Wiki

끌림

Daniel — Sat, 10 Jul 2010 23:05:09 -0600

끌림

1994-2005 Travel Notes

이병률 산문집

글, 사진 이병률

랜덤하우스코리아(주), 2005

이 책은 아무것도 아니다. - epilogue 중

김마가 선교사님 조언

Daniel — Sat, 10 Jul 2010 00:21:32 -0600

- 사람의 삶을 결정하는 것은 두가지: 비전과 열정

- 자기 자랑은 부끄러운 것이다

- 자기를 향하신 하나님의 기업을 1) 헤아리는 것과 2) 아는 것이 중요하다 (에베소서)

- 그리고 Claim 하는 것

- 철저한 순종과 최고의 욕심이 함께 혼재하는 것, 그것은 모순이 아니다. 성경은 계속해서 그것을 보여준다.

- 가장 수동적인 것 같지만 가장 적극적

- 복음을 알아야한다. 그 영광과 위대함을. 그리고 하나님의 비전을 취하는 것이 우리 인생의 가장 위대한 것

- 갈렙의 고백은 자기 믿음을 크게 보이기 위해서 큰 것을 달라고 하는 것과는 차원이 달랐다

- Claim은 하나님의 약속, 모든 민족이 주께 돌아올 것이라는 것을 믿고, 그것이 일어날 것을 믿고, 자기의 것을 거기에 드리며 내 모든 삶을 사용해달라고 드리는 것

- 많은 사람이 이 사실을 알아도 클레임하지는 않는다.

- 하나님을 사랑해온 형제의 삶은 소중한 것이지만, 이제는 비전을 찾을 때. 클레임하라.

* 김마가 선교사

GO (Global Operation) 해외본부장

선교기도회때 잠깐 뵈었다가 며칠 후 저녁을 함께 함. Pho 먹고 스타벅스에서 해주신 말씀들

하나님의 대사

Daniel — Fri, 02 Jul 2010 23:21:00 -0600

하나님의 대사

김하중 지음

규장

'기도하는 대사'로 불린 김하중 장로. 외무부 아시아태평양국장, 대통령 의전비서관, 대통령 외교안보수석비서관, 주중대사를 거쳐 통일부 장관을 역임.

늦은 밤 잠들기 전에 책장 앞에 앉아 손이 닿는 책을 뽑아 펼쳤다가 읽기 시작. 전혀 생각하지 않았던 기도에 대한 메세지를 책을 통해서 받게 됨. 중보기도와 영적인 실재, 그리고 그 실재를 움직이는 기도의 힘. 첫 몇장을 읽고 늦은 밤 중에 기도하게 만든 책.

지금도 매일 300명 이상을 중보기도. 10년 후 주중대사가 될 것을 대비한 기도와 준비. 작은 일까지도 순종하는 믿음. 나누고 베푸는 삶. 기도와 하나님의 음성에 대한 기록을 남기는 습관. 중국과 중국인을 사랑하는 대사.

기도에 대해서 설명하는 것이 아닌, 기도의 삶이 무엇인지 보여주는 책. 허리를 치시고 기도하게 만드시는 하나님의 음성. 그리고 작게나마 신기한 중보기도의 경험.

Comparative Paper on Missionary Biographies

Daniel — Sun, 20 Jun 2010 23:00:44 -0600

Peace Child: An Unforgettable Story of Primitive Jungle Treachery in the 20th Century

Through Gates of Splendor, 40th Anniversary Ed.

Shadow of the Almighty: The Life and Testament of Jim Eliot

Both Don Richardson and five missionaries, Nate Saint, Roger Youderian, Pete Fleming, Ed McCully, and Jim Elliot including their wives, served a very primitive and hostile tribe, respectively Sawi in New Guniea and Auca (later called Waodani) in Ecuador. Their mission field was a jungle where any advantage of civilization was seldom available. To compare their missions, there are similarities in some areas, but also differences in the other, which will compensate each other to provide a more whole picture of mission for a primitive society.

Family Background & Childhood and Calling to Missions

Generally speaking, all missionaries grew up in a Christian family with an education that emphasized the importance of the Word of God and Christian conduct. One distinctive remark on each individual’s spiritual life is a clear sense of calling for a mission with compassion for the lost.

The calling experience of all six missionaries does not necessarily involve any special form of spritual incident. Rather, it was a result from their accumulated daily interaction with the Word of God and their act of obedience in the due time.

