ABSTRACT
TheRelationshipBetweenCorporateAmericaandtheChurch
IsabelleAbiassi
Director:Dr.DennisHorton,Ph.D.
Asanation,wearefindingourselvesinthemiddleofaculturalshift.While
ourworldbecomesmoreandmoreexpectanttoreceiveproductsthatarecustom
tailoredtofiteveryneedanddesire,aconsumeristicmindsethaspermeateditself
intomostaspectsof,notonlythebusinessculture,butchurchcultureaswell.
Consumersnolongershopatthemallonlybutnowshopforlocalchurches.In
recentyears,churcheshavebegunemployingstaffthathaveearnedanMBA,
establishingmarketingteams,andevenbuildingcoffeeshopswithinthechurch
buildings.Therearebothbenefitsanddangerstothemarket‐drivenchurchandthe
“Christianbusiness.”Whenusedwithgoodintentions,boththemarket‐driven
churchandthe“Christianbusiness”canthrivebylearningfromeachother’sethics
andstrategies.Similarly,whenthesestrategiesareusedinthewrongcontextor
outsideofethicalmeans,bothtypesoforganizationcanfindthemselvesinnegative
orundesirablesituations.Asthecorporateworldandthechurchcontinuetogrow
andevolveovertime,ethicsaregoingtoplayanevenmoreimportantrolein
keepingpeoplesafefromharmthatcancomefromunethicalbehavior.Itwillbeup
tothefuturechurchandcorporateleaderstodeemitimportantenoughtoplace
emphasisonthetopicofethicsandtoplacethelargeamountofemphasisthatthe
topicdeserves.
APPROVEDBYDIRECTOROFHONORSTHESIS:
____________________________________________________________
Dr.DennisHorton,DepartmentofReligion
APPROVEDBYTHEHONORSPROGRAM:
___________________________________________________________
Dr.AndrewWisely,Director
DATE:_________________________________
THERELATIONSHIPBETWEENCORPORATEAMERICAANDTHECHURCH
AThesisSubmittedtotheFacultyof
BaylorUniversity
InPartialFulfillmentoftheRequirementsforthe
HonorsProgram
By
IsabelleAbiassi
Waco,Texas
December2014
TABLEOFCONTENTS
ListofFigures.............................................................................................................................................iii
Acknowledgements..................................................................................................................................iv
Dedication......................................................................................................................................................v
ChapterOne:Introduction.....................................................................................................................1
ChapterTwo:ThePurposeofaBusiness........................................................................................4
ChapterThree:ThePurposeoftheChurch..................................................................................16
ChapterFour:TheMarket‐DrivenChurch....................................................................................30
ChapterFive:ChurchPrinciplesintheCorporateWorld.......................................................41
ChapterSix:Conclusion........................................................................................................................53
Bibliography...............................................................................................................................................58
ii
LISTOFFIGURES
FigureOne:DiscipleshipModelatHarrisCreekBaptistChurch........................................18
iii
ACKNOWLEDGEMENTS
IwouldliketoacknowledgeDr.DennisHortonforhistirelesswork,patience,
andadvice.Iamthankfulforalloftheeffortheputintothisworktomakethis
thesisthebestitcouldbe.Iwouldalsoliketothankmythesiscommittee:my
secondaryreader,Dr.MitchellNeubert,forhiswillingnessserveasasecondary
readerandmythirdreader,Dr.SteveBradley,forhiswillingnesstoserveasathird
reader.IwouldalsoliketoacknowledgeMs.DianeHaun,Dr.AlbertBeckandthe
restoftheHonorsProgramfortheirhandinmysuccessfulcompletionofthisthesis.
iv
DEDICATION
First,IwouldliketodedicatethisworktomyLordandSavior,JesusChrist.Without
Jesus,Ineverwouldhavebeenabletocompletethisproject.Second,Idedicatethis
worktomyfamily.Iamcontinuallyencouraged,challenged,andupliftedbyeachof
you.Youmakemebetter.Iamthankfultocalleachofyou“mine.”
v
CHAPTERONE
Introduction
Whatdoesitmeantobeaconsumer?DefinedsimplybyMerriam‐Webster,
theconsumeris“apersonwhobuysgoodsandservices”or“onethatconsumes.”1
Humankindhasbeencreatedtoconsume.AsChristians,thebeliefisthatGod
createdthehumanracetoconsumeorworshipHimand,becauseofsinintheworld,
manandwomannowlivewithdesirestoconsumetheobjectsofthisworld,rather
thantheCreator.
Theideaofconsumerismor“thebeliefthatitisgoodforpeopletospenda
lotofmoneyongoodsandservices”2beganitsmostrapidstageofgrowthinthe
UnitedStatesafterWorldWarII.Thistrendwasdueinlargeparttothefactthat:
WartimeproductionhadhelpedpullAmerica’seconomyoutof
depression,andfromthelate1940son,youngadultssawa
remarkableriseintheirspendingpower.Jobswereplentiful,wages
werehigher,andbecauseofthelackofconsumergoodsduringthe
war,Americanswereeagertospend.3
Sincethepost‐warconsumer‐drivenmarketbegan,ithasnotended.Anywherea
personturns,heorshehasgrownaccustomedtoexpectingaformofmarketing
whetherintheformofalarge,toweringbillboardonthehighway,watchingTV,or
1Merriam‐Webster.http://www.merriam‐webster.com/dictionary/consumer
(accessedNovember12,2014).
2Merriam‐Webster.http://www.merriam‐webster.com/dictionary/consumerism
(accessedNovember12,2014).
3PublicBroadcastingService.
http://www.pbs.org/wgbh/americanexperience/features/general‐
article/tupperware‐consumer/(accessedNovember12,2014).
1
waitinginlineforacupofcoffeeinthemorningatStarbucks.Thereisrarelyevera
momentwhentheaveragepersonisnotsurroundedbysomeformofmarketing
thatencouragesmoreconsumption.
Thisconsumeristicworldisagreatenvironmentforbusinesses.Inaworld
thatencouragesspendingmore,doingmore,orgainingmore,corporateAmerica
hasgrowntremendouslybecause,inordertocreateaprofit,businessesencourage
theconsumerismmentalityof“more.”
Thevariousconsumer‐drivenorganizationsandmarketsconstantlyfighting
andcompetingforaperson’sattentionexplainwhythelocalchurchhasjoinedthe
fight.Atariskoflosingaculturethathasbecomefocusedonconsumption,the
churchhasturnedtobusiness‐liketacticstobringpeoplethroughchurchdoors
throughouttheweek.Tosaythatachurchshoulddenyallformsofmarketingand
disregardanypotentiallyusefulbusinessstrategiesinordertostayfreefromfalling
intoconsumerismwouldbewrong.Therearemanyusefullessonsandtacticsthe
churchcanlearnfrombusinessesespeciallywhenitcomestoattractingnon‐
believersintothechurch;however,thereisalinewherethemarket‐drivenchurch
goestoofar.
Similarly,therehasbeenashiftincorporateAmericatowardethicalbusiness
practices.AccordingtoGoodCorporation,thisshifthastodowith“thetwoRs:
ReputationandRegulation.”4Regardingreputation,“evenifit’sonlybrief,no
businesslikesahighprofiledemonstrationagainstitsactivities,withallthe
4GoodCorporation.http://www.goodcorporation.com/uncategorized/the‐rise‐of‐
business‐ethics/(accessedNovember12,2014).
2
resultingmediacoveragethatthisusuallybrings”5sobusinesseshaveadopted
muchmoreethicalbehaviorsregardingtheirbusinesspracticesevenifitdoesn’t
ultimatelyproduceprofitchangesfortheorganization.Thesameistrueregarding
regulation.Businesseshavebecomemoreethicalbecausethey“survivebystaying
aheadofthegame.Manyunderstandthattoday’scampaignistomorrow’s
regulation.Nobusinesswantstobecaughtonthebackfootifregulatorsdecideto
dictatethewaytheyshouldbehave”6sobusinesseshavebecomemoreawareofthe
ethicsinthepracticestheychoosetoadopt.
Therearealsoulteriormotivesforsomebusinessestochooseethicalbest
practiceswhencommittingtoastandardfortheorganization.“Christian
businesses”likethecraftstore,HobbyLobby,orpopularfast‐foodchain,Chick‐fil‐A,
aresecularbusinessesthatareownedandoperatedbydevotedChristians.These
businessesmayviewtheirethicalresponsibilityasacallingfromGodsimilarlyto
thatofthechurch.
Thispaperwillexaminetheshifttowardamarket‐drivenchurchin
ChristianityandthehigheremphasisputonethicsincorporateAmerica.The
followingchapterswill,definethepurposeofabusinessandthepurposeofthelocal
churchinsociety.Then,usingthosedefinitions,thisthesiswilldrawconclusions
abouttheethicallinesbetweenamarket‐drivenchurchandthe“Christian
business.”
5GoodCorporation.
6GoodCorporation.
3
CHAPTERTWO
ThePurposeofaBusiness
BusinessDefined
Therearemanydifferentwaysabusinessmanifestsitself.Abusinesscan
taketheformofaFORTUNE500corporation,asoleproprietorship,orapartnership
tonameafew.AFORTUNE500corporationisdefinedasacorporationthatearnsa
spoton“anannuallistofthe500largestcompaniesintheUnitedStatesascompiled
byFORTUNEmagazine.”1TheseFORTUNE500companiesaresomeofthebiggestin
theworldinscaleandscope.Asoleproprietorship,ontheotherhand,isdefinedas
“thesimplestbusinessformunderwhichonecanoperateabusiness…Itsimply
referstoapersonwhoownsthebusinessandispersonallyresponsibleforits
debts.”2Asoleproprietorshipistypicallyverysmall,especiallywhencomparedto
thesheersizeofaFORTUNE500corporation.
Thesedifferenttypesofbusinessescanlookextremelydifferentinmany
areassuchasthecustomertype,bottomline,andemployeenumbers.Forinstance,
aFORTUNE500corporationmighthavemillionsofcustomers,billionsofdollarsin
revenue,andthousandsofemployees.Comparatively,asoleproprietorshipmay
servelessthanonehundredcustomers,earnafewthousanddollarsinrevenue,and
beownedandoperatedbyoneperson.Thecomparisonofthelargestexamplesin
1Investopedia.http://www.investopedia.com/terms/f/fortune500.asp(accessed
October10,2014).
2Entrepreneur.http://www.entrepreneur.com/encyclopedia/sole‐proprietorship
(accessedOctober10,2014).
4
businesstothesmallestexamplesdemonstratestheterm“business”isabroadterm
andcanmeanmanydifferentthings.Thepurposeofthischapteristodetermine
notonlythetypeofbusinessdefinitionusedthroughouttheupcomingchaptersbut
alsotodefinethepurposeofthatformofbusinessinthemarketplaceandinsociety.
Despiteofallthedifferences,thereisasimilaritythatremainsineveryform
ofbusinessregardlessofthedefinitionused,thesizeofthecustomerbase,orthe
amountofdollarsearnedinrevenue.Everytypeofbusinessfromthelargest
FORTUNE500corporationtothesmallestsoleproprietorshiphasaserviceorgood
theyarelookingtosellandacustomertowhomtheydesiretosellthatgoodor
service.
Merriam‐Websterdefinesabusinessas“theactivityofmaking,buying,or
sellinggoodsorservicesinexchangeformoney.”3Theuseofanextremely
simplifieddefinitionispurposefulbecause,atitsverycore,abusinessisavery
simpleentity.Aspreviouslyexplained,businessesprimarilyseektosellagoodora
servicetoacustomer.Thisisnottodisregardthefactthatsomebusinessesmay
haveotherpositiveorevennegativemotivesinbusiness,butrathertoacknowledge,
atitscore,afunctionandgoalofabusinessistosellagoodorservicetoacustomer.
Thereisatrendinthebusinessworldofsociallyresponsiblebusinessin
whichbusinessesactasindividualpersonsandformopinionsonvarioussocial
topicsandusetheirpower,whetherinmarketshare,marketing,orthrough
financialdonations,tomakestatementsaboutthoseformedopinions.Thisisnot,
3Merriam‐Webster.http://www.merriam‐webster.com/dictionary/business
(accessedOctober9,2014).
5
however,thecoreresponsibilityofabusinessaccordingtoMiltonFriedmanwho,in
1970,famouslyconcluded:
Thereisoneandonlyonesocialresponsibilityofbusiness–touseits
resourcesandengageinactivitiesdesignedtoincreaseitsprofitsso
longasitstayswithintherulesofthegame,whichistosay,engagesin
openandfreecompetitionwithoutdeceptionorfraud.4
Friedman’sargumentisthattheprimaryfunctionortheroleofabusinessistouse
itsresourcestoactivelyincreaseitsprofitsandallowitssocialresponsibilitytobe
thatofhelpingtheeconomyratherthanmakingstatementsonthehotsocialissues
ofthedayorusingprofittosupportvarioussocialorganizations.Hewouldargue
that,inusingitsabilitytohelpbenefittheeconomy,businesseswouldbeindirectly
supportingthepeopleandtheeconomywhetherthroughcreatingnewjobs,
assistinginmakingtheeconomymorestable,orhelpingtomakeproductsmore
pricecompetitive.
