THE FUTURE OF PEOPLE BECOMING THE CHURCH: MULTIPLYING DISCIPLES, LEADERS, AND CAMPUSES IN A POST-CHRISTIAN, DE-CHURCHED, AND UNCHURCHED REGION OF THE UNITED STATES

The church is losing influence in America. Furthermore, the COVID-19 pandemic exacerbated the decline in the American church. Polarized on issues of race, politics, masks, and vaccines, church leaders struggled to unite the people of God. Post-pandemic, how do churches and church leaders make more disciples, develop more leaders, and plant more churches in a post-Christian, de-churched, and unchurched culture? The focus of this doctoral dissertation is to present the philosophy of people becoming the church as a solution to the decline of the American church. I discovered the philosophy of people becoming the church over twenty years ago when I planted newlife – a church in the Greater Seattle area. This dissertation is an in-depth study of people becoming the church at newlife and the findings from qualitative research to make people becoming the church more effective in the future. The project concludes with people-becoming-the-church principles that can be adapted and applied to other churches in other contexts. The five people-becoming-the-church principles are as follows: blur the line between people and pastors, creativity sparks evangelism, dive into the community to solve problems, the church can gather anywhere and at any time, and church buildings are assets to the community and are used all week

Los Angeles County Arts Commission Cultural Equity and Inclusion Initiative Literature Review

This literature review is intended to investigate and provide background information on how others have addressed the question of improving "diversity in cultural organizations, in the areas of their leadership, staffing, programming and audience composition", both through academic research and practitioner experience. The literature lends these concepts into a division by slightly different categories, as follows: Boards of Directors in Arts and Culture Organizations The Arts and Culture Workforce Audiences and ProgrammingAudiences and programming are closely intertwined in the literature, and thus are combined in this report. Culturally specific arts organizations and their potential contribution to diversity, cultural equity and inclusion in the arts ecology emerged as a potentially powerful but not yet fully understood set of actors, so this topic was added as a fourth section in this report: Culturally Specific Arts OrganizationsThe report begins with a background discussion on diversity, cultural equity and inclusion in arts and culture, and it concludes with a series of broad lessons that emerged from the literature that apply to all four of the areas identified by the Board of Supervisors in their motion

The research buyer\u27s perspective of market research effectiveness

This study examines the views of research buyers about the efficacy of market research used within their firms. A sample of research buyers from Australia's top 1000 companies was asked to evaluate the research outcomes of their most recent market research project in terms of their overall business strategy. Specialist market research buyers (insights managers) believed their commissioned research was very effective. This was in contrast to research buyers in generalist roles who did not believe in the effectiveness of the research outcomes to the same extent. The overarchlng strategic direction adopted by the buyer's firm did not make a difference to the type of research conducted (,action orientated' vs. 'knowledge enhancing'). However, entrepreneurial firms were more likely to rate their research as effective and to have dedicated research buyers generating insights into their markets. The results of this study are inconsistent with earlier studies and indicate that the market research function within Australian firms stili plays an ambiguous role

Leadership as Body and Environment: The Rider and the Horse (Chapter 17 of The Gospel after Christendom: New Voices, New Cultures, New Expressions)

Excerpt: Leadership is hard. Leading like Christ is even harder. Some fail. Many burn out. Most struggle with the people they are called to serve and lead. I myself feel that I make mistakes more often than I “get it right.” I want to be humble and lead well, but at times I feel threatened and frustrated. Sometimes the preaching is good and sometimes not so good. Sometimes people respond and lives are changed, but not as much as one would think, given all the resources, time, and talent poured out. Something crucial is missing from our understanding of servant leadership. I believe it is an awareness of where our leadership really gets shaped

Learning from the World: Good Practices in Navigating Cultural Diversity. Bertelsmann Stiftung Study 2018

The Reinhard Mohn Prize 2018 “Living Diversity – Shaping Society” focuses on diversity in German society, that is the plurality of cultural, religious and linguistic identities found among the people who live in the country. With this focus, the RMP 2018 highlights a variety of successful strategies for living peacefully in diversity. In historical terms, cultural diversity is nothing new or unique for Germany. In fact, though we are often unaware of it, cultural diversity has been a feature of our daily life for a long time. Indeed, religious differences have shaped German society since the Reformation. And Judaism has always been present in the area we now call Germany

The most creative organization in the world? The BBC, 'creativity' and managerial style

The managerial styles of two BBC directors-general, John Birt and Greg Dyke, have often been contrasted but not so far analysed from the perspective of their different views of 'creative management'. This article first addresses the orthodox reading of 'Birtism'; second, it locates Dyke's 'creative' turn in the wider context of fashionable neo-management theory and UK government creative industries policy; third, it details Dyke's drive to change the BBC's culture; and finally, it concludes with some reflections on the uncertainties inherent in managing a creative organisation

Creating Cultures of Innovation: The Digital Creative Industries

date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000This work was supported by the Arts and Humanities Research Council, CreativeWorks London Hub, grant AH/J005142/1, and the European Regional Development Fund, London Creative and Digital Fusion

Beyond Green: The Arts as a Catalyst for Sustainability

The creative sector has played a significant role in efforts to raise awareness of the impacts of climate change and encourage sustainable social, economic, and environmental practices worldwide. Many artists and cultural organizations have embarked on remarkable projects that make us reflect on our behaviors, our carbon footprints, and the claims of infinite growth based on finite resources. Sometimes treading a fine line between arts and advocacy, they have sparked extraordinary collaborations that reveal new ways of living together on a shared planet. The 'art of the possible' will become even more relevant as 2016 dawns - bringing the challenge of how to implement the Sustainable Development Goals and the Climate Change Agreement adopted at the end of 2015. Yet with negotiations overshadowed by scientific controversy, political polemic and geographic polarization, individuals can easily lose faith in their own ability to shape change beyond the hyperlocal level. Against this challenging backdrop, could the arts and creative practice become a particle accelerator - to shift mindsets, embrace new ways of sharing space and resources, and catalyze more creative leadership in the public and private spheres? The goal of this Salzburg Global Seminar session was to build on path-breaking cultural initiatives to advance international and cross-sectoral links between existing arts and sustainability activities around the world, encourage bolder awareness-raising efforts, and recommend strategic approaches for making innovative grassroots to scale for greater, longer-term impact