In 1955, Don Richardson was deeply challenged by a sermon of Ebenezer G. Vine, secretary of the Regions Beyond Missionary Union (RBMU).1 Richardson was twenty years old at the time, and he confesses that he had a strong feeling, “I also had the unmistakable feeling that I was one of those He was scrutinizing. I returned from the chapel service to my room in the dormitory… and ask, “Is this it? Is this what You want me to do?”” 2After his prayer, he concluded that it was the call from God.

He personally accepted Jesus Christ three years before this calling. He said that he found “the new life, the love, and the joy of knowing Jesus Christ in a personal way”.3 Since then, he strongly believed that it is a great privilege to share Him where His name had never been heard before. After searching a Christian school to learn more of the biblical knowledge and spirituality for his preparing his mission, he enrolled at the Prairie Bible Institute in the fall of 1953.

In response to the call of Rev. Ebenezer, he decided to join in the mission for Netherlands New Guinea. In 1960, he married Carol Soderstrom, who responded to the same call at the same time. Finally, they arrived at Sentani, the north coast of Netherlands New Guinea with their first baby Stephen on March 19, 1962.4

Jim Eliot was born in Portland, Oregon in 1927. His parents were devout Christians and Eliot was taught that the Book of all books is the Bible. He was a pious young man even in his school years, but at the same time, he was “a school-champion wrestler, consistent honor student, president of the Student Foreign Missions Fellowship, amateur poet, and class representative on the Student Council.”5 He was one of the most admired students by his friends and people around him.

His sense of calling in missions was also very definite and clear. He shares his conviction on his calling in his journal, “My going to Ecuador is God’s counsel, … No visions, no voices, but the counsel of a heart which desires God.”6 He did not listened to the people close to him saying to stay in America. He said that he dare not stay home while Quinchuas perish, and the condemnation of the churches in America is “written on their bank of books and in the dust on their Bible covers.” 7

It seems as if Jim was prepared in his mind from the early days for his last moment; “Am I ignitable? … But flame is transient, often short-lived. Canst thou bear this, my soul – short life? … Make me Thy fuel, Flame of God.”8 Although he did not know how he would die, his heart was already offered as a sacrifice before the Lord. Finally, he set sail from San Pedro to Shandia in 1952 with his friend Pete Fleming.

Pete Fleming was born in Seattle, Washington, in 1928. He had a brilliant mind, and he earned his master’s degree from the University of Washington as a philosophy major in 1951. Through this time of study, he had to re-examine his faith against the challenges from philosophical studies.

However, after some time of struggle, he came back to the Word of God with his faith that was even stronger than before. With their interest in mission, he and Jim together corresponded with Dr. Wilfred Tidmarsh, an English missionary with twelve years’ service in the Ecuadorian jungle, and they decided to serve the Auca tribe in Ecuador.

Ed McCully and Jim Eliot had known each other since their college. They had wondered if they could work together for God in some time in their future, and it was realized by moving into the mission field with his wife Marilou in December 1952

Being six feet two inches tall with one hundred and ninety pounds, he was a football star on Wheaton’s Championship. Then, he entered the law school at Marquette University, but God challenged him to join in the mission in Ecuador. He wrestled with it for a while, and he finally responded to the calling by quitting his law school.

Nate Saint was the one who escalated the level of operation in the mission base in Ecuador with his geniuses in mechanics, especially with his aviation skills. He and his wife Marj had served the Missionary Aviation Fellowship, an interdenominational organization whose mission was “to transport evangelical missionaries, their supplies, their sick, to and from remote outposts.” 9

Their joining in the team truly changed the way of life in the isolated mission stations. With assistant from Marj at the radio station, he could serve and support many mission stations by providing delivery and transportation services. He also invented alternate fuel system, which doubled the flight capability and the “spiraling-line technique”, which later made possible the direct contact with Aucas.10

Roger Youderian, who was born in 1924, was raised up in a devoted Christian training through his parents. He enlisted in the Army in 1943, and became an assistant to Army Chaplain. Through the ministry and experience in the army, he dedicated his life totally and completely to the Lord.11

He married Barbara, and they together enrolled in the missionary medicine course at Northwestern Schools after they finished their undergraduate studies. In 1953, they set out for Ecuador with their Baby, Beth, and worked with the Jivaros. With their mastery in Spanish language and rich experience from their ministry, their participation was another empowerment for the Auca mission.

As one can see, these missionaries’ calling to mission and their outstanding ministry was not from or based on a transcending or surreal experience. It was deeply rooted in their daily walk with the Lord in the Word of God and in their faithful obedience to its guidance. Also, it is worthwhile to notice the diversity in their respective background, which is synergistically combined together in creating a holistic picture of the missionary work.

