Contents
Introduction....................................................................................................................................1
Summary........................................................................................................................................1
Concrete Response and Reflection...............................................................................................3
Action Steps....................................................................................................................................5
Bibliography...................................................................................................................................8
ii
1
Introduction
In their widely acclaimed book, The U-Turn Church: New Direction for Health and
Growth, authors Kevin Harney and Bob Bouwer provides uniquely insightful perspectives on
workable strategies for empowering struggling churches to regain stability and growth. The
authors argue that churches often encounter unique challenges that undermine their growth
prospects because of the lack of workable strategies that could be effectively used to overcome
all obstacles. According to the authors, it is possible for churches to find new ways of realizing
growth regardless of the nature of challenges that they may face. Critical to the growth of any
organization is the quality of leadership and the ability to utilize existing advantages to
undermine the possible adverse effects of the challenges. Both authors rely on their shared
advantage as experienced pastors to suggest workable strategies that can enable any church to
overcome their negative circumstances and maintain steady growth. Overall, the book’s central
concern is that many churches in the United States, which currently face decline can reenergize
themselves and maintain a steady path of growth through innovative and visionary leadership
that maintains focus on the core areas that determine their survival.
Summary
In the first section of the book, the core area of focus is the need for change. Particularly,
Harney points at the need for pastors to initiate the change process after acknowledging the
reality that their churches are in a state of decline.1 According to Harney a common shortcoming
for many pastors that embark on the challenge of improving their churches is that they tend to
rely more on the self-motivation approaches instead of regarding the whole process as a spiritual
1 Kevin G. Harney and Bob Bouwer. The U-turn Church: New Direction for Health and Growth. (New
York: Baker Books, 2011), 16.
2
endeavor. Harney points out that churches should always focus on developing workable
strategies that begin with an honest appraisal of the prevailing conditions that undermine
growth.2 In his view, the pastor should adopt a goal-oriented perspective that focuses on all the
key areas of growth. Defining the growth objective should be the first step of initiating the
growth process. Pastors who establish and communicate their motives for change are more likely
to achieve or surpass their desired objectives. Conversely, those who conceal their motives or
provide misleading information regarding their main intentions stand the risk of losing in the
whole scheme.
On the other hand, Bouwer emphasizes the element of urgency as the fundamental factor
that should govern the change process. His argument is that churches should be driven by the
earnest desire to rearrange the main factors that contribute to change for them to achieve their
desired objectives. Based on this fact, it becomes necessary for any pastor to ensure that all the
key stakeholders fully understand and support their vision because their good will is crucial for
obtaining the desired outcomes. Bouwer uses the term, ‘holy urgency’ to describe the kind of
zeal that should empower every pastor as they embark on the change process.3 The book also
directs special attention on the importance of prayer as a critical enabler of the change process.
According to the authors, prayer should guide the process of creating the vision on which the
authors rely to enable the process. Unlike other change process that are wholly dependent on
strategy, change in church must be guided by a spiritual vision and an inner resolve to improve
the state of things. Overall, the book emphasizes the fact that the change process should be
grounded in biblical foundations.
2 Kevin G. Harney and Bob Bouwer. The U-turn Church: New Direction for Health and Growth. (New York: Baker
Books, 2011), 21.
3 Kevin G. Harney and Bob Bouwer. The U-turn Church: New Direction for Health and Growth. (New York: Baker
Books, 2011), 26.
3
Concrete Response and Reflection
In my opinion, the unique perspectives projected by Harney and Bouwer are
exceptionally resourceful in guiding the change process. An important point that stands out in
their reflection is that the kind of change that takes place in church differs significantly in the
changes that may happen in a commercial enterprise. The distinguishing aspect of change in
church is that it must be anchored on spirituality as opposed to individual preferences.4 This
means that the pastor should not merely seek the kind of changes aimed at serving their personal
interest. In the author’s view, changes that are motivated by individual preferences are
essentially superficial and are bound to fail in the end. I feel that the model of change proposed
by the two experienced pastors can apply to any kind of church that is imperiled by the threat of
decline. However, I can also draw certain parallels between the spiritual approach to change and
the kind of strategic changes that corporate leaders often pursue. For example, the importance of
a clear vision and importance of seeking the support of goodwill shared by both.
Broadly, the book reinforces the view that change should be positive and long-term. The
issue that stands out is that pastors who often seek to create change through superficial means are
likely to achieve suboptimal and short-term results that could have negative implications for the
organization. Another useful inference from the book is that pastors should not seek change with
the objective of achieving some form of individual glory.5 The idea that stands out is that any
form of change should aim at serving a higher purpose. My understanding of this position is
informed by the impression that the personal attributes of a church leader is essential for
enabling long-term success on issues pertaining to change. This means that leadership is an
integration aspect of change because it serves as the critical enabler or hindrance of the change
4 Kevin G. Harney and Bob Bouwer. The U-turn Church: New Direction for Health and Growth. (New York: Baker
Books, 2011), 44.
5 Kevin G. Harney and Bob Bouwer. The U-turn Church: New Direction for Health and Growth. (New York: Baker
Books, 2011), 64.
4
process. It is inconceivable that any organization could achieve significant change unless the
process is guided by a visionary leader with a determined focus on improving an unpleasant
situation into a positive one.
Also important is the book’s emphasis on the need to understand the obstacles that could
impede the change process. According to the pastors, many people often tend to focus primarily
on the positive side without strategizing on ways of suppressing or eliminating the obstacles that
make it challenging for them to achieve meaningful change. The book stresses on the need to
study the quality of the environment as a critical starting point of building a stable foundation to
enable the change process.6 I reflect on this viewpoint in terms of some of the challenges that
many corporate leaders encounter in their endeavor to create change. For example, there is
always a section of employees and even managers within the ranks of the organization who will
always oppose change. Naturally, some people are always disinclined to change. In their case,
the transformation of the status quo breeds a sense of insecurity and takes away the comfort of
routine. Therefore, it becomes necessary for the leader, as the book proposes, to take time in
building consensus across the board in order to obtain broad support.
Preparing all the church members for the change is a critical factor that promotes success
for the process.7 People are naturally inclined to processes that promise positive outcomes. The
challenge stems from the fact that the psychological condition of some individuals makes change
undesirable because it tends to undermine their core objectives in life. One of the issues that the
book emphasizes is the need to create an enabling environment for enabling the change process.
6 Kevin G. Harney and Bob Bouwer. The U-turn Church: New Direction for Health and Growth. (New York: Baker
Books, 2011), 68.
7 Kevin G. Harney and Bob Bouwer. The U-turn Church: New Direction for Health and Growth. (New York: Baker
Books, 2011), 73.
5
This means that the leader should engage all the contesting parties with the view of overcoming
their resistance through effective communication. The leader’s character and reputation are
crucial for achieving this objective. The point the book makes is that people are likely to support
the change process if they have the assurance of the kind of benefits that are likely to emanate
from the process.
Action Steps
1. Church leaders should engage all key stakeholders on all important aspects of change in
order to obtain the goodwill and material support needed to achieve the best possible
outcomes.
2. Pastors should communicate clearly all the details regarding the change they envision in
order to assure the members that the motive is selfless and aimed toward achieving the
general good for the entire church.
3. Inclusive approaches toward change should be the focus of every pastor because it
creates the impression of collectiveness, which is particularly important for churches that
cater to the spiritual needs of a diverse community.
4. Pastors should take time to learn about all the important environmental factors that could
have some significant effect on the change process. This step is crucial for locating and
isolating factors that could undermine the cause at any stage.
5. Change should be a continuum that the pastor and other stakeholders can evaluate
throughout its different phases.