Thisideaissimilartotheaphorism,“arisingtideliftsallboats.”Thismeans
thatarisingtide,orinthisexamplethehealthyeconomy,helpstremendouslyin
creatingahigherqualityoflifeforallthoseaffectedbytheeconomy.Fromthe
largestyachtstothesmallestcanoes,whenthetiderises,allboatsriseandare
placedinbetterconditionsthanpreviously.Inthesamesense,aboomingeconomy
helpseverycitizenfromthepoorestofthepoortotherichestoftherich.Whena
companyusesitsresourcestobesuccessfulfinancially,thatsuccesscreatesmore
jobs,morecashflowintheeconomy,andultimatelyamorerobusteconomythat
4MiltonFriedman,“TheSocialResponsibilityofBusinessIstoIncreaseItsProfits.”
TheNewYorkTimesMagazine,September13,1970,
http://www.colorado.edu/studentgroups/libertarians/issues/friedman‐soc‐resp‐
business.html(accessedSeptember8,2014).
6
helpstocreateahigherstandardoflivingforcitizensacrosstheboard.Friedman’s
argumentwouldagreethatathrivingandprosperouseconomyhelpsproduce
thrivingandprosperouscitizensandtherefore,becomesarisingtidethatliftsall
ships.
Friedman’sargumentisnotmetwithoutobjections.In1979,KennethMason
whowasthepresidentofQuakerOats,wroteregardingFriedman’sphilosophies:
Adrearyanddemeaningviewoftheroleofbusinessandbusiness
leadersinoursociety…Makingprofitisnomorethepurposeofa
corporationthangettingenoughtoeatisthepurposeoflife.Getting
enoughtoeatisarequirementoflife;life’spurpose,onewouldhope
issomewhatbroaderandmorechallenging.Likewisewithbusiness
andprofit.5
InresponsetoMason,aspreviouslymentioned,therearemanyorganizationswith
othermotives,bothpositiveandnegative,indoingbusiness.Itcouldevenbesaid
thatanorganizationshouldhaveothermotivesincreatingtheirgoodsorservices
thatidentifywiththeirorganizationsuchasaninsurancecompanysupporting
MothersAgainstDrunkDriving(MADD).Theargumentofthischapter,however,is
thatanymotiveotherthancreatingaprofitisasecondaryobjectiveforabusiness.
Theprimarygoal,responsibility,andpurposeofabusinessshouldbetouseits
resourcestocreateaprofitthroughprovidingvaluedgoodsandservicestoits
consumer.
MiltonFriedmanisalsonottheonlypersontoevertrytodefinethepurpose
ofbusiness.Infact,Friedman’sargumenthasbeenmetwithsimilaramountsof
5JoelMakower,“MiltonFriedmanandtheSocialResponsibilityofBusiness,”review
ofTheSocialResponsibilityofBusinessIstoIncreaseItsProfits,byMiltonFriedman,
GreenBiz,November24,2006,
http://www.greenbiz.com/news/2006/11/24/milton‐friedman‐and‐social‐
responsibility‐business(accessedSeptember11,2014).
7
oppositionandpraise.Inlightofthis,anotherpopularviewonthepurposeofa
businesscomesfromPeterDrucker.InhisbookManagement,heclaimed:
Thereisonlyonevaliddefinitionofbusinesspurpose:tocreatea
customer…Itisthecustomerwhodetermineswhatabusinessis.Itis
thecustomeralonewhosewillingnesstopayforagoodorfora
serviceconvertseconomicresourcesintowealth,thingsintogoods...
Thecustomeristhefoundationofabusinessandkeepsitin
existence.6
Drucker’sargumentisthatacustomerultimately,whetherdirectlyorindirectly,
controlsallaspectsofabusiness.Becauseoftheeffectthecustomerhasona
business,Drucker’sarguesthatabusinessmustcreateacustomerorcreatea
demandforaproductratherthancreatingaprofit.
Drucker’sideathat,ifacustomerdidn’texistforaproduct,abusinesswould
ceasetoexististrue.Hisargumentandideasaboutbusiness,thoughvalid,arenot
entirelycorrect.Rather,itshouldbesaidthatthegoalorstrategyofabusinessisto
createacustomerwhilethecorepurposeofabusinessremainstomakeaprofit.
Ultimately,themainpurposeofabusinessistomaximizeprofits;however,theway
thattheorganizationcanachieve,maintain,andfurtherthispurposeisthroughthe
strategyofsatisfyingtheconsumer’sneedsandwants.
TheConsumeristicStrategyofaBusiness
Everybusinesshasonethingincommon:agoodoraservicetheyintendto
selltoacustomerinexchangeformoneyoranothervaluableasset.Thismeans
6SteveDenning,“TheOriginOf‘TheWorld’sDumbestIdea’:MiltonFriedman.,”
reviewofTheSocialResponsibilityofBusinessIstoIncreaseItsProfits,byMilton
Friedman,ForbesMagazine,June26,2013,
http://www.forbes.com/sites/stevedenning/2013/06/26/the‐origin‐of‐the‐
worlds‐dumbest‐idea‐milton‐friedman/(accessedSeptember11,2014).
8
that,asPeterDrucker’sargumentwouldmaintain,abusinessdoesnotandcannot
existwithoutacustomer.Therefore,thegoalorstrategyofabusinessmustbe
gearedtowardsitsconsumerswhetherthatismanifestedinservingcustomers,
creatingproductsorservicesforthecustomer,gainingknowledgeandinformation
ontrendsshownbyconsumersinthemarketplace,oranalyzingsomeotherformof
behaviortobetterdistinguishthecompanyfromtheircompetitors.Inotherwords,
abusinessesstrategymustbedesignedtoserveacustomerortotailoritselftobe
appealingtoagroupofpeople.
Themajorityofdecisionsabusinessmakesarewiththecustomerinmind.A
businessworkstoprovidethebestchoiceofproductorservicestoitscustomers,
givingthecustomerwhatiscalled“buyerpower.”Duetothisbuyerpower,the
customercantypicallyexpecttohavechoiceswhenitcomestoshoppingforany
formofgoodorservice.Whatresultsfromtheconsumers’expectationofchoicesis
theconsumers’mentalitythattheprocessofshoppingrevolvesaroundthem.This
istrueofthebusinessworldwherethebusinessmustshapeitselftofitthe
consumers’ever‐evolvingsetofneedsandwants.
Thisconsumer‐centeredmindsetislogicalwhenconsideringthepurposeofa
business.Ifthecorepurposeofabusinesstrulyistoincreaseprofits,thena
businesshastobecustomer‐minded.Inordertomaintainrelevancytowardits
customers,abusinessmustknowitscustomers’needsanddesireswhilebeing
capableoffulfillingoneormoreoftheseperceivedneedsanddesires.Ifabusiness
isnotconsumer‐focused,itwillnotcreatetheprofitsitneedsinordertobe
successfulandtherefore,wouldnotbefulfillingitscorepurposeasdefined.
9
TheUnethicalSideofProfit‐Making
AlthoughFriedmandoesstate,“Thereisoneandonlyonesocial
responsibilityofbusiness–touseitsresources…toincreaseprofits,”7itiseasyto
focusonthatonestatementandforgetthestatementmaderightafter.Friedman’s
famousclaimisqualifiedandsupportedbyemphasizingtheideathatthesocial
responsibilityofabusinessalsoincludes“[engaging]inopenandfreecompetition
withoutdeceptionorfraud.”8
Justbecausetheultimatepurposeofabusinessistobemindfulofthewants
anddesiresofitscustomerinordertocreateaprofit,doesnotmeanthatabusiness
doesnothavetoabidebyethicalstandardsaswellorhavearesponsibilityto
conductbusinesswithout“deceptionorfraud.”Businessesareheldtoanethical
standardasiseveryoneandeverything.Thequestiontoansweris:Whatisthat
ethicalstandard?Isitthesameasthechurch,whichisconsideredtobeheldtoa
veryhighethicalandmoralstandard,oristhebusinessworldheldtoaless
demandingethicalstandardbyitsnatureasasecularorganization?
Businessesmustbeheldtosomeformofethicalstandard.Thisclaimis
supportedbythefactthatlistsofthe“mostethical”and“leastethical”businessesin
theUnitedStatesarereleasedyearly.Forexample,PhilipMorrisInternationalInc.
wasrankedthefifthleastethicalcompanyintheworldinasurveydoneby
7Friedman,“TheSocialResponsibilityofBusinessIstoIncreaseItsProfits.”
8Friedman,“TheSocialResponsibilityofBusinessIstoIncreaseItsProfits.”
10
Covalencein2010.9In1999,PhilipMorrisacknowledged“thatscientificevidence
showsthatsmokingcauseslungcancerandotherdeadlydiseases,afterdecadesof
disputingthefindingsoftheUnitedStatesSurgeonGeneralandothermedical
authorities.”10Thisdemonstratesthat,whilePhilipMorris’businesspracticeswere
technicallylegal,theywerenotconsideredethical.Thecompanyhasreceivedalot
ofcriticismbecauseoftheirlackofethicalbusinessstandardsasshownbythefact
thattheywererankedhighlyonalistofleastethicalbusinessesintheworld.Asa
result,PhilipMorrishasbeenforcedtopaybillionsofdollarsindamagesforthe
company’sunethicalconduct.Inaspecificexample,theorganizationpaid“$56
millioninpunitivedamagesandinteresttothestateofOregon,finallyendingthe
14‐yearbattleoverdamagesinthedeathofaPortlandsmoker.”11Thisisoneof
manyexampleswherePhilipMorrishasbeenchargedwithfalseadvertisingand
fraudbasedonincorrectlywarningconsumersaboutthedangersofsmokingthe
company’scigarettes.
Althoughbusinessesmustabidebyacodeofethics,thatethicalstandardis
lessthanthatofachurch.Theethicalstandardsusedbybusinesses“areoften
9GraceKiser,“The12LeastEthicalCompaniesIntheWorld:Covalence’sRanking,”
TheHuffingtonPost,January28,2010,finaledition,
http://www.huffingtonpost.com/2010/01/28/the‐least‐ethical‐
compani_n_440073.html(accessedSeptember10,2014).
10BarryMeier,“PhilipMorrisAdmitsEvidenceShowsSmokingCausesCancer,”The
NewYorkTimes,October12,1999,finaledition,
http://www.nytimes.com/1999/10/13/us/philip‐morris‐admits‐evidence‐shows‐
smoking‐causes‐cancer.html(accessedOctober11,2014).
11AlmeeGreen,“PhilipMorrisAgreestoPayOregon$56MillioninPunitive
DamagesinJesseWilliams’Death,”OregonLive,January17,2012,finaledition,
http://www.oregonlive.com/pacific‐northwest‐
news/index.ssf/2012/01/philip_morris_agrees_to_pay_or.html(accessedNovember
10,2014).
11
guidedbylaw”12andlawsarelargelyenactedtoprotectthosegovernedbythem
fromanytypeofharm.Therefore,thecorporateethicalstandardislargelyabout
knowinglycommittingharmwhetherthatharmistoacustomer,employee,orthe
environment.
Generallythecorporateworldisknowntobeheldtoalowerexpectationof
ethicalconductthantheChristiancommunityorthechurch.Thisisnottosaythe
codeofethicstowhichbusinessesareheldisbadorwrong;rather,theexpectation
ofethicalbehaviorisdifferentinafor‐profitorganizationsincetheseorganizations
arenotheldtolivingabovereproachastheChurchis.
Forexample,thefinancialethicsofrunningabusinessaredifferentthanthe
financialethicsseeninachurchsetting.Whereasthelocalchurchisandshould
continuetobeplacedunderstrictfinancialscrutiny,thefinancesandspecificallythe
profitsofabusinessarenotheldtothesamestandard.Creatingaprofitorhaving
anyformofprofitmarginshouldnotbeafocusatallforthechurch.Thisisdirectly
opposedtothecoreresponsibilityofcreatingaprofitinthebusinessworld.A
churchshouldbefinanciallyresponsible,maintainingfinancialstabilitywhileusing
fundstogiveandserveinministryratherthanbeingconcernedwithcreatingany
amountofprofitorfinancialgain.Sincecreatingaprofitishowabusiness
ultimatelystaysinbusinessandisthecoreresponsibilityofabusiness,itwouldbe
knowinglyharmfultotheconsumerandespeciallytheemployeesiftheorganization
didnotcreateaprofit.Thisexplainswhyitisethicalforabusinesstoseektocreate
largeprofits.
12Investopedia.http://www.investopedia.com/terms/b/business‐ethics.asp
(accessedNovember10,2014).