Challenges Presented by the Culture

First of all, the jungle, the uncivilized environment of the mission field itself was the beginning of many challenges for the western missionaries. All missionaries were from the United States, one of the most developed countries in the world. Moreover, most of them were with their families including a young wife and children. Consequently, the gap between the U.S. and these primitive societies in terms of infrastructure and culture was overwhelmingly heavy to adapt for the missionaries at least in their early stage.

However, the real challenge was not only this outside factor; rather it was inside of the people. The worldview of each tribe was the biggest challenge, which seemed to be and thought to be almost impossible to be changed.

Both tribes, Sawi and Auca, were very hostile and aggresive. Sawi was a cannibal tribe who valued and honored treachery as an ideal.12 Auca was known to be “the most hostile tribe that was ever documented” by anthropologists.13 Even the Netherland government gave up their control over the primitive Sawi tribes, and the Aucas were “an embarrassment to the Republic of Ecuador”.14

Richardson shares his frustration from the difference in worldviews. After he earned some tribal language skills in a communicable level, he had a chance to share the bible stories with Sawi people. While not much or no interest was shown by the natives, all of sudden, he found one particular story drew their strong attention from the entire group in the room. It was the story of Judas who betrayed Jesus.

Strangely, after hearing the story, the response of the audience was acclamation, which was quite opposite to what Richardson expected. Being puzzled and pondering his miscommunication, he asked the local what was going on, and he learned that it was not his fault. He confessed, “I saw now that the Sawi were not only cruel, but honored cruelty. … treachery was idealized as a virtue, a goal of life.” 15 As soon as he realized his seemingly impossible task to change the total situation, he cries out, “How can a man reverse the world view of an entire people, a world view which had already deeply entrenched in their collective psyche for thousands of years?” 16

Killing someone with a spear was a part of Auca tribe’s life and culture. According to Don Carlos, from their early age, young boys are trained for “the accurate use of their nine-foot hardwood lances”.17 Dayuma, a survivor out of a tribal killing, only says, “Never, never trust them, they may appear friendly and then they will turn around and kill.” 18 The hatred and violence were the main ingredients of the Aucas’ worldview.

Another challenge was the experience from the initial encounter with civilization. The insight of Richardson, “It is a foregone conclusion that even if missionaries do not go in to give, lumbermen, crocodile hunters, prospectors, or farmers will still go in to take!” is valid in this globalized world.19

This first impression forms a perspective in the locals’ mind toward the outsiders, and it subsequently plays an important role in their interaction with missionaries. The missionaries come to the field with their culture, and thus, they were perceived and identified mainly by their civilization, especially in the early stage.

Unfortunately, Auca had historically had dire experiences from the encounter with the white men. It started from 1541, the early day of the Spanish conquest of Ecuador. The ancestors of Auca had a combat against the Spanish army.20 In 1874, a Jesuit missionary recorded a battle of “civilized savages against unbaptized savages.”

Even in modern days, the Shell Oil Company had confrontations, which more than ten employees were killed. Nate commented on the Shell Company airplane that a two-thousand horse power transport would seem sure to scare the stone-age people”. 21

Interestingly, for Sawi people, the civilization assisted the mission in some sense. The move of Richardson and his family was actually the first personal direct contact for Sawi people with outsider. In Sawi tribe, the white people were called “Tuan”, who was considered as immoral and different beings from themselves.

Part of this misunderstanding was from the civilization that the missionaries brought in the mission field. Richardson could provide a metal machete, axe, and all sorts of modern technologies to the local people, and because of it, Sawi people welcomed the Tuan’s inhabitation inside their society.

Although this myth protected the missionaries from the practice of cannibalism, it created another issue of dependency. The provision of modern technology itself is not necessarily evil. However, it could cause another problem when it was done without careful consideration. For example, a war broke out between two tribes because the other tribe also wanted to get the benefits from Tuan’s provision.

Moreover, because of his connection with civilization, the mission work was always centered around Richardson instead of being passed on local leadership. Until the end of his story, he was still considered as Tuan,22 and the sign of self-governing of the local church is weakly noticed.

This tendency limited the mission work within Richardson himself, which hindered the indigenous churches from reaching out the other tribes for themselves. Of course, the missionaries did not intend any of these issues, and it was even inevitable to use the benefit from the civilization especially in the initial phase. But, a careful examination of the necessity and considerate practice of it were missed.

