organized around a collegial team of ministers, while Paul appointed “bishops” in some of the churches he planted. The “pastor” of the church at Rome is not even named in Paul’s letter! Did that church exemplify what might be called lay ministry leadership today? In other places, we have lots of titles (apostle, prophet, pastor, teacher, deacon, deaconess, bishop, etc., etc.) but very little information on how the work of those persons fits together.

If New Testament teachings are relevant to organization, then it seems to be limited to a relatively few principles, and that one of the foremost principles is “context.” The context suggests what is appropriate when it comes to organization.

In addition to the New Testament, at least four other streams feed into the context of Baptist church organization in America. These are politics (the ideas of constitution and parliamentary procedure), industry (the ideas of incorporation, boards, trustees, bureaucracy), law (reporting, liability, emphasis on documents and procedure), and local context (New England is different from the Midwest; small churches are different from large churches, etc.)

These five streams contribute to the multiplicity of organizational forms we see in Baptist churches today. Each has its strengths and weaknesses. Although there is no universal Baptist organizational form, there are two Baptist principles that contribute to congregational organization.

Self-governance emphasizes that each Baptist congregation is self-contained and self-identified when it comes to matters of organization.

Priesthood of the believer emphasizes that each Baptist individual is equal before the Lord, and that ordained clergy, “bishops,” and “people from the national office” have no special privilege when it comes to matters of organization.

While there is no single form of Baptist congregational organization, there do seem to be several emerging trends.

First, we see a growing interest in examining the vision, purpose, and values of the congregation, then trying to organize accordingly.

Second, we see a growing use of smaller representative bodies to handle “business.” The gathering of the entire congregation to decide which bills will be paid (for example) is rarely seen.

Third, we see churches organized with fewer departments and fewer standing committees. These are usually limited to ongoing administrative functions.

Fourth, we see a greater emphasis on lay ministry, and a desire to match gifts, passions, and ministry opportunities to form ministry teams. Teams form and dissolve as opportunities and passions rise and fall.

Fifth, we see quicker decisions and fewer votes. The church I grew up in had monthly business meetings—whether we needed them or not. Now, it is not unusual to see a single annual meeting, where representatives and officers are elected. A council or board handles day–to-day decisions and prepares mission and ministry objectives to present to the congregation for approval. Alternatives to voting are explored because voting seems to have a divisive effect, and produces “winners” and “losers.”

Finally, we see more creative budgeting. The way we budget is based on a manufacturing model, and leaves no room for quick responses to unexpected opportunities. Further, too often it ends up simply recapitulating the past. It is impossible to get new ministries started, because we are too busy “feeding” the old ones, and won’t (or can’t) ask if it may be time to stop. Now churches may fund projects for only a year (and demand performance!). Ministry teams may be asked to come up with their own funding, or, even better, think of ministry that doesn’t cost money.

However your church organizes, it should help ministry and mission. Organizational problems may be evidenced by recurrent roadblocks and frustrations; or spending more time taking care of the organization than you do the ministry. When this is the case, then it may be time to look closely at the way you are organized, and try to think of different ways to do things.

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