12
Inthecorporateworld,businessesareexpectedtopayemployees
competitivelyfortheirwork.Thesecorporatesalariesaretypicallyhigherthan
salariespaidtochurchleadersbecausechurchleadersbeartheweightoffinancial
humilitythatisnotoncorporateleadership.WhilepastorsandCEOsalikehave
beencriticizedforearningsalariesthataredisproportionatetotheotherwagesof
thechurchstaffandemployeescompanyrespectively,the“numbers[ofhighlypaid
pastors]don’tcomparetotheincrediblyhighpayofcorporateCEOsinthe[United
States].”13Toputthisinperspective,notincludingtelevangelistslikeJoelOsteen,
“Megachurchpastorstypicallybringinpayinthelowsix‐figures,”14yet“thetypical
CEOtookhome$9.6million,accordingtoananalysisbyTheAssociatedPress.”15
WhiletherealitiesofCEOsalariescanbeconsideredexcessive,theyarenot
necessarilyconsideredunethicalinthecorporateworldwhencomparedwith
definitiongivenofethicalbusiness.Thoughexcessive,payingaCEOalargesumof
moneytodohisorherjobdoesnotknowinglycauseharmorthreatenharmtothe
consumer,employee,ortheenvironmentandcan,therefore,beexplainedasethical.
Thereareindustriesofbusinesses,suchasPhilipMorrismentioned
previously,thatengageinthesellingormanufacturingofproductsthatcouldbe
seenasharmfulinthelongruntoemployees,consumers,ortheenvironment.
13JaweedKaleem,“ReligiousNonprofitSalaries:HowMuchDoLeadersofSomeof
theTopNGOsGetPaid?”TheHuffingtonPost,October21,2013,finaledition,
http://www.huffingtonpost.com/2013/10/21/best‐paid‐religious‐
nonprofits_n_4124718.html(accessedNovember10,2014).
14JaweedKaleem,“ReligiousNonprofitSalaries:HowMuchDoLeadersofSomeof
theTopNGOsGetPaid?”
15SethBorenstein,“CEOPay:HighestSalariesEqual3,489YearsforTypical
Worker,”TheHuffingtonPost,May24,2012,finaledition,
http://www.huffingtonpost.com/2012/05/25/ceo‐pay‐highest‐salaries‐typical‐
workers_n_1545189.html(accessedNovember12,2014).
13
Theseindustriescanrangefromthetobaccoindustrytothesnackfoodindustry.
Bothoftheseindustrieshavereceivedcriticismfortheunethicalwaythese
companiesmarkettheirproducts.Thereasonforthisistheknowledgeofthe
potentialforharmcausedbytheseproductsandthelackofwarningaboutthis
harm.Duetothisethicaldilemma,specificallytobaccocompaniesarerequiredto
putextensiveamountsofwarningsignsorlabelsontheirproductssoconsumers
knowtheharmtheycouldinflictonthemselvesbyusingthecompany’sproducts.
Again,theethicalstandardissethigherforthechurch.Thestandardissetsothata
churchleadershouldnotdoanythingtojeopardizethecongregation.Oneofthe
“products”ofachurchcouldbeseenasthesermonsgivenonSundaymornings.
Partofapastor’sdutyinbeingachurchleaderistobeextremelycarefulthatheor
sheispreachingTruthandnotpreachinganythingthatcouldultimatelyharmthe
congregation.Similarly,abusinessmustprovidewarninglabelsforanyproducts
thatcouldevenpotentiallycauseharm;however,thebusinessdoesnothavethe
samehighethicalstandardasthechurchtonotdoanythingtoharm,ratherjustto
warnofpotentialthreatsforharm.
Conclusion
Abusinessisnotanunethicalmachinethatshouldcreateaprofitnomatter
thecost.Itmustabidebytheethicalcodesetbythelawinseekingwaysto
maximizeprofits.Theethicalstandardsforabusinesswilllookdifferentlythan
thoseofachurchbecausethechurchiscalledtoexistatahigherstandardduetoits
callingfromGod,butthecorporateworldmustmaintainanethicalcodethatisset
14
mainlybythelawofthegovernment.Thislawgivesrulesandregulationsasto
whatabusinesscannotdoaswellasafewrulesabusinessmustfollow.
Theselawsincludeemployeeprotection,environmentalprotection,and
consumerprotection.Ifacompanycreatesaproductthatcouldplacetheconsumer
inimmediateharmoraproductthatcouldnotworkcorrectlycausesthepotential
forharm,thebusinesswilleitherrecallthatproductorriskacostlylawsuit.
Similarly,businessesarerequiredbylawtomakesuretheyprovidesafeworking
environmentsfortheiremployeesaswellascompensatethemforworking
excessiveamountsoftime.Thelawsofgovernmentaretheprimarywaytoseethe
ethicalstandardstowhichabusinessisheld.
Theoverarchingthemewhendiscussingthepurposeofabusinesscomes
downtooneword:profit.Thebusinessworldgetsalotofnegativereactionswhen
acompany’smainpurposeistocreateaprofit;however,whenonecanseepastthe
money‐hungryexecutivesandseethegreatereconomicpurposeandpotentialwhen
acompanyseeksprofitsfirst,itcanbeunderstoodastowhyMiltonFriedmanso
famouslymadehisclaimsonthesocialresponsibilityofabusiness.
15
CHAPTERTHREE
ThePurposeoftheChurch
Introduction
Afterdefiningtheroleofthebusinessinsociety,itisnecessarytodecidehow
thisargumentwilldefinethechurchanditspurposeintheworld.Thefirstresource
tousewhendiscussingmattersofthechurchistheBible.InEphesians4:11‐13,
Paulwrites:
SoChristhimselfgavetheapostles,theprophets,theevangelists,the
pastorsandteachers,toequiphispeopleforworksofservice,sothat
thebodyofChristmaybebuiltupuntilweallreachunityinthefaith
andintheknowledgeoftheSonofGodandbecomemature,attaining
tothewholemeasureofthefullnessofChrist.1
ThispassageinEphesianshighlightsfourareasthatareconsideredkeyrolesofa
churchespurposewidelyamongstthelocalchurch.Paulmentionsequipping,
service,knowledgeoftheSonofGod,whichleadstoworship,andunityinthefaith,
whichisconsideredtobetheultimategoalofChristiancommunity.Throughthis
passagePauloutlinesfourareasthatgivepurposetothechurch.
Thesefourareasofequipping,missionorservice,community,andworship
arethewaythischapterwilldefinethefourkeyrolesofthelocalchurchinits
ultimatepurposeoflovingGodandlovingothersasanoutpouringofloveforGod.
Equippingistheteachingofthechurch.Itishowthechurchitselfspreadsthe
GospelandalsohowthechurchpreparesitsmemberstosharetheGospelwiththe
1Eph.4:11‐13(NIV)
16
unbelievingworld.ThisequippingcantakeplaceintheformofservicesonSunday,
biblestudies,orclassesforthecongregationtotakethatpreparethemtospreadthe
Gospel.Servicemeanslivingonmissionandgivingofone’stime,energy,resources,
andknowledgeinordertohelpanyoneinneed.Servicecanlookmanydifferent
ways.Itistypicallycoupledwithevangelismandcanbethroughinternationalor
localmissions,volunteering,orevenhelpingwithinthechurchitself.Community
helpstogathercurrentbelieverstogethertosupportoneanotherandprayforone
another.Theideaofcommunityisoftenseeninsmallgroupsthatmeetweeklyto
encourageoneanother.Humankindwasnotmeanttowalkthroughlifealoneand,
withtheaddedbenefitofcommunityinthelocalchurch,havingcommunityaidsthe
believersintheirjourneyoffaith.Finally,worshipconnectsbelieverstoGod
throughtheknowledgeofhispresence.Thiscanbeinmanydifferentwaysfrom
fasting,tomusic,toprayerandthelocalchurchistoprovideavenuesforthe
believertoworshipGod.
Asanexample,HarrisCreekBaptistChurchlocatedinWaco,Texasusesthe
modelofatree(seefigure1)todescribethisdiscipleshipphilosophyandpurpose
asthelocalchurch.
17
Figure1.Discipleship–HarrisCreekBaptistChurch
TheideabehindthetreemodelforthepurposeofHarrisCreekBaptist
Churchchurchistoexplainthedifferentaspectsofwhatmakesachurch’spurpose
andhowthoseaspectsrelatetoeachotherandtotheindividualChristianlife.
Communitymakesuptherootsbecausethe“churchcannotfunctionproperlyand
bealivewithoutthedeeprelationshipofcommunity(theroots).”2Inthesameway,
thetrunkrepresents“thesolidteachingofequipping,”andthebranchesare
metaphorically“outstretchedarmsofworship.”3Lastly,“thechurchexiststojoin
Godintheministryofreconciliation.2Corinthians5:18says,‘Allofthisisagift
2HarrisCreekBaptistChurch.http://www.harriscreek.org/discipleship(accessed
July20,2014).
3HarrisCreekBaptistChurch.http://www.harriscreek.org/discipleship(accessed
July20,2014).
18
fromourCreatorGod,whohaspursuedusandbroughtusintoarestoredand
healthyrelationshipwithHimthroughtheAnointed.AndHehasgivenusthesame
mission,theministryofreconciliation,tobringothersbacktoHim.”4Through
servingothersandevangelizingthroughthatservice,thechurchcanliveoutthekey
aspectofmission,whichisthefruitinthediscipleshipphilosophy.
Thisisnotanexhaustivelistofallthereasonsachurchexists;however,itis
thegeneralguidelinethatencompassesthefourkeyrolesofthelocalchurchasa
partofthechurchesgreaterpurposeinlovingGodandlovingothers.
Thisguidelineissimilarcountlessotherchurcheslookingtosetafoundation
foritsgoalsasachurch.Inhisbook,ThePurposeDrivenChurch,RickWarrengives
fivevaluesthathelpthechurchachieveitspurpose.Theseare:fellowship,
discipleship,worship,ministry,andevangelism.5Thislinesupwiththefourvalues
listedpreviouslybecausefellowshipfallsundercommunity,discipleshipand
ministryfallunderequipping,worshipisthesametermasusedpreviously,and
evangelismfallsundertheumbrellaofmissionsandservice.SoulCityChurchin
Chicagohas11valuesthechurchbelieveexplainsitschurchvisionaswell.These
valuesare:
1. Transformation
2. 7>1
3. MomentsthatLeadtoMovement
4. Acceptance&Expectance
5. Equality
6. Excellence
7. GoodStewardship
8. CreativityandInnovation
4HarrisCreekBaptistChurch.http://www.harriscreek.org/discipleship/mission
(accessedJuly20,2014).
5RickWarren.ThePurposeDrivenChurch,49.
19
9. Community
10. LeadershipDevelopment
11. Do/Justice/Love/Mercy6
Evenwith11corevalues,eachonecanbegroupedintothefourkeyaspectsorroles
inachurchpreviouslydiscussed.
SoulCityChurchusestheword“transformation”asapartofitscorevalues
todescribethewayGodiscontinuallytransformingthebelieverbythepowerofhis
Gospeltothengooutandhelptransformotherpeople’slives.Thisideaof
transformationwouldfallunderthekeyroleofequippingpreviouslymentioned.
Theideaof“7>1”or“SevenisGreaterthanOne”explainsSoulCityChurch’s
commitmenttobeingactiveinthelivesofthecongregationandthecitythroughout
theweekratherthansimplyonSundays.Thispromisethat“SevenisGreaterthan
One”fallsunderthekeyroleofprovidingacommunityofbelievers.Anothercore
valueofSoulCityistheideathat“MomentsthatLeadtoMovement”meaningthe
churchaimstoprovideaservicethatwillallowformomentsforthecongregationto
connectwithGodthatultimatelyleadthemtomovementandgrowthintheirfaith
andthewaytheyevangelizetonon‐believers.Thisactofencouragingthose
intimatemomentscanbecategorizedinthekeyroleofworship.Thevaluesof
“Acceptance&Expectance”aswellas“Equality”comefromtheideaofastrong
communitythatlovesandcaresforeveryoneequallyyetexpectsandchallenges
thosepeopletogrowintheirfaith.SoulCityputsvaluein“Excellence”aswellas
“GoodStewardship.”Thechurchwantstomakemuchofthegiftstheyhavebeen
givenbytheLordaswellasitscongregationbyprovidingthebestitcantothe
6SoulCityChurch.http://www.soulcitychurch.com/about/vision/(accessedJuly21,
2014).
20
peopleandthecitywhereithasbeenrooted.Thisideaofachurchsettingthe
examplethroughgenerosity,goodstewardshipandstrivingforexcellenceinall
areaslinesupwiththekeyaspectofcommunity.Thechurchhasputemphasison
givingmuchandbeingthebestforthecongregationinorderthatthecongregation’s
communitymightthrive.SoulCityChurchusesits“Creativity/Innovation”asaway
ofworshipandascribingtheultimateglorytotheultimateCreator.Thechurchalso
specificallyoutlines“Community”asacorevalue.Toequipitsmembers,SoulCity
Churchusestheideaof“LeadershipDevelopment”andfinally,
“Do/Justice/Love/Mercy”isusedasacorevaluetoinspirethecongregationtolive
missionallyandservethecommunitywhereithasbeenplaced.