Missiological Principles, Methods, and Strategies

Teamwork

The first difference in their operation of the two jungle missions is teamwork. Putting it more precisely, both mission works are the product of teamwork from cooperation of many other organizations. However, for Sawi mission of Richardson, the teamwork was more about the infrastructural approach, such as an air plane transportation support from Missionary Aviation Fellowship or a medical service of Mission Hospitals.

On the Contrary, the mission work for the Auca tribe was actually operated as a team ministry. All five missionaries had different talents and strengths in different areas, which empowered the ministry in its efficiency.

For example, Nate Saint provided many technical enhancements, which elevated their ministry to a totally different level. Rogers and his wife Barbara offered medical services for the locals and the missionaries. Their ministry was like a concert performed by their collaboration with different instrument of talents.

However, teamwork is not necessarily always easy or even efficient. For example, Pete was not sure if he had to join the Auca operation until few days before their actual entry. Nevertheless, the other members genuinely respected his inner struggle and patiently waited for his decision. Also, when Roger went through a time of spiritual depression, the team ministry had helped him to get over his struggle.23

Furthermore, their teamwork spirit did not end by their martyrdom. After their demises, the wives also cooperated in order to continue their husbands will. It was possible for them to overcome the time because they could share their pain and support each other as a community. Of course, at this time, there was another big difference; a numerous Christians from the whole world supported them through letters, offering, and prayers.

One regretful fact is that they did not share their Auca operation with other missionaries or organizations. It is understandable action to consider the atmosphere at the time. If it were known to other missionaries or agencies, they must have been confronted very strong oppositions from everywhere.

Language Learning & Cultural Studies

It is clear that both knew the importance of understanding their people. To understand them, it is essential to learn their language and the culture. The problem is that this task is life-investing job.

Richardson was excellent in this area. He seems to be very talented in studying the language and culture. He was able to grasp the Sawi language and begin to realize and understand its beauty in its complexity. He had to ask a question, “How did a culture addicted to barbarism develop such a refined, logical and efficient language?” 24

His brilliance does not stop here and moves on even deeper into the heart of the Sawi culture. By the helps from God, who coordinated all things into His goodness, Richardson was able to find a story of “Peace Child”, which he later named a redemptive analogy.

Along with other stories such as “aumamay” (the leaving dead),25 and “remon” (the new word)26, these concepts were deeply embedded in their subconscious and their legends and stories. These discoveries brought the fundamental impact in his ministry. Since then, he was able to touch and minister into the heart of the Sawi people.

In the Auca operation, the importance of language and culture was also acknowledged. All missionaries endeavored to learn Spanish, and tried to reach and make actual contacts with Aucas. For the actual operation, they have made many pre-contacts via airplane and shared gifts and studied their responses with careful analysis and prayer.

Unfortunately, however, they were unsuccessful in learning and understanding the Auca tribe due to very scarce resources available and limited contact opportunities. Eventually, this limit put them on the risk because they could make decisions only based on conjectures from interpreting their observations.

Certainly, this cannot be a fair comparative criticism along with Richardson since obtaining language skills and cultural competency can be achieved only through a close interaction and relationship in a long period of time. Richardson could have it, but five missionaries could not. Yet, it still breaks people’s heart with a question, what if they had waited enough to have a solid ground of understanding the people and the situation.

Nevertheless, I believe that it was the perfect will of God. If it were not their sacrifice, the Auca might not be opened even today. Moreover, their martyrdom brought more impact and to the world. More than this practical implication, they have poured the blood of martyrdom for the Aucas, which God demands for the salvation of the souls (Rev. 12:11).

Indigenous Church Principle

The Auca team’s vision was based on the indigenous principle. As much as they want the Auca to come to Jesus, they were as much aware of the fact that they were foreigners. Therefore, they believed, “The Indian must be the answer – he must learn the Scriptures, be taught, and in turn teach his own people.” Their long-term strategy was strongly laid upon the indigenous Auca Indian churches in future.

For facilitating this strategy, Jim and Pete renewed the missionary school at Shandia that was built by Dr. Tidmarsh. It was closed, but they reopened it. Through this school, the Indians were taught how to read and write. The missionaries hoped that these boys and girls would be the ones who will be able to read and understand the Scripture for themselves and share the message with their people.

On the contrary, Richardson does not seem to have a clear strategy to develop the indigenous church, which runs based on three selfs: self-sustaining, self-governing, and self-propagating. When he came to Netherlands New Guinea and met the Sawi people, he said that this would be his place and his people for his lifetime. He had this devoted heart, but it was not strategically focused on phase-out.

