[rating:3.0]
(Kingsford, New South Wales, Australia: Matthias Media, 2009.)
196 pgs
This book is about discipleship. It offers an interesting perspective on why the church is doing such a poor job of training Christians to mature spiritually. The authors are Australian, and minister from that context, yet they raise important issues that are extremely relevant to the North American, as well as the international church.
The framework for this book is the analogy of a trellis with a vine growing on it. For a vine to grow fully, it needs a trellis to sustain it. But, a trellis cannot produce fruit. Only a vine can do that. Structure is helpful, but it can never take the place of the vine. The authors suggest that most churches are a mixture of trellis and vine. There is usually plenty of structure and programming, while there is typically vine work occurring as well (8). The problem is that trellis work tends to take over from vine work (9). In part, trellis work is more visible and can appear more impressive (9). They suggest that, “The concentration on trellis work that is so common in many churches derives from an institutional view of Christian ministry” (10). They note that as we get older, “We start to tire of vine work, and take on more and more organizational responsibilities” (10).
The authors suggest that the Great Commission mandate to “make disciples” is “the normal agenda and priority of every church and every Christian disciple” (13). They argue” It is binding on all Jesus’ disciples to make others what they themselves are—disciples of Jesus Christ” (13). The thrust of the book is this: “structures don’t grow ministry any more than trellises grow vines, and that most churches need to make a conscious shift—away from erecting and maintaining structures, and towards growing people who are disciple-making disciples of Christ” (17).
Throughout the book, the authors point out how the church needs to adjust its efforts directly into growing people, rather than programs. They are not opposed to programs that are effective, but they argue that far too much effort is put into “trellis” work, while the vines are neglected and producing far less fruit than they might have, had they been properly tended. They point out that the church focuses on holding “events” in which it is hoped people will attend. But events do not necessarily grow people in their Christian maturity (18). The church also tends to use people rather than growing its people (19). The church often focuses on filling gaps in its program staffing rather than training new people to serve where God is calling them (20). The church also gives inordinate attention to solving people’s problems rather than helping them make progress spiritually (22). The church also focuses its efforts around the work of ordained clergy rather than on developing teams ministry (22).
The authors suggest that, while there may be limited seats around the board table or on the church staff, “if the real work of God is people work—the prayerful speaking of his word by one person to another—then the jobs are never all taken. The opportunities for Christians to minister personally to others is limitless” (27). It is here that the book makes a significant contribution. If churches could train their people to minister to those around them and to meet whatever need presented itself, the impact of the church would be explosive. However, simply recruiting people to help the church run its programs will never turn the world upside down.
The authors make the curious claim that “it’s interesting how little the New testament talks about church growth” (37). They also note: “It is somewhat surprising that the New testament contains relatively few exhortations for ordinary believers to speak the gospel to others” (49). However, they also note: “The Christian without a missionary heart is an anomaly” (52).
The heart of the book occurs as the authors discuss “training.” They claim: “The heart of training is not to impart a skill, but to impart sound doctrine” (71). They explain that, “a right understanding of the gospel always leads to a changed life” (74). They explain that, “training is parenting” (75). As we disciple, or train other believers, we are functioning in their life much like a parent would raise up and train a child. They posit that trainees need to “see into the heart of their trainers (76).
The authors suggest there are four stages in the growth of the gospel in someone’s life. These are: outreach, follow-up, growth, and training (84). The book provides a helpful chart where the reader can plot where people are in their Christian growth (87). They argue that, rather than focusing on maintaining the trellis, Christian leaders need to be investing directly into the training of others. They suggest that, “training is the engine of gospel growth” (90).
The authors make the noteworthy claim that sermons are “necessary but not sufficient” (93). They note that as pastors have assumed the role of CEO, they have forsaken their primary call to make disciples (96). They claim: “Churches don’t make disciples; disciples make disciples” (117). The authors argue that if pastors would strategically invest their time in training others, over time, those they trained would then train others and the ongoing impact would do far more to expand the church than if the pastor invested himself in church administration. They offer suggestions on how to be on the look out for those who are prepared to be trained. They call these, “people worth watching” (127). They make the interesting observation that in the Bible, we do not generally find references to people “feeling called” into the ministry (133). They point out that typically it was the elders in the church who observed people in the church who showed promise for church leadership and they invited that individual into greater service (133). They claim that people are not “called” into ministry or secular vocations, rather, “God calls us to himself” (130). They argue that every disciple is called to make other disciples. They acknowledge that, while God may lead some into secular work, our highest calling is to make disciples (139). The authors advocate “ministry apprenticeship” where, before ministerial candidates are sent to seminary, they serve in an apprentice role in the church where church leaders can train them and give them valuable experience (143). At this juncture the authors tap into the extensive materials and programs they have developed for such a purpose so that the book seems to veer into some self promotion. However, they conclude by making the case that the goal is not to grow churches but to make disciples (151). They point out that training must be relational and that it takes time (151).
Overall I found this book made some helpful observations in the field of discipleship. I am not sure that I agree that the heart of training is teaching “sound doctrine.” While that certainly is important, I think it also includes correct living. When Jesus called His disciples, they did not simply sit around discussing sound doctrine. He lived among them and taught them how to live, to relate to others, and to preach and teach. While it is true that sound doctrine can lead to godly living, it often requires good role modeling as well.
I liked the concept of pastors taking on a select group of people and training them, even if it meant setting aside other administrative duties. Too many people have discarded their calling to disciple in their embracing of administrative roles. We too often take no notice of those around us who would thrive spiritually if we would take time to train them.
While I do not necessarily agree with everything said in this book, it will make you think about how you are doing discipleship and how you are personally investing in the lives of others.
by Richard Blackaby