ThesevaluesarewhatSoulCityChurchusestoexplainthevisionofthe
church.Thisvisionofthechurchiswhatthechurchdesirestoachieveinand
throughthecongregationoritspurposeasachurch.Thesevaluessupportthefour
keyrolesofthechurchasdefinedbyHarrisCreekBaptistChurchthroughcastinga
visionforwhatthegoalsofthechurchlooklikewhenmadeintoareality.
Itisclearthattheoriginallistoffourkeyresponsibilitiesofthechurch
shownbyHarrisCreekBaptistChurchcanbesupportedbythevaluesofother
churches(asseenbySoulCityChurch)andevenfarther.However,thepurpose
remainsthesamedespitetheamountofcharactersorwordsusedtodescribeit.A
churchmustbeacommunityforitsmemberstofeelfullyknownyetfullyloved.It
mustprovideteachingandequippingthatleadstoserviceandevangelismofnon‐
believersaswellasaplacetoconnectintimatelywiththeLordthroughdifferent
avenuesofworship.
21
Thesefourkeyrolesofthelocalchurcharehelpfulwaystosimplifylarger
biblicalconcepts.Theyprovideagoodframeworkandguidelineforareaswherea
churchshouldseektobeactiveandgrowing.Isthereawaytosimplifytheseroles
inthechurchevenfurther?Whatistheultimatepurposeofthelocalchurch?Atthe
coreofeachofthefouraspectspreviouslydescribedandmentionedisthecommand
ofJesusChrist:
Jesusreplied:“LovetheLordyourGodwithallyourheartandwithall
yoursoulandwithallyourmind.Thisisthefirstandgreatest
commandment.Andthesecondislikeit:Loveyourneighboras
yourself.AlltheLawandtheProphetshangonthesetwo
commandments.”7
Thefourrolesofthelocalchurchcomefromthesetwocommandments.Itisthe
pastor’sroletoteachandequiphisorherchurchnotonlyoutofloveforthe
congregation,butfirstandforemost,outofaloveforGodandforthecongregation
tofullyknowGod.Similarly,themembersofthecongregationarecalledtoserve
outofaloveforGodthatbecomesaloveforotherpeople.Throughservingothers,
believersarechoosingtolovetheirneighborasthemselves.Communityisanother
waybelieverscometogethertoloveoneanother.Throughencouraging,
challenging,andliftingoneanotherupinprayerthroughbiblicalcommunity,
believerschoosetolovetheirfellowbelieversasChristlovedus.Lastly,whenone
ascribesworshiptoGod,itisoutofanactofloveforGod.RickWarrenclaimsthat,
“whatisneededtodayarechurchesthataredrivenbypurposeinsteadofbyother
forces.”8ThroughapplyingthefourkeyrolesofthelocalchurchtoJesus’
commandmentinMatthew,itisclearthatthelocalchurch’sfirstcommandmentand
7Matt.22:37‐40(NIV)
8Warren.ThePurposeDrivenChurch,80.
22
thereforetheprimarypurpose,istoloveGodandloveothersandeverythingelseit
does,includingthefourkeyrolespreviouslyidentified,stemsfromthat
commandment.
TheChurchandtheHigherStandard
Isthechurch,bothlocalandthecollaborativebodyofChrist,calledtoa
higherstandardofethicsthanasecularbusiness,nonprofit,orevenschool?The
simpleansweris“yes.”Whyisthistrue?Withsomanychurchesadaptingbusiness‐
likepractices,wheredoesthechurchhavetodrawtheline?Pauloutlinestheidea
ofbeing“abovereproach”inhislettertoTimothy:
Hereisatrustworthysaying:Whoeveraspirestobeanoverseer
desiresanobletask.Nowtheoverseeristobeabovereproach,
faithfultohiswife,temperate,self‐controlled,respectable,hospitable,
abletoteach,notgiventodrunkenness,notviolentbutgentle,not
quarrelsome,notaloverofmoney.9
AsPaulbeginstodescribewhatcharacteristicsaleaderinchurchshouldhaveand
therefore,thecharacteristicsthechurchasawholeshouldhave,heusesthewords
“abovereproach.”Merriam‐Websterdefinesthewordreproachas“anexpressionof
rebukeordisapproval.”10WhenPaulsaysthechurchshouldbeabovereproach,he
meanstheleadersofthechurchortheoverseersshouldbesofocusedontheGospel
anddoingworksforthenameofJesusthattheireyesdonotlooktotherightorto
theleftandfallintosin.Thechurchshouldbecarefulaboutthewayitiscarrying
91Tim.2:1‐3(NIV)
10Merriam‐Webster.http://www.merriam‐webster.com/dictionary/reproach
(accessedJuly21,2014).
23
outthefourrolesofachurchbecausethereisarecognizetheweightthathasbeen
putonthemasleaderstoshepherdthecommunitythathasbeengiventothem.
InhislettertoTimothy,Paulexplainsafewofthewaysachurchleaderand
thechurchneedtoremainabovereproachorrebuke.Thesecharacteristics,when
inthecontextofbiblicalcommunityandworship,makesense;however,when
comparingthemtotheethicsofabusiness,thesecharacteristicsoutlinedforleaders
mayseemexcessive.Forexample,afewwaysPauldescribeslivingabovereproach
astemperate,notgivenintodrunkenness,notquarrelsome,andnotaloverof
money.Whenlookingattheantonymforthesefourcharacteristics:hateful,
drunken,argumentative,andgreedy,itisclearthattheseactionswould,notonlybe
inappropriate,butwouldbeunethicalinachurchsetting.However,theseare
characteristicsthatarestereotypicalofthebusinessworld.Thesearestereotypes
andbynomeansindicatethateverybusinessisrunbyleaderswhoactinthisway,
butitisstereotypicalbecausetheprecedenthasbeensetpreviouslyinthesecular
worldtobehaveinthisway.Thesecharacteristicsarealsonotconsideredunethical
intheworkplace.Infact,someofthesecharacteristicsareseendailyinthe
corporateworld.Thesecharacteristicshavebecomestereotypesoftopexecutives
andmanagementinthesecularbusinessworkplace:hatefulnesstowardother
businesses,drinkingexcessivelyafterworkwhetherathomeorinabaramong
coworkersorfriends,beingargumentativeinnegotiations,andlovingmoneytothe
pointofgreed.Again,noneofthesecharacteristicsarenecessarilyunethicalinthe
secularworld;however,whenappliedtoachurchorministrysetting,wouldbe
deemedasunacceptable.
24
Inbeingabovereproach,thelocalchurchiscalledtomodeltheGospelfor
believersandnon‐believersalike.MarkDriscollrecentlycameunderfirewhenhe
wasfoundtohavebeeninthemiddleofacontroversyoverbooksalesdiscussedin
alaterchapter.HehadbeenscheduledtospeakatGatewayConferenceand,
consideringtherecenteventsincludinghisresignationfromhischurch,MarsHill,
insteadwenttotheconferenceasanattendee.Inamomentwherethechurchcould
havealienatedDriscollandmadehimfendforhimself,instead,thepastorof
GatewayChurchtookadifferentapproach:
Morrisadmonishedthechurchforbeing‘theonlyarmythatshootsat
itswounded.’Hesaidthechurchhastwooptionsinthematter:‘One
iswecancrucifyhim,butsincesomeone’salreadybeencrucifiedfor
him,theotherchoiceiswecanrestorehimwithaspiritofgentleness
consideringourselveslesswearealsotempted.11
ThisisanotherwaythelocalchurchshouldbelivingoutitspurposeoflovingGod
andlovingothers–byshowingtheworldhowthechurchcanextendgraceaswe
havebeentaughtbyJesusratherthancondemningsinnerswithoutregardforofthe
factthatthechurchisfullofsinners,too.
Throughthiscomparison,wecanseethatthechurchiscalledtoahigher
standardthantheworld.Romans12:2tellsthebelieverto“notconformtothe
patternofthisworld,butbetransformedbytherenewingofyourmind”12meaning
thatthebelieveriscalledtobeapartoftheworldandhelpseeksalvationforall
people,butthebelieveriscalledtoactdifferentlythantherestoftheworldbecause
11StephanieSamuel,“FormerMarsHillPastorMarkDriscollReportsDeathThreats,
AttacksatHisHome,”TheChristianPost,October23,2013,finaledition,
http://www.christianpost.com/news/former‐mars‐hill‐pastor‐mark‐driscoll‐
reports‐death‐threats‐attacks‐at‐his‐home‐128559/(accessedonOctober30,
2014).
12Rom.12:2(NIV)
25
ofthecallingbyJesusthathasbeengiventohisorherlife.Thesamegoesforthe
church,bothlocalandthecorporatebodyofbelievers.Thechurchshouldact
differentlythanasecularlyownedandoperatedbusinessbecauseofthecallingthat
hasbeengiventoitaccordingtheGospelofJesusChristtofulfillitspurposeof
lovingGodandlovingothers.
TheChurchandtheProsperityGospel
ChristianityTodaydefinesthe“prosperitygospel”as“anaberranttheology
thatteachesGodrewardsfaith–andheftytithing–withfinancialblessings.”13This
prosperitygospelisbecomingalargeissuefortheChristianchurchbecauseitisa
falsegospelthat“promisesitsfollowershealth,wealthandhappiness”allwhile
feedingafearthatifthebelieverdonotpossessthosethreethingsthenheorshe
doesnothavefavorwithGod.14ThisfalsegospeldirectlycontradictswhatJesus
preachesinMatthew6:19‐21,23:
Donotstoreupforyourselvestreasuresonearth,wheremothsand
vermindestroy,andwherethievesbreakinandsteal.Butstoreupfor
yourselvestreasuresinheaven,wheremothsandvermindonot
destroy,andwherethievesdonotbreakinandsteal.Forwhereyour
treasureis,thereyourheartwillbealso…Noonecanservetwo
masters.Eitheryouwillhatetheoneandlovetheother,oryouwill
bedevotedtotheoneanddespisetheother.Youcannotserveboth
Godandmoney.15
OncetheGospelshavebeenread,itiscleartoseethatJesusoftenpreachesagainst
excessivewealthandneverpromisesconstanthappinessorhealthtohisfollowers.
13ChristianityToday.http://www.christianitytoday.com/topics/prosperity‐gospel/
(accessedSeptember15,2014).
14AboutReligion.http://christianity.about.com/od/Word‐Of‐Faith/a/Prosperity‐
Gospel.htm(accessedSeptember15,2014).
15Matt.6:19‐21,23(NIV)
26
Infact,afterJesus’life,death,andresurrection,thereadercanseethattheideaof
sufferingfortheGospelofChristisathemeintheNewTestament.
Thereasonitisimportanttomentiontheprosperitygospelistodrawthe
similaritiesofthisfalsegospeltowhatisoftenseeninthebusinessworld.When
lookingattheprosperitygospel,itisimportanttoaskthequestionof“is[the
prosperitygospel’s]emphasisonJesusChristoronself?”16Itiseasytoquickly
recognizetheanswertothisquestionis:self.Theprosperitygospelserves
consumer‐mindedandself‐centered“customers”whosehopesarebuiltongetting
theirneedsandwantsmetthroughchurch.Theyseekaproducttobuyforsalvation
ratherthanaSaviortoclingtoforsalvation.
VictoriaOsteenisawell‐knownandhighlycontroversialpastoratLakewood
ChurchinHouston,Texaswheresheco‐pastorswithherequallycontroversial
husband,JoelOsteen.DuringachurchserviceinlateAugust2014,whiletryingto
movethecongregationtoworshipandexclaimed“we’re[worshippingGod]for
yourself,becauseGodtakespleasurewhenwe’rehappy.That’sthethingthatgives
Himthegreatestjoythismorning…justdogoodforyourownself.Dogood
becauseGodwantsyoutobehappy.”17
16AboutReligion.http://christianity.about.com/od/Word‐Of‐Faith/a/Prosperity‐
Gospel.htm(accessedSeptember15,2014).
17BillyHallowell,“PastorJoelOsteen’sWifeHitsBackat‘CriticsandCynics’and
AddressesFurorOverHerViralSermonAboutWorshippingGod,”TheBlaze,
September5,2014,http://www.theblaze.com/stories/2014/09/05/exclusive‐
victoria‐osteen‐responds‐to‐evangelical‐furor‐over‐viral‐youre‐not‐doing‐it‐for‐
god‐clip/(accessedSeptember15,2014).
27
TheOsteensarebothknowntobeprosperitygospelpreacherswhoteach
that,“Godexiststomakeushappyratherthanholy”18andare,therefore,teachinga
falseprosperitygospel.Thisisexactlywhatachurchisnotmeanttobe.Inthis
specificexample,theOsteensarefailingtoequiptheircongregationwithtrue
biblicalteaching.Theyareinsteadcreatinganunrealistic,self‐serving,andflawed
environmentwherepeoplegotofeelgoodaboutthemselvesratherthantobe
convictedandequippedtoteachthetrueGospelastheywalkoutofthechurch
doorsonSunday.