In his actual ministry, he saw the transformation in individuals and the society. His church was strong enough to build their own church building. However, at the center of all these ministries, Richardson exists. Again, this would not necessarily wrong or evil and it was a typical concept of missionaries that they identified themselves with the mission field and the people.

Nevertheless, it would have been even greater to see the indigenous churches could be established and they run and sustain by themselves. Since they understand the culture and the language better than anyone else, what could have happened if the indigenous churches would have reached out the other tribes with this competency and the power of the Hoy Spirit?

Redemptive Analogy

The uniqueness of Richardson’s ministry is the concept of a “Redemptive Analogy”. This is a wonderful example of culturally sensitive and relevant approach.

The realization of this notion was actually happened when Richardson was totally frustrated and discouraged by the fact that there was no connecting concept of peace in Sawi tribe’s culture. In addition to this, a war between Kamur tribe and Haenam tribe was about to break out because of the goods that Richardson provided. From the sense of guilty and responsibility, after discussing with his wife, he claimed that he would leave for the ultimate sake of both tribes.27

In this devastating situation, an unexpected light beamed. He heard that they were going to “sprinkle cool water on each other”, which meant to make peace in Sawi language. Doubting what he had heard, he observed what was happening. To his surprise, each tribe exchanged their babies each other and made a vow that they would keep peace as far as the baby would be well taken care of.28 This baby was called a “Peach Child”. He also witnessed the emotional drama along with the ceremony.

This event enabled Richardson to find a solution for his lifelong question. He learned that a man could be trusted only if a man would actually give his own son to his enemies. 29 Finally, he found the connection between the Gospel and the Peach Child, and used it for presenting the gospel.

Of course, there is a danger in this approach. Without clear understanding of the culture, it can create an issue of syncretism. However, for Sawi people, it was carefully done after Richardson’s a long time of prayer and study. Being evaluated by its fruits, tt was very successful. The Sawi people could relate Jesus Christ and understand the gospel in culturally relevant way.

The five missionaries for Auca did not have an opportunity to know if there was a redemptive analogy in their people. They had had bible studies with some people escaped from the tribe, but it was not evident if they found a special connection that could be used as a redemptive analogy.

In the movie, End of the Spear, which was filmed based on the book, Through Gates of Splendor, shares an analogy of “Jump the Great Boa” in Auca people. According to their belief, they must be strong enough to “jump the Great Boa” at death. Otherwise, they will become a termite forever.

Steve Saint, the son of Nate Saint, was told by Mincayani, who killed Nate, “I saw him jump the great boa while he was still alive.” Steve responds to him that his father’s life was not taken; he gave it.

Although the five missionaries did not have a redemptive analogy, ultimately, they themselves became the redemptive analogy for Auca people through their sacrifice. Their life and death, and their family unconditional love and continual service truly became the redemptive analogy that brought Auca back to Jesus.

The Enduring Results and Impact of Their Lives

Both missions bore much fruits. The mere difference was a matter of timing: with the presence of the missionary or the after.

Richardon witnessed remarkable transformation happening not only in the individual level but also in the whole Sawi society level. He invited other tribes in Sawi people to his Christmas party. He faces the challenge of hatred and the spirit of revenge among Christian Sawis. However, he reminded them of the Greatest Peach Child, Jesus, who is still alive, and therefore, we must forgive others and maintain peace.30 To his amazement, the people from the other Sawi tribes, who witnessed this life change, were deeply touched and they also responded to the gospel. The chain of avenge began to be broken.

Even the ceremony of peace child was changed. The form and the style of the peace child ceremony was substituted by symbolic group movements and dances.31 The tragedy of losing one’s child is no longer necessary for the sake of peace. His church grew to a point where the former house could not hold the group anymore. Richardson encouraged the Sawi Christians to build their own church. And it really happened. The church was built by the Sawi people.(283)

Meanwhile, although the five missionaries did not see the fruit with their physical eyes, God worked even more amazingly among Aucas through their sacrifice. After the massacre, two women from Aucas came down to the mission station to ask for a help. Elisabeth, the wife of Jim eliot, accepted this call and went to their house. There she found Mankamu and Mintaka. Mintaka was one of the two women who were at the “Palm Beach” when her husband was killed.32

Instead of being angry to God or the Aucas, the widows prayed constantly that God would bring them in their tribe. God answered the prayer, and these widows moved with their children to the village and lived with them. After a long time of service through their life examples, Aucas finally realized the love of Jesus. As Elizabeth’s confession, God performed “all things according to the counsel of His own will”.33

Personal Implication

The biggest lesson that I learned from the missionaries that I interacted with is the importance of daily walk with God. It was the beginning of their mission, the fuel for the mission, and became the source of the fruits in their due time. The mission does not start there and then, but here and now.