AstheBibleshowsintheBookofJob,thelifeofthebelievermayormaynot
alwayslook“happy,”butregardlessofcircumstances,Godisworthyofglory,praise,
andhonor.ThisstandsindirectoppositiontotheOsteen’sideaofGodgiving
blessingsasarewardtothosewhoserveHimandgivingthoseblessingsintheform
ofmoney,health,andmaterialisticitems.
Theexamplesofwhatachurchisnotcanrangefromextremecasesofusing
Godasagenietograntthewishesofthebelievertoseeminglyharmlessandmild
casesofselfishness.ItappearsextremetosaythatGodisnotultimatelyinterested
inthebelieversworldlyhappinessbut,thenagain,thecrossJesusboreforthesins
ofhumanityseemedradicalaswell.
Thechurchhasgrowntohavethemindsetofaconsumer.Itisaboutwhatis
perfectforthebeliever,whereheorshefeelsmost“fed,”andwhereconditionsfit
thechurch‐goer’sever‐growinglistofcriteria.Whatthebelieverdoesn’trealizeis,
whilethechurchshouldadoptaservant‐heartedmindsettowardthecongregation,
18BillyHallowell,“PastorJoelOsteen’sWifeHitsBackat‘CriticsandCynics’and
AddressesFurorOverHerViralSermonAboutWorshippingGod.”
28
thebelievermustmutuallyadoptthatmindsettowardthechurch.Asthebodyof
Christ,thebelieveriscalledtogiveofthemselvesforthechurch,ratherthanbeing
selfishlyconsumer‐minded.Thelocalchurchmustbeaplacewherethebeliever
canserveratherthansimplybeservedbyabiblestudyoraservice.
ThechurchisnotabuildingmeanttobeusedonSundaysonlytoaskGodto
givethebelievermore.ThepurposeofthechurchistoloveGodandloveothers
whilefulfillingitsroletoequipitscongregationtogooutandservethrough
missions,provideaplaceforpeopletoworship,andplanttheseedsforcommunity.
Thisendsuplookingexactlyoppositeofthewell‐knownandcontroversial
prosperitygospel.Itmodelsacongregationofpeoplelayingtheirlivesdownand
takinguptheircrosstofollowJesus(paraphrasedfromMatt.16:24[New
InternationalVersion])19.Itturnsthechurchfrombeingself‐servingand
consumeristictobeingservant‐heartedwithadesireglorifyGod,notthemselves.
19Matt.16:24(NIV)
29
CHAPTERFOUR
TheMarket‐DrivenChurch
Introduction
Associetyhasgrown,evolved,andchanged,sohavethevarious
manifestationsofchurches.WhatwasonceasmallcommunityoflocalChristians
hasexplodedintothepodcasted,marketed,andverypublicchurchweknowtoday.
Thistrendsurfacesregardlessofthesizeofthecongregation.Whetherthe
congregationisalocal,small‐townchapeloramega‐church,theroleofchurchesin
societyhasbecomemorepublicthaneverbeforedue,inpart,totechnologyanda
culturethatdemandsconstantupdatesandconnectivity.
Withpublicityandthepotentialforeveninternationalexposureaddedby
technology,churcheshavetakenanaturalsteptowardsabusiness‐likestrategyto
continuethesearchforrelevancyandgrowth.Lookingspecificallyatmega‐
churches,therehasbeenatrendtowardaddingmarketingteams,socialmedia
consultants,managementbranches,andCEOs.1Churches,suchasWillowCreekin
Chicago,havebecomeplacesthatemploy“twoMBA–onefromHarvardandone
fromStanford–andboastaconsultingarm.”2Doesthismeanthattheseplacesare
nolongerconcernedsolelywiththeadvancementoftheGospeltothosewhodonot
knowGod?Thetwoarenotmutuallyexclusive.Ifachurchtakesoncertain
1“Jesus,CEO,”TheEconomist,December24,2005,finaledition,
http://www.economist.com/node/5323597(accessedMarch21,2014).
2“Jesus,CEO.”
30
businesspracticesasitgrows,itdoesnotautomaticallymeanthechurchis
unconcernedwiththemessageoftheGospelreachingGod’speople.Theredoes,
however,comeapointwhereusingbusinessmethodologiesandidealsbecome
unethical.Churcheswithtooheavyofabusinessmindsetputemphasison“how
manyarereachedbyvariousoutreachefforts”ratherthan“whatactuallyhappens
tothosereached.”3Thismeansthat,asachurchthatunethicallyoverusesbusiness
principlesorpractices,thefocushasshiftedfromshepherdingaflocktoherdinga
flockoncethenlettingthesheeproamfree.Whenthefocusofachurchison
numbersandstatistics,“theylosetheirtruepurposeandjoyandbecomemere
statussymbols–justaschurchmembershipstatisticsbecomehollowsymbolswhen
usedtoadvertisepastors,churches,andmethodologiesratherthanrepresenting
realpeoplewiththeirfleshandbloodrealities.”4Asachurchtakesonamindsetof
reachingmoreandmorepeopleasopposedtosimultaneouslyinvestinginthose
theyhavealreadyreached,themindsetofachurchbecomesmorecorporate,
desiringgrowth,monetarysuccess,andpublicityabovethespiritualgrowthand
salvationofitsmembers.
Thereisadifferentsidetothisphenomenon.Churcheswhorefusetoadjust
totheever‐changingcultureintroducedbytechnologyandconnectivityarefalling
behindandlosingmembership.Withthemillennialgeneration,ageneration
accustomedtobeingcateredtoandhavingconvenienceatitsfingertips,reaching
maturityandadulthood,churchesmustadaptusefultechnologiesandmethodsof
3T.DavidGordon,“YourPastor:ShepherdorCEO?”Weblogpost,May2002,
http://www.opc.org/new_horizons/NH02/05d.html(accessedMarch21,2014).
4OsGuinness.DiningwiththeDevil,50.
31
reachingagenerationthatisusedtoalotofnoiseintheirlivesandhavingtheir
attentionbeingfoughtforbymanydifferentmessagesandmarketingcampaigns.
Thisiswherethetraitsofabusinesscanplayoutpositivelyforachurch.Inusing
businesspracticesinaGod‐glorifyingwaytoreachoutwhilesimultaneouslyusing
similarpracticestogrowandshepherdtheflockthechurchalreadyhas,thelocal
churchcanusetypicalbusinessstrategiesforgood.
Theideaof“quantityoverquality”hasbecomeamindsetofthemega‐church,
whichseekstobringasmanypeopleaspossibleintotheirservices.5Theproblem
withthisiswhetherornotthechurchhastheabilitytoproperlycareforthe
congregation’sneedsthatcomesfrommassesofpeopleattendingonechurch.Itis
easy,abigchurch,tolosethepersonaltouchandrelationshipsthatare
characteristicofabodyofbelieversandtheaspectofcommunity,whichisoneof
thekeyrolesofthechurch.Alongwiththemega‐churchcomethemanagement
teamsandotherbusinesspracticesthatmustbeadaptedinordertoleadsuchlarge
numbersofpeople.Inlightofthe“responsibilityofchurchofficers…to‘watchoutfor
yoursouls,asthosewhomustgiveaccount’(Hebrews13:17),therecomesapoint
whenthesheersizeofachurchmakessuchcaredifficult,”whichputsinto
perspectivethechurch’sneedforaformofmanagement.6Lookingattheefficiency
ofthecorporateworld,itisunderstandableastowhyarelationshipandvalues‐
basedsystemwouldwishtoimitatesomemanagementpracticesoftheprofessional
worldinordertohelpwithefficiency.
5T.DavidGordon,“YourPastor:ShepherdorCEO?”
6T.DavidGordon,“YourPastor:ShepherdorCEO?”
32
TheVillageChurch,primarilylocatedinFlowerMound,Texas,providesa
goodexampleofhowamegachurchcaneffectivelyincorporatebusinessstrategies
andleveragegrowthwithoutlosingthecorepurposeoflovingGodandloving
othersinthelocalchurchsetting.TheVillageChurch,ratherthanhavingone
massivelocationwheretensofthousandsofmembersgathertohearPastorMatt
Chandlerpreach,itemploystheideaofsatellitecampuses.Thesesatellitecampuses
alllistentothesamesermon,whichistypically,butnotalways,preachedby
Chandler;however,theyhavetheirowncampuspastors,worshipteams,andsmall
groups.Thisisanexampleofachurchleveragingtechnologyandpractices
commonlyfoundinthebusinessworldtoaidinthegrowthofthechurch,notonlyin
sizeandnumbers,butmoreimportantly,spirituallyasbelievers.
Implementingnewideasandnewdirectionsthathavepreviouslybeenused
inbusinessesintothelocalchurchisnotinitselfaproblemorunethical.Os
Guinnessspeakstothisideawhenheclaimed,“theissueisnotGodormodernity,as
ifGod’ssovereigntyandmodernity,orChristianorthodoxyandcontemporary
relevance,weremutuallyexclusive.Theissue,instead,iswhichoneisthedecisive
authorityinpractice.”7Hegoesontoexplain,
Thesuperspiritualerrorissimplytheoppositeextreme.Just
asChristiansarefleshandbloodaswellasspirit,sothechurchof
Christisinthebusinessofpews,parkinglots,andplanning
committeesaswellasprayerandpreaching…Butthisisafarcry
fromthedictumofthechurch‐growthgurusthat,‘TheNo.1ruleof
churchgrowthisthatachurchwillnevergetbiggerthanitsparking
lot.’It’sparkinglot?Adeadgiveawayforthesuburbannessofchurch
growth.AndNo.1?Abovegrowthinfaith?Beforegrowthinthe
WordandSpirit?8
7Guinness.DiningwiththeDevil,36.
8Guinness.DiningwiththeDevil,38.
33
Wherechurchesgetintotroubleiswhentheybegintogetconsumedbythegrowth
andpopularitytheyreceiveastheybegintoputmoreemphasisonthecongregation
as“customers,”ratherthanGodandthecorepurposeoflovingGodandloving
others.Infact,runningprogramsandservicesmoreefficientlyisanopportunityto
puttimeintowhatmattersinthechurch:mission,community,equipping,and
worship.Thequestionthatremains,though,isthis:Whendothechurch’sadaptive
businesspracticesgotoofar?
Market‐DrivenChurchTakenTooFar:AnExample
MarkDriscollisthewell‐knownheadpastoratMarsHillChurchinSeattle,
Washington.Driscollisalsoabestsellingauthorandprominentspeaker.OnMarch
5,2014,WORLDMagazineacquiredacopyofanagreementbetweenResultSource,
Inc.andMarsHillChurch“toconductabestsellercampaignfor[Driscoll’s]book,
RealMarriageontheweekofJanuary2,2012.Thebestsellercampaign[was]
intendedtoplaceRealMarriageonTheNewYorkTimesbestsellerlistfortheAdvice
How‐ToList.”9AccordingtoWORLDMagazine,MarsHillChurch,paidamarketing
companycalledResultSourcetoensureDriscoll’snewbookwhichheco‐authored
withhiswife,RealMarriage,wouldmakeitsdebutonTheNewYorkTimesbestseller
listamongotherbestsellerlistsuponitsrelease.
9WarrenColeSmith,“UnrealSalesforDriscoll’sRealMarriage,”WORLDMagazine,
March5,2014,
http://www.worldmag.com/2014/03/unreal_sales_for_driscoll_s_real_marriage
(accessedMarch21,2014).
34
InanarticleinTheWallStreetJournalaboutResultSource’slegal,but
questionablyethical,methodsforensuringbestsellerstatustoitsclients,it
explainedthatResultSource“purchasedbooksaheadofpublicationdate,creatinga
spikeinsales”thatcausedthebookstoappearmoresuccessful.10Thismeansthat
thecompanywouldhelptheauthorgettomilestoneachievementssuchas
bestsellerlistsoracertainnumberofcopiessoldbypurchasingtheauthorsbooks
inbulkwhilemakingthemappeartohavebeenpurchasedindividually.Specifically
inMarkDriscollandMarsHillChurch’scase,theybought“6,000individualorders
and[supplied]RSIwithaddressestodeliverthebooksthroughathirdparty.In
addition,MarsHillpurchased5,000bulkcopiesandprovided90differentaddresses
fortheshipmentofthebulkcopies”inordertoboostthebooktobestsellerstatus.11
Theargumentcouldbemadethat,nomatterthepurchaser,thebookswere
nonethelesspurchasedand,weretherefore,validbooksalesforanybestsellerlist.