They were humans. Their journals and writings share their struggles and fears. They had no special things over other Christians; they were the same people. Their lives were burnt for glorifying God’s name through sharing His son Jesus Christ.

The power of gospel is so real and practical. It is because it is not in the words, but the lives that bear witness of the Words. The reason for the magnificent influence of these missionaries is because they lived according to what they shared. They entered in the villeges just as Jesus came to us. They not only forgave the enemies, but also loved and served them just as Jesus did.

Although these missionaries’ lives and ministries have been compared and evaluated, it was done with humble recognition of their dedication and sacrifice. Even after all, I still hold the reverence for them; it grew even stronger.

Personally speaking, the book of Jim Eliot, Shadow of the Almighty was one of the books that changed my life. I bought this book in Mission Korea, a mission conference in Korea in 2002. As reading the book, I could identify myself with him because of his age. It shocked me and challenged me; I was ashamed by his devotion for the Word and the world. Being deeply touched, I dedicated myself more in the Word of God, which led me to come to the U.S.

As I graduate DBU with the Global Leadership degree, I believe that God wanted to remind me of the beginning; where I began, how come I am here and now, what He had taught and shown to me, and what He wants me to be and to do. I must respond to his voice, “Lord, here I am. Send me and use me for your glory.”

Bibliography

Elisabeth Elliot. Shadow of the Almighty: The Life and Testament of Jim Elliot. New York: Harper and Row Publishers, 1989.

. Through the Gates of Splendor, 40th anniversary ed. Tyndale House, 1996.

Richardson, Don. Peace Child: An Unforgettable Story of Primitive Jungle Treachery in the 20th Century. Regal Books. GL (Gospel Light) Publications, 1974.

그 청년 바보의사

Daniel — Sun, 20 Jun 2010 22:50:34 -0600

그 청년 바보의사

안수현 지음, 이기섭 엮음

(주)도서출판 아름다운사람들

서른 셋에 죽은 젊은 의사 안수현의 이야기. 비록 짧은 생이었지만, 삶의 모든 순간을 가진 모든 것을 다해 하나님과 자신에게 주어진 이웃을 사랑하며 살았던 사람.

그가 생전에 남겼던 글을 모아서 엮은 책.

의약분업 사태때에도 자신의 신념에 따라 파업에 동참하지 않고 병원에 남아 환자를 지킴. 의사라는 직업에 대해서 다시 한번 더 생각하게 됨.

과연 나는 길게 줄을 서서 기다리는 환자들 한 사람 한 사람의 얼굴이 내게 환자로 오신 그리스도라는 사실을 기억할 수 있을까?
설대위(David Seel, 전 예수 병원 원장) - p. 14

우리 의사들의 직업은 목사와 같은 성직이다. 나는 교회가 목사를 임명하는 것과 똑같이 의사도 임명했으면 하는 바람을 가지고 있다. 이것은 하나님의 말씀과도 일치한다. 우리가 온 마음과 영혼을 다해 우리의 직업에 몸을 바치는 것도 바로 이 신념 때문이다.
폴 투르니에(Paul Tournier, M.D.)-p.58

여러 논리에 밀려 위로 받지 못하고 충분히 돌봄을 받지 못하는 환자들이 제 마음을 가장 아프게 합니다. 누구보다도 위로 받아야 할 사람들, 병원에서 도움이 될 길과 하나님 앞에서 자유할 수 있는 길을 위해 기도하면서 병원에 남는 길을 택했습니다. 기도해 주십시오. 고대병원 내과 R2 스티그마 안수현. -p.60

복기(復棋)는 단순히 돌의 순서에 대한 기억으로 이루어지는 것이 아니라 각 돌이 갖는 의미의 연결로 구성된다는 말이었습니다.
이재철, [요한과 더불어]-p.67

하지만 하나님은 우리에게 고상한 동기를 요구하지 않으세요. 우리가 어떤 이기적인 이유로 아버지께 돌아온다 할지라도 하나님은 우리를 받아주세요. 그 사랑을 그냥 받아들이세요. -p.116

나의 주 하나님이여, 나는 지금 어디로 가는지 모릅니다. 내 앞에 놓인 길도 보지 못합니다. 그 길이 어디에서 끝날지 확실하게 알 수도 없습니다. 나 자신이 누구인지도 모르고, 내가 지금 하는 일이 당신의 뜻에 따르는 것을 의미한다고 생각지 않습니다. 하지만 나는 당신을 기쁘게 해드리려는 열망이 정말로 당신에게 기쁨을 줄 것이라고 믿습니다.
토마스 머튼 (Thomas Merton) - p.224

유목사님께서 가르쳐 주신 발성 레슨

Daniel — Wed, 16 Jun 2010 22:57:26 -0600

IEP 유목사님이 가르쳐준 것

1. 혀를 내리고 (성대를 내리고 - 목젖이 내려감) 호흡을 느끼는 것이 중요하다. 힘으로 부르지 말고 호흡으로 불러라. 어깨 힘을 빼고. 편안히.

2. 고음일 수록 횡경막이 아래로 밀려 내려가야 한다.

3. 풍선과 같아서 주둥이만 열면 소리가 나듯, 노래도 호흡을 통해 나는 것.

4. 내 노래 스타일은 잉골라(성대가 떠있는 소리) - 성대를 내리는 훈련

5. 복식으로 호흡하고 더 아랫배로 내려라.

6. 호흡은 다 쓰지 않고 70% 를 쓴다.

7. 소리를 내는 길이 있는데, 코로 말고 앞니로 내라. 앞니 윗니가 보여야 한다.

8. 발음이 평소 말하는 것과 같아야 하고, 발음을 분명히 내어야 발성에도 도움이 된다.

9. 성대를 닫아야 한다. 그럴러면 혀가 내려가야 한다. 토하는 기분처럼. 혀를 누르면서 발성을 연습하라.

10. 고음일 경우 머리로 두성을 써도 좋다.

=================

IEP 유목사님은 김장환 목사님과 부산 극동방송 합창단 호스팅을 하면서 알게 되었다. 그 캠프에서 잠깐 이야기를 하다가 성악을 전공하신 것을 알게 되었다. 잠깐 서로의 이야기를 나누다가 내 이야기를 짤막하게 나누었는데, 내 이야기를 듣고 우셨다. 감정이 마른채로 이야기를 하던 내가 오히려 당황했다. 이전에 킴벌리 기억이 났다. 당시 사람들은 남의 이야기를 듣지 못한다는 사실을 아프게 배워가고 있을 무렵, 그녀도 내 이야기를 듣고 울었다. 한국에 가셔서 오실지 모르겠다 하셨는데, 다시 뵐 수 있으면 더 교제하고 싶다.

연이가 추천해 준 재즈 연주가들

Daniel — Wed, 09 Jun 2010 22:17:50 -0600

순서는 무작위

Keith Jarett

My Song
Tokyo 96
The Melody at night, with you (추천)

자신의 아내를 위한 연주, 홈레코딩
화려한 기교대신 조용한 고백조의 연주
중간 중간 들리는 호흡소리, 표정 짓는 소리

Klazz Brothers

최근에 뜬 독일 밴드
빈오케스트라에서 뛰던 팀
재즈에 맛이 들어 나온 팀
쿠바 퍼쿠션팀과 함께 연주

클래스 비창 8번 2악장 추천

Michel Camilo

라틴 피아니스트, 테크니션

Oscar Peterson

We get requests
음반사를 옮기면서 마지막으로 사람들의 요구를 받아 굿바이 앨범으로 만든 명반

Dav Grusin

Jazz Classic
작곡가, 오케스트라, 클래식

Eddie Higgins (추천)

음악이 난해하지 않고 서정적이고 로맨틱
원곡을 해치지 않는 범위에서의 재해석
Venus 레이블 - 일본의 이사람 음악만 취급하는 음반사
아시아 인들이 좋아함

Bill Evans

어렵다. 약간 우울. 난해한 곡 해석
Waltz for Debby
Here's the rainy day.
You must believe in spring.

Silge Nergard

대부분 오리지널
I don't want to see you cry.