TheproblemwiththisargumentisthatNielsonBookScan,thecompanythattracks
bookpurchasesandcreatesmanyofthebestsellerliststhatgoouttothepublic,has
strictregulationsthat“confirmedbulksalesarealwaysflaggedandpulledfrom
BookScan’sbestsellerchart‐makingprocess.”12NielsonBookScanalsogoesonto
saythatadefinitionofbulksalesincludes:
10JeffreyA.Trachtenberg,“TheMysteryoftheBookSalesSpike,”TheWallStreet
Journal,February22,2013,finaledition,
http://online.wsj.com/articles/SB10001424127887323864304578316143623600
544(accessedMarch21,2014).
11KateTracy,“MarsHillDefendsHowMarkDriscoll’s‘RealMarriage’Becamea
Bestseller,”ChristianityToday,March7,2014,
http://www.christianitytoday.com/gleanings/2014/march/did‐mark‐driscoll‐real‐
marriage‐earn‐nyt‐bestseller‐status‐.html?paging=off(accessedMarch21,2014).
12JefferyA.Trachtenberg,“TheMysteryoftheBookSalesSpike.”
35
Quantitiesboughtbycorporationsorassociationseitherforresaleor
freedistributionandquantitiespurchasedbytheirauthors,
regardlessofwhetherthewritersintendtoresellthebooks,givethem
away,orusethemtofulfilladirect‐marketingpromotion.13
ThisdefinitionisacontrastwiththedefensegivenbyMarsHillChurchoftheir
actions.InANoteFromOurBoardofAdvisorsandAccountability,MarsHillchurch
stated,“tobeclear,allofthebookspurchasedthroughthiscampaignhavebeen
givenawayorsoldthroughnormalchannels.”14Whilethisisn’tanillegalpractice,
comparingNielsonBookScan’spolicyanddefinitionofbulksaleswithMarsHill’s
defenseofDriscoll’smarketingcampaign,onecanseethatthechoicesmadeto
marketthebookwereunethicalbecausethesebulksaleswouldtypicallyhavebeen
pulledfromBookScan’schart‐makingprocess.
InacommentmadetoWORLDMagazinebychurchspokesmanJustinDean,
hesaid:
MarsHillhasmademarketinginvestmentsforbookreleasesand
sermonseries,alongwithalbumreleases,events,andchurchplants,
muchlikemanyotherchurches,authors,andpublisherswhowantto
reachalargeaudience.Wewillexploreanyopportunitythathelpsus
togetthatmessageout,whilestrivingtoremainabovereproachin
theprocess.Whetherwe’retalkingabouttechnology,music,
marketing,orwhatever,wewanttotelllotsofpeopleaboutJesusby
everymeansavailable.15
ThismeansthattheofficialopinionofMarsHillwasthatthefalseanddeceptive
boostinsalesofDriscoll’sRealMarriagewasjustifiedbecausethechurchwasusing
ittofurthertheGospelofJesus.Theproblemwiththisisthattheultimate
conclusion,notonlydidnotreallyseektomakeJesusmoreknown,butendedup
13JefferyA.Trachtenberg,“TheMysteryoftheBookSalesSpike.”
14MarsHillChurch.https://marshill.com/2014/03/07/a‐note‐from‐our‐board‐of‐
advisors‐accountability(accessedMarch21,2014).
15WarrenColeSmith,“UnrealSalesforDriscoll’sRealMarriage.”
36
makingMarsHillandMarkDriscollknownforanationalscandal.Whatismoreis
thatDriscollandhisstaffchosetosinwhen,throughdeception,theyfoundawayto
getfameforthebook,nomatterthecostratherthanliveabovereproachand
withoutdeceitasistheircallingasleadersinthechurch.
AccordingtoTheWallStreetJournal,ResultSource’swebsiteevenstatesthat
“publishingabookbuildscredibility,buthavingaBestsellerinitiatesincredible
growth–exponentiallyincreasingthedemandforyourthoughtleadership,
skyrocketingyourspeakingitineraryandvalue.”16Thereasonforhavingabookon
anybestsellerlistcanbeaselfishwayofboostingone’sownfame,andthatiswhat
itwasperceivedasDriscollandMarsHillregardlessofthepastorandthechurches
originalintentionsastheymadeadealwithResultSourcetogetanundeserved
bestsellerspotforRealMarriage.
Thisisanexampleofbusinessinachurchbeingtakentoofar.Thechurch
cannotbeaplacewhereitsleadershipisfocusedonpromotingselfbywhatever
meansarenecessarythatitlosessightoftheonepersontheyhavebeencalledto
promote:Jesus.Otherwise,anychurchleadercanjustifyusingResultSource’stype
ofmarketingtacticstousehisorherbestsellerstatusasawaytofurtherGod’s
kingdomevenifthatisnottheintent.ThismentalitymakeswitnessingaboutGod
dependentonbestsellerstatusaswellasrejectsthescripturally‐basedcallingof
churchleaderstoliveabovereproach.
Thethoughtanddesireforpublishedfameandsuccessusingtacticscommon
incorporationsbecameafocusforDriscollandtheMarsHillstafftowherethey
16JefferyA.Trachtenberg,“TheMysteryoftheBookSalesSpike.”
37
weretooconsumedtofocusonthecongregationandtheircallasleadersandelders
toleadthechurchinawaythatisglorifyingtoGod.Itisbetterforapastortohave
nofameandnoaccoladesthantobeswallowedupinthemtothepointwherehis
localmissionandcallingasshepherdtoaflockarelost.Inordertoremainfirmin
thefoundationofthechurch,wemustknowwhatthechurch’sroleinthisworldis.
Whilethisisonlyoneexample,itwaschosenbecauseitillustrateswellthetypeof
ethicaldilemmathatcanbefacedbythechurchwhenitchoosestousecertain
corporatetacticsforlessthanGod‐glorifyingmeans.
TheFaithfulMarket‐DrivenChurch
Inordertodetermineifoperatingachurchlikeabusinessisethicalornot,
wemustknowtheroleofthechurchandthestandardtowhichtheseethicsare
held.Asdiscussedinthepreviouschapter,thelocalchurchhasaveryuniquerolein
society:toloveGodandloveothersthenusethatasanoutpouringforthekeyroles
ofserviceormission,worship,equipping,andcommunity.Thisuniqueroleshould
notbeovercomebythedesiretobeviewedassuccessfulorwealthybytheworld’s
standard,butshouldbehelduptothestandardsetbeforeitintheBible.Oncethe
churchgivesitselfovertowhattheworldsaysitshouldbe,itisquicktoturnoverto
abusinessmindsetthatdoesnotglorifyGodwithacoregoalofgrowingand
expandingitsprofits.
Thedifferencebetweenbusinessesandchurchesisthatbusinessesare
operatedforpeople.Businessarerunsothattheircustomerscangetexactlywhat
theydemandexactlywhentheydemanditand,therefore,satisfythewantsand
38
needsofthecustomer.Thatway,abusinesscanearnaprofitofftheircustomers,
whilesimultaneouslyincreasingdemandforaproduct.Theyareoperatedona
profit‐basedandscale.Acorporation’snumberonepurposeistocreateaprofit.
Thatprofittypicallytranslatestogrowthandcanbemanifestedinmanydifferent
ways,whetheritisgrowthinprofits,marginshare,orawareness.Theprimary
purposeofthecorporationisnotnecessarilyaboutrelationshipsasitisinthelocal
church;ratheritisaboutgrowingthecustomer’sdesiresformoreofthegoodsor
servicesproducedbythecompany.
Thatisnotwhatthechurchhasfortheworld.Thechurchisoperatedfor
God.Adoptingthismentalitytowardsthechurchmeansthatthechurchwasn’tset
intomotiontosatisfypeople’swants,asabusinessisforaconsumer,butitwasset
inmotiontosatisfythedeepestneedanddesireofthehumanheart:thedesirefor
God.ThepointatwhichtheChurchbeginstobecomeconsumedwithnumbers,
popularity,status,orpublicityiswhenitlosessightofitsoriginalcallingandbegins
tochaseaftertheidolsofthisworld.ThegoaloftheChurchshouldbetoprovide
community,intimatemomentsforworship,waystoserve,andequippingforthe
believerto“goandmakedisciplesofallnations,baptizingtheminthenameofthe
FatherandoftheSon,andoftheHolySpirit,andteachingthemtoobeyeverythingI
havecommandedyou,”asJesussaidinMatthew28:19‐2017.
ThisiswhytheChurchshouldnotactasabusinessoutsideofadopting
practicalbusinesspracticesandadaptingthemtobescripturally‐basedconcepts
suchasfinancialresponsibility,servantleadership,orefficientmanagementskills.
17Matt.28:19‐20(NIV)
39
Thechurchespurposewasnevertohavethefiscalgrowththatthisworldseesorto
makeaprofit.Adesireforgrowthinthechurchshouldstemoutoftheknowledge
that“JesusChrististheheadofthechurchandhencethesourceandgoalofits
entirelife,truegrowthisonlypossibleinobediencetohim.Conversely,ifthechurch
becomesdetachedfromJesusChristandhisword,itcannottrulygrowhowever
activeandsuccessfulitmayseemtobe.”18Oncethechurchbeginstochaseafter
anythingotherthanJesus,itwillbegintofall.Thechurchcanandshouldadapt
businessconceptswhilemaintainingafoundationinscripture;however,thefocus
hastobeonmakingthenameofJesusknownratherthanmakingthenameofthe
churchorthepastorknown.
Disregardingthechurchespracticesandturningthebodyofbelieversinto
littlelessthanabusinessisnotethicalforthechurchbecauseofthecorporate
worldsemphasisongrowthcostandprofit.However,thelocalchurchethicallycan
andshouldseektofindhowitcanlearnaboutgoodandefficientpracticesfromthe
corporateworld.Itisnotthesharingofideasthatcreatesthetroubleofamarket‐
drivenchurch,buttherealitythatwhenachurchdivesintothecorporateworld,it
canquicklylosewhatmakesitthechurch:Jesus.ItbecomesasRomans12:219
warnsagainst,“conformedtothepatternofthisworld,”ratherthanlovingGodand
lovingothersinaworldthatdoesnot.
18Guinness.DiningwiththeDevil,39.
19Rom.12:2(NIV)
40
CHAPTERFIVE
ChurchPrinciplesintheCorporateWorld
Introduction
Throughoutcorporateculturetherehasbeenariseintheamountof
businessesthathaveagoalthatissomethingotherthansimplycreatingaprofit.As
thecultureinAmericashiftstowardsthedesiretodogoodandgiveback,the
corporateworldhasacknowledgedthisshiftandhasmadeadjustmentstocreate
businessstrategiesthatfitthe“dogood”mindsetaccordingly.
ThismindsetisseenthroughoutphilanthropicbusinessessuchasTOMSwho
hasbuiltitsentirebrandaroundthephrase“oneforone.”Thisphrasemeansthat
foreverypairofshoesorglassespurchaseswithTOMS,thecompanywilldonatea
pairtoachildinneed.TOMS,whilebeingafor‐profitorganization,likelywouldn’t
saythecompanyisinbusinesssolelytomakemoney,butrather,togivehelpto
thosewhoareinneed.
TOMSisanexampleofabusinesswithaphilanthropicbusinessplan.This
typeofbusinessplancouldbesaidtohavemanysimilaritiestothemissionofa
church.WhencomparingTOMStothekeyrolesofthelocalchurchasdefinedin
previouschapters,TOMShaslinedtheirmissionalorganizationupwithoneofthe
keyrolesofthelocalchurch:service.Thedifferenceisthat,ratherthanperforming
actsofserviceoutofadesiretoserveGod,TOMShashopesofaltruismthat
motivatethecompanysgiving.With“56%ofAmericans[reporting]thatreligionis
41
veryimportantintheirlives”1andmorebusinessesmovingtowardmissionsand
visionsthatgivebacktotheircommunities,thistrendinthecorporateworldbrings
upapressingquestion:Whatisthebenefit,ifany,ofsupplementingabusinessplan
withtraditionallyChristianvalues?
Secondly,thischapterwillcontinuethecomparisonofabusinessandthe
Christianfaithfromthepreviouschapter.Therearemanyexamplesofself‐named
“Christianbusinesses.”Doesa“Christianbusiness”needtolookdifferentlyethically
asopposedtotheethicalstandardsofanon‐Christianbusiness?
The“ChristianBusiness:”AnExample
DonFlowistheChairmanandCEOofFlowCompanies,Inc.This
organizationisanautomobiledealershipwithlocationsinNorthCarolinaand
Virginia.DonFlowiswellknownasaChristianman.Instudies,ithasbeenfound
that“religiousindividualstendtobemorehopeful,agreeable,andconscientious,
andtoexpressthevaluesofhonestyandforgiveness.”2Thesefindingsshowthat
the“characterstrengths[foundinreligiousindividuals]suggestthatmorereligious
worksmayviewthemselvesasbeingandmayactuallybebetter,morevirtuous
organizationalmembers,aswellasbetteradjusted.”3Uponfurtherexamination,
onecanseethatFlow’sbeliefsandvaluesfromhisChristianfaithhaveinfused
themselvesintothewayherunshisdealerships.FlowCompanieshasthree
1Chan‐Serafin,Suzanne,Brief,ArthurP.,andGeorge,JenniferM.“PERSPECTIVE‐
HowDoesReligionMatterandWhy?ReligionandtheOrganizationalSciences”
2Chan‐Serafin,Brief,andGeorge.“PERSPECTIVE–HowDoesReligionMatterand
Why?ReligionandtheOrganizationalSciences”
3Chan‐Serafin,Brief,andGeorge.“PERSPECTIVE–HowDoesReligionMatterand
Why?ReligionandtheOrganizationalSciences”
42
principlesthatguideallofitspractices.ThesethreeprinciplesoutlinethatFlow
Companiesseekstohave:
1. A covenant with [the company’s] customers to be a place that keeps
itspromisesandisworthyoftheirtrust.
2. Acommunityofpeoplewhoworktogethertowardsacommonvision.
3. Acommitmenttoworktowardsthecommongoodofeverycitywhere
[thecompanydoes]business.4
OneoftheremarkableconceptsofFlowCompaniesisthattheorganizationhas
takenanindustry,namelycarsales,thatisoftenfilledwithunethicalbehaviorand
wroughtwithdeceptionandcreatedacompanythatfitswithintheindustryyet
doesn’tfitwithinthetypicaldescriptionoftheotherbusinessesintheindustry.
Bothnewandusedcardealershipstendtohaveareputationofusingmanipulative
sellingtacticstoinducecustomersintopurchasingcars.Infact,“Whenitcomesto
qualitieslikehonestyandintegrity,surveyaftersurveyhastheautosalesman’s
knucklesscrapingthebottomofthebarrel.”5Ratherthanacceptingtheseopinions
asthenatureofthebusiness,Flowsawthehorriblereputationoftheautomobile
salesindustryasachancetolivehisfaithoutinthesecularworldand“[build]an
organizationthatwouldhaveaslightlydifferentorientationthanmostpeoplehave
towardthemarketplace.”6
4FlowAutomotiveFamily.http://www.flowauto.com/History.aspx(accessed
November2,2014).
5TomVanRiper,“CarDealers’BiggestLies,”Forbes,January25,2007,
http://www.forbes.com/2007/01/24/car‐dealers‐lies‐biz‐cx_tvr_0125lies.html
(accessedNovember7,2014).
6Faith&Leadership.http://www.faithandleadership.com/qa/don‐flow‐how‐do‐
you‐live‐faithfully(accessedNovember7,2014).
43
FlowCompaniesarenotachurchoranyformofministry.Itisafullysecular
companythatisrunbyadevotedChristianwhochoosestoallowhisbeliefsto
dictatehowherunshisorganization.ThroughFlowCompanies,“Flowintentionally
embodiesbeliefinpractice,hopingtotransformthebusinessenvironmentinaway
thatembodiesChristianprinciples.”7
InaninterviewwithFaith&Leadership,Flowexplainedwhathecalledhis
“UnitedNationsapproach”tolivingouthiscallingasaChristianinasecular
businesswithoutalsoturningintoaministry:
Findingcommonlanguageisanextraordinarilyimportantwitnessfor
Christians–respect,truth,responsibility–definingcommonlanguage
thatcreatescultureandcommunityisalife‐givingwork.Ittakesalot
oftime.Ittakesbuildingrelationships.8
FlowCompanies’ethicalstandardslookdifferentlythanwhatisexpectedofthe
averagecardealershiporeventheaveragebusiness.Thisisshownbythefactthat
FlowCompaniescanboastbeingaBBBAccreditedBusiness.ThestandardsofBBB
accreditationasoutlinedbytheorganization’swebsiteare:
1. Buildingtrustthroughestablishingandmaintainingapositive
trackrecordinthemarketplace
2. Advertisinghonestlybyadheringtoestablishedstandardsof
advertisingandselling
3. Tellingthetruthandhonestlyrepresentingproductsandservices,
includingclearandadequatedisclosuresofallmaterialterms.
4. Maintainingtransparencybyopenlyidentifyingthenature,
location,andownershipofthebusiness,andclearlydisclosingall
policies,guaranteesandproceduresthatbearonacustomer’s
decisiontobuy
7Faith&Leadership.http://www.faithandleadership.com/qa/don‐flow‐how‐do‐
you‐live‐faithfully(accessedNovember7,2014).
8Faith&Leadership.http://www.faithandleadership.com/qa/don‐flow‐how‐do‐
you‐live‐faithfully(accessedNovember7,2014).
44
5. Honoringpromisesandabidingbyallwrittenagreementsand
verbalrepresentations
6. Beingresponsiveinaddressingmarketplacedisputesquickly,
professionally,andingoodfaith
7. Safeguardingprivacythroughprotectingdatawhilealso
respectingthepreferencesofcustomersregardingtheuseoftheir
information
8. Embodyingintegritythroughapproachingallbusinessdealings,
marketplacetransactionsandcommitmentswithintegrity.9
TheBBBaccreditationofthecompanyshowsthat,throughmakinganactiveand
consciouseffortto“institutionalizeChristianbeliefsinapluralisticmarketplace,”
FlowCompanieshassetthebarhigherethicallythanthemajorityoftheirsecular
competitors.10AsaChristianbusinessowner,Flow’sbusinessstrategiesreflectthat
ofhisbeliefs.Becauseofthesebeliefs,thereshouldbeahigherexpectationof
servingbothcustomersandemployeesaswellasasenseofpurposethrougheven
secularjobs.
FlowCompaniescurrentlyrepresents20differentcarmanufacturersranging
fromHondatoPorscheandhas36differentdealershipsthroughouttheNorth
CarolinaandVirginiaarea.Onthecompany’swebsite,itexplainsthatthe“growth
[ofFlowAutomotiveCompanies]hasbeendrivenbyastrategytoattractand
develophighachievingpeopleofoutstandingcharacterwhoarecommittedto
operationalexcellenceandtoprovidingextraordinarypersonalservice.”11As
mentionedearlier,FlowviewsthisasawayhecanbringhisChristianfaithintothe
9BBBofNorthwestNorthCarolina.http://www.bbb.org/northwestern‐north‐
carolina/Business‐Reviews/auto‐dealers‐new‐cars/flow‐automotive‐companies‐in‐
winston‐salem‐nc‐7001221/bbb‐accreditation(accessedNovember7,2014).
10Faith&Leadership.http://www.faithandleadership.com/qa/don‐flow‐how‐do‐
you‐live‐faithfully(accessedNovember7,2014).
11FlowAutomotiveFamily.http://www.flowauto.com/History.aspx(accessed
November2,2014).
45
businessworld.Hebelievesthatbyprovidingexcellentservice,hiringand
supportingemployeeswithincrediblecharacter,andestablishinganenvironmentof
mutualrespect,hisorganizationcanbeabeaconofChristianidealsinanindustry
thatisusuallyverydark.
ThroughtheexamplesetbyDonFlowandFlowCompanies,itisseenthatthe
“Christianbusiness”runbyabelieverwhenoperateddifferentlythanastrictly
secularbusinessreapsgreatbenefits.Thisdifferenceinoperationisoutofthe
Christianscallingtohavehisorherfaithbeapartofeveryaspectofhisorherlife
andnotsimplybecauseitisgoodfortheorganization.However,thisdoesbecomea
benefit,asitcanbeseenthroughFlow’sexample,thatwhenanorganization
implementshighlyChristianidealsintoitsbusinesspractices,theorganizationis
likelytothriveregardlessofwhetherornotthecustomerknowstheorganizationis
runbyaChristian.
The“ChristianBusiness”andControversialTopics
IntheBible,Jesustellshisdisciples,
Iftheworldhatesyou,keepinmindthatithatedmefirst.Ifyou
belongedtotheworld,itwouldloveyouasitsown.Asitis,youdo
notbelongtotheworld,butIhavechosenyououtoftheworld.This
iswhytheworldhatesyou.12
ThispassagefromJohnexplainstotheChristianthattherewillbecontroversywith
Christiansandnon‐Christians,whoarereferredtoas“theworld.”Thiscontroversy
comesfromthefrictioncreatedfromtheopposingforcesofGod’sperfectgoodness
andthesininthisworld.AsChristianstryingtogothroughtheprocessofbecoming
12John15:18‐25(NIV)
46
morelikeGod,thispassageremindsthebelieverthattherewillbeanoticeable
differencebetweenthewaythebelieveriscalledtoliveandthewaytherestofthe
worldorthenon‐believerschoosetolive.Infact,“religiousvaluesandreligious
livingcannotbeappliedatcertaintimesandplaces,onlytobeignoredforothers…A
setofprincipleswhicharemarked‘ForSundayOnly’isnoreligionatall”13and
therefore,toacertainextent,aChristianbusinessowner’svaluesmustinfuseinto
thewayheorshedoesbusiness.
InlightofabusinessownedbyChristians,thismeansthatoftenthewaya
“Christianbusiness”operateswillbedifferentthanafullysecularbusiness.These
differencescanrangefromsmalldifferencesthatcausenon‐believerstobeconfused
tomajordifferencesthatcauseoutragefromnon‐believers.
TruettCathy’spopularrestaurantchain,Chick‐fil‐Aiswellknownasbeing
runoffofChristianvaluesandownedbyadeeplyrootedChristianfamily.Infact,on
itswebsite,Chick‐fil‐Astatesthatthecorporatepurposeoftheorganizationis“To
glorifyGodbybeingafaithfulstewardofallthatisentrustedto[theorganization].
TohaveapositiveinfluenceonallwhocomeincontactwithChick‐fil‐A.”14
Sinceitsoriginalopening,Chick‐fil‐Ahasinstitutedapolicyrequiringevery
restaurantlocationtocloseitsdoorsonSunday.Thiscauses“manytoquestionthe
chain’spolicyandhowChick‐fil‐Acouldforgosalesononeofthebusiestdaysfor
13NabilA.IbrahimandJohnP.Angelidis.“TheLong‐TermPerformanceofSmall
Businesses:AreThereDifferencesbetween“Christian‐Based”CompaniesandTheir
SecularCounterparts?”
14Chick‐Fil‐A.http://www.chick‐fil‐a.com/FAQ#?category=2(accessedOctober11,
2014).
47
foodservice.”15Amidstthequestioning,Cathyhasstoodfirminhisdecisiontokeep
hisrestaurantsclosedonSundayoftencallingthisdecision“oneofthebestbusiness
decisionshehasevermade.”16Chick‐fil‐A’s“Closed‐On‐Sundaypolicy”hasbeena
stapleoftherestaurantsinceitsfirstopening.Whenquestionedabouthis
reasoningforclosingtherestaurantonSundays,Cathyexplainedthatthe
restaurantspolicy“saystwoimportantthingstopeople:One,thattheremustbe
somethingspecialaboutthewayChick‐fil‐Apeopleviewtheirspirituallifeand,two,
thattheremustbesomethingspecialabouthowChick‐fil‐Afeelsaboutitspeople.”17
ManyscratchtheirheadsatwhyChick‐fil‐Awouldimplementthispolicyand
gowithoutthesalesthatcouldbeproducedonabusydayforallrestaurants.Chick‐
fil‐A,whileusingtheClosed‐On‐Sundaypolicyasachanceforworshipandfamily,
isn’thurtingbyclosingitsdoorsonSunday.Infact,“Chick‐fil‐Arestaurantsoften
generatemorebusinesspersquarefootinsixdaysthanmanyotherquick‐service
restaurantsproduceinseven.”18Therearemanyfactorsthatcouldanddo
contributetothisincredibleamountofbusiness,includinggreatcustomerservice,
trustworthyfood,andcleanrestaurants,butthepointisthatChick‐fil‐Aisa
businessknownasa“Christianbusiness”thathasimplementeditsChristianvalues
intoeveryaspectofitsworkinorderto“glorifyGodbybeingafaithfulstewardof
15TruettCathy.http://truettcathy.com/pdfs/ClosedonSunday.pdf(accessed
November2,2014).
16TruettCathy.http://truettcathy.com/pdfs/ClosedonSunday.pdf(accessed
November2,2014).
17TruettCathy.http://truettcathy.com/pdfs/ClosedonSunday.pdf(accessed
November2,2014).
18TruettCathy.http://truettcathy.com/pdfs/ClosedonSunday.pdf(accessed
November2,2014).
48
allthatisentrustedto[them].”19Evenindoingwhatseemscounter‐intuitivetoa
non‐believer,Chick‐fil‐Ahasseentremendoussuccessandgrowthinthe
organizationthatcannotbesaidformanyofthecompany’spurelysecular
competitorssuchasMcDonalds.Infact,arecentstudyshowedthat,“withrespectto
theirfirm’soverallperformance(relativetotheirindustry)overthepast5years,
themeanfor“Christian‐based”companieswas3.20whiletheirsecularcounterparts
hadameanscoreof3.12.Intermsoftheannualgrowthrateinsales,the“Christian‐
based”firmsaveraged7.28%,whileothersaveraged6.46%.”20Thisshowsthat,
whilethesestatisticsdonotboasthugevariances,thereisoftendifferenceinthe
successoforganizationsthatareChristian‐basedasopposedtothesecular
competitors.
ThoughthewildsuccessofChick‐fil‐Ashowshowabusinesscanstillbe
highlysuccessfulwhiletakingastandforChristianvalues,thereareotherexamples
ofbusinessesownedbyChristiansthat,whiletheyhaveremainedfinancially
successful,haveexperiencedwhatJesusmeanswhenesaystheworldwillhatethe
believer.21
HobbyLobbyrecentlycameunderfireinthenewsforfightingamandateby
Obamacarerequiringtheorganizationtoprovide20differenttypesofbirthcontrol
totheiremployeesthroughitshealthcarecoverageplan.Whilemanypeople
mistakenlythoughtthismeantHobbyLobbywastryingtopreventanybirthcontrol
19Chick‐Fil‐A.http://www.chick‐fil‐a.com/FAQ#?category=2(accessedOctober11,
2014).
20IbrahimandAngelidis.“TheLong‐TermPerformanceofSmallBusinesses:Are
ThereDifferencesbetween“Christian‐Based”CompaniesandTheirSecular
Counterparts?”
21John15:18‐25(NIV)
49
useforitsemployees,theGreenfamilywhoownsthecraftstorechain,wasonly
opposing“PlanB,whichisalsoknownasthe‘morningafterpill,’Ella,another
emergencycontraceptive,CopperIntrauterineDeviceandIUDwithprogestin–
formsofbirthcontrolthatsomebelievecancauseorareakintoabortion.”22The
Greenfamilymadeitclearthatthey“havenoobjectiontotheother16FDA‐
approvedcontraceptivesrequiredbythelawthatdonotinterferewiththe
implantationofthefertilizedegg”andthat“thefourobjectionabledrugsanddevices
arewidelyavailableandaffordable,andtheemployeesarefreetoobtainthem.”23
Since“providingtheseobjectionabledrugsanddevicesviolatesthedeeply
heldreligiousconvictionsoftheGreens…Thatlifebeginsatconception,”24the
familytookastandonChristianvaluesthoughtheorganizationisnotachurchor
ministry.Takingthisstand,thoughitendedinthelegalresultthestoredesired,
ultimatelyledtoalotofunwantedcriticismandpublicityforHobbyLobby.
ThroughtheminorexampleinChick‐fil‐Aandtherathermajorexamplewith
HobbyLobby,itisclearthatcarryingthelabelofa“Christianbusiness”inasecular
marketplacecancausetheorganizationtopayaprice.Thisoftenresultsfromthe
“Christianbusiness”beingcalledtoahigherethicalandmoralstandardthanother
businessesbecauseitsownersarecalledtoahigherethicalandmoralstandard.
22BillyHallowell,“PastorJoelOsteen’sWifeHitsBackat‘CriticsandCynics’and
AddressesFurorOverHerViralSermonAboutWorshippingGod,”TheBlaze,
September5,2014,http://www.theblaze.com/stories/2014/09/05/exclusive‐
victoria‐osteen‐responds‐to‐evangelical‐furor‐over‐viral‐youre‐not‐doing‐it‐for‐
god‐clip/(accessedSeptember15,2014).
23BillyHallowell,“PastorJoelOsteen’sWifeHitsBackat‘CriticsandCynics’and
AddressesFurorOverHerViralSermonAboutWorshippingGod.”
24BillyHallowell,“PastorJoelOsteen’sWifeHitsBackat‘CriticsandCynics’and
AddressesFurorOverHerViralSermonAboutWorshippingGod.”
50
Thishighercallingdoesnotalwayscausenegativeimplicationsfortheorganization,
asitdidforHobbyLobby,butcanalsoprovideearthlybenefitstotheChristian
businessasseenwithChick‐fil‐AandFlowCompanies.
Conclusion
Chick‐fil‐A,HobbyLobby,andFlowCompaniesarejustafewamongmany
businessesthathaveChristianownerswhochoosetoinfusetheirChristianethics,
values,andmoralsintotheirbusinesses.Thesecompaniesshowthat,“theriseof
openlyfaith‐basedorganizationsanddiscoursesurroundingtheroleand
importanceofspiritualityarejustacoupleoftheindicatorsthatreligion,inits
variousguises,isplayingaroleinorganizationallife.”25Thereisadifference
betweenbusinesses,suchasFlowCompanies,thatsimplychoosetointroduceits
ChristianethicsintothebusinessandHobbyLobbythatchoosestoalsobringthe
valuesthatcomewithChristianityintothebusinessworld.
Typically,abusinessownercanexpectpositiveresultsfromimplementing
Christianethicssuchasrespect,honesty,loyalty,andserviceintotheirbusiness
practices.ThisistruefororganizationslikeFlowCompaniesandChick‐fil‐Aandis
verybeneficialforbothofthecompaniesandthewaytheyareviewedinthepublic.
ThewarningJesusgivesChristiansinJohn1526comestorealitywhenan
organizationbeginstoimplementitsChristianvaluesintoitsbusiness.Asaresult,
theChristian‐ledbusinesswilllikelyfacecontroversiesduetothedifferenceinthe
25Chan‐Serafin,Brief,andGeorge.“PERSPECTIVE–HowDoesReligionMatterand
Why?ReligionandtheOrganizationalSciences”
26John15(NIV)
51
wayaChristianiscalledtoliveandthewayanon‐Christianwouldchoosetolive.
ThoughitisnotwrongforaprivatebusinessownedbyChristianstoinfuse
Christianvaluesintothewaytheorganizationisrun,itoftenleadstowhatcanbe
seenasnegativeoutcomesthroughtheeyesofanon‐believerbutarefleeting
earthlyconsequencesintheeyesofaChristian
52
CHAPTERSIX
Conclusion
Thecorepurposeofabusinessistocreateaprofit.Thisisnottosaythat
therearenotothermotivesindoingbusiness;however,atitscore,abusinesses
purposeistocreateaprofit.Everybusinesshaseitheragoodoraserviceitintends
toselltoacustomer.Thisneedtosellagoodoraserviceinordertofulfillitscore
purposeofcreatingaprofitmeansthatthereisanaturalshifttowardsaconsumer‐
drivenstrategythatfocusessales,advertising,research,andproductdevelopment
ontheconsumer.Abusinesscannotsurvivewithoutacustomer.Ifthereisnota
customer,abusinesswillfailtomakeaprofitand,therefore,failinitscorepurpose.
Withthisdefinitionandpurposeofabusinessinmind,corporateAmerica
mustdetermineatwhatcostthebusinessiswillingtomakeaprofit.Theethical
boundariesforabusinesshavebeendrawnthroughregulationsmadebythelawof
thegovernment.Theseregulationsorlawsstatethepotentialcausesforharmor
threatsofharmtoanemployee,customer,orenvironment.Itisconsidered
unethicalforabusinesstoperformanyactivitythatknowinglyplacesanemployee,
customer,ortheenvironmentinanykindofharm.
Theseregulationsandlawsthatguidebusinessethics,bynature,create
lowerethicalstandardsthanthosestandardsthattheChristianhasbeengivenas
ordinancesbyGod.Thismeansthatthe“Christianbusiness,”orasecularbusiness
runbyaChristian,mustmaintainahigherethicalcallingthanabusinessrunbya
53
non‐believer.RunningabusinesswithChristianethicshasproventobevery
beneficialwhenlookingatexamplessuchasFlowCompaniesorChick‐fil‐A.
FlowCompanies,anautomotivesalesorganization,hasimplemented
Christianethicsthroughcreatingabusinessenvironmentthatvalueshonestyand
integritywhenthetypicalbusinessintheindustryhasareputationofdishonesty.
FlowCompaniesdoesthisthroughcreatinganatmosphereoftrustforemployees,
hiringemployeesofgoodcharacter,andmodelingChristianethicsinleadershipas
well.
Chick‐fil‐AhasimplementedChristianvaluesandethicsinitsbusiness
practices.IthasimplementedChristianvaluesbyclosingitsfastfoodrestaurantson
Sundayssoitsemployeescanworship,spendtimewithfamily,andrest.Thoughthis
policyhascausedthesecularworldtoshakeitshead,Chick‐fil‐Ahasnotreceived
publiccriticismforchoosingtocloseitsdoorsonSundays.SimilarlytoFlow
Companies,Chick‐fil‐Amakesapointtoinvestinitsemployees,hirepeopleofhigh
moralstanding,andshowChristianleadershipstartingattheheadofthe
organization.
However,runningabusinesswherethecompanytakesastandonChristian
valueshasbeenproventobecostlyfororganizationssuchasHobbyLobby.This
doesnotmeanthatitwasnotnecessarilyrightfortheownerstostandforwhatthey
believein;ratheritgavetheorganizationalotofunwantednationalattention.
Incontrasttothecallingofasecularbusinessandeventhe“Christian
business,”theultimatepurposeofthelocalchurchistoactivelyseekfourkeyroles
54
inthecommunitywhereithasbeenplaced:missionsorservice,community,
equippingbelievers,andworshipasapartofthechurchesgreatercallingtolove
Godandloveothers.
Thechurchiscalledtoahigherstandardthanabusiness.Therearemany
thingsthatareconsideredunethicalinachurchsettingthatarenotconsidered
unethicaloreven“bad”inasecularsetting.Asanexample,ifapastorweretogoto
abarwithfriendsanddrinkexcessivelyafterchurchonSunday,thatwouldbe
consideredunethical;however,iftheCEOofacorporationweretodothesameafter
work,hisorheractionsmightnotbelookeduponfondly,buttheywouldn’tbe
consideredunethical.
ThechurchmustalsomodeltheGospeltonon‐believersinactionsand
throughwords,whichiswhythe“prosperitygospel”presentsalargeproblemfor
thelocalchurch.Withafalsegospelsuchasthe“prosperitygospel”modelinga
consumeristicmindsetforbelievers,itisevidentthatabelievermaintaininga
consumeristicmindsettowardthechurchiswrong.
UsingthedefinitionofthepurposeofachurchaslovingGodandallowing
thatlovetobeanoutpouringtoloveothers,thechurchethicallycanandshould
makeuseoftheresourcesithastoreachnon‐believerswiththeGospel.Thisiswhy
themarket‐drivenchurchaloneisnotaninherentlybadorunethicalconcept.A
churchcanandshouldemploysomeusefulbusinessstrategiestoaidinefficiently
managingormarketingthechurch.TheVillageChurchinDallas,Texasdoesthis
wellbyusingamultiple‐campusapproach.Eachcampuslistenstothesame
55
sermon,typicallypreachedbyPastorMattChandler,buteachcampushasitsown
communitypastors,smallgroups,andworshipbands.Thisallowsforincredible
growthinthechurchwithoutthechurchlosingitsabilitytoplaythefourkeyroles
ofmission,community,worship,andequippinginthelivesofthecongregationin
thechurch.
Thechurchdoesnotneedbusinessstrategiestoremainrelevant.Relevance
“masksbothitsbuilt‐intransienceanditscatch‐22demand.DeanIngecapturedthe
transienceinhiscelebratedline‘Hewhomarriesthespiritoftheagesoonbecomes
awidower.”ButitwasSimoneWeilwhohighlightedthecatch‐22:‘Tobealways
relevant,youhavetosaythingswhichareeternal.’”1Thegospelwillalwaysbe
relevanttomenandwomenbecauseitistheeternalstoryofsalvation;however,
thisdoesnotmeanthatachurchcannotusebusinessstrategiesforefficiencyas
seenwithTheVillageChurch.
Theredoescomeapointwhenthementalityofreachingpeoplenomatter
thecostprovesitselftobeunethicalinthechurch.Thislineisseenintheexample
providedbyformerpastoratMarsHillChurch,MarkDriscoll,inhisunethicaluseof
anorganizationtodeceivinglyboosthisbook,RealMarriage,toTheNewYorkTimes
bestsellerlistwhenthebookhadnotactuallybeenpurchasedenoughtoreceivea
spotonthebestsellerlist.
Therearebothbenefitsanddangerstothemarket‐drivenchurchandthe
“Christianbusiness.”Whenusedwithgoodintentions,boththemarket‐driven
1Guinness.DiningwiththeDevil,63.
56
churchandthe“Christianbusiness”canthrivebylearningfromeachother’sethics
andstrategies.Similarly,whenthesestrategiesareusedinthewrongcontextor
outsideofethicalmeans,bothtypesoforganizationcanfindthemselvesinnegative
orundesirablesituations.
Asthecorporateworldandthechurchcontinuetogrowandevolveover
time,ethicsaregoingtoplayanevenmoreimportantroleinkeepingpeoplesafe
fromtheharmthatcancomefromunethicalbehavior.Itwillbeuptothefuture
churchandcorporateleaderstodeemitimportantenoughtoplaceemphasisonthe
topicofethicsandtoplacethelargeamountofemphasisthatthetopicdeserves.
57
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