Stevie Wonder

천재 음악가
A Time 2 Love

최근 앨범이지만 최고 앨범

Natural Wonder

일본 98 라이브 앨범

Stay gold
Overjoyed

Ron Van Bavel

암스테르담(재즈로 유명) 재즈 교수
40대의 젊은 나이
Someday my prince will come

Toots Thielelmars

재즈 하모니카 할아버지

Scott Wilkie

인기가 많다. 키보디스트

Brad Meldaw

미국 최고 천재
겨우 40대
The Art Trio Standard I, II, III

스탠다드(옛날 베스트를 모은거)
오리지널 - 본인이 작곡

Dave Brubeck

Take Five - 4분의 5박자
어려운 리듬과 비트

Chick Corea

Spain (명곡)

서두 - 알함브라궁전
21-23 살때 연주한 곡

Gershuin Collection

유명한 작곡자
재즈이면서 멜로디가 예쁘면 이 사람 곡일 가능성

European Jazz Trio

일본 친구들의 강권으로 만들어진 그룹

Laura Fygi (추천)

Bewitched

Herbie Hancock

천재

Gene Harris

부기우기, 블랙 가스펠
Best---, In His Hands

Joe Sample

Crusade 70년대 퓨전 재즈 흑인
랜디 크러퍼드

When your life

Memo October 09

Daniel — Sat, 10 Oct 2009 23:46:29 -0600

메모들을 정리해야 하는데. 몇년째 여기저기 흩어져 쌓인 메모들은 고사하고 며칠만에 화면을 메워버린 메모들. 기록을 효율적으로 남기고 정리하는 방법이 없을까

Memo September 09

Daniel — Sun, 20 Sep 2009 23:11:53 -0600

9/13

오늘 유스 아이들의 출석 숫자를 세면서 이스라엘 국민의 숫자를 통계내려했던 다윗의 모습이 생각났다. 유스 3명이 더 왔다. 전도한 것도 아니고 한 가정이 등록해서 오게 되었다. 하나님이시구나 깨달았다. 하지만, 오후에 집사님께서 능력의 유스사역자라고 농담삼아 던지시는 말씀을 듣고 내 마음에 이 사역을 내 영광으로 취하는 모습이 있음을 감지했다. 회개한다. 회개한다. 13명이든 25명이든 후에 100명이든 1000명이든 그 숫자가 중요한가! 지금 내게 주신 덕영과 주영이를 붙들고 눈물흘리며 고통하는 것이 지금 나의 부르심일진대..

9/21

아픈 하루였다. 내가 할 수 있는 것이라고는 그저 찾아가 옆에 있어주는 것 외에는 없었다. 그 옆에 있는 것만으로도 그들의 상처를 덮은 가시들에 찔려 나는 어찌 할 바를 몰랐다. 예수님의 사랑이 이 가정을 싸매어 치료해주시길...

드디어 Nursing Exam 날짜가 잡혔다. 이번달 30일. 겨우 일주일 정도 밖에 남지 않아 생각만 해도 숨이 막히고 어찌해야 할 지 모르겠는데, 이번 주에 CGE (Consortium for Global Education)이 열려 일이 바빠지고 대학원 수업들의 과제와 시험이 있어서 더 암담했다. 교회 일정을 다 마치고 저녁에 집에 들어왔다. 상황이 이러면 없는 시간을 더 쪼개서 빨리 공부를 해야할텐데, 어찌 된 건지 자꾸만 딴짓을 한다. 지친걸까 게을러진걸까 도망가는걸까... 스트레스 받으며 빈둥대고 있는데 갑자기 달라스 엄니에게 전화가 왔다. 하나님도 못보시겠는지 이런식으로 끊어주시네. 고마워요 하나님. 도와주세요.

오랜만에 쏠티와 함께 6집을 들었다. 초등학교 다닐 적에 테이프 늘어나도록 들었었던 앨범인데 오늘 다시 들으면서 깜짝 놀랐다. 음악적으로 훌륭했지만, 무엇보다 그 가사와 곡이 전하는 메세지 때문이다. 아이들이 부른 아이들을 위한 앨범이지만, 그 단순하고 간결하면서도 아름답고 깊은 메세지라니. 아버지의 진리는 참으로 학자도 무식한자도 노인도 아이도 사랑할 수 있는 이야기고 노래이며 그림임을 다시 한 번 깨닫는다.

9/22

CGE 덕에 좀 늦게까지 일했다. 비록 작은 일일지라도 아버지의 뜻이라면, 그분의 기쁨이라면, 그 분의 영광을 위해 최선을 다하려는 노력중이다. 쉽지 않다. 그래도 조금씩 나아지는 것 같다.

미진이와 통화했다. 아침에 외래가 없어서 통화를 좀 오래할 수 있어서 좋았다. 그녀에게 그냥 요즘 내 마음을 털어놓았다. 믿음을 요구하시는 하나님 앞에서 나는 제대로 서있질 못하다고... 그녀는 격려해주었고 기도해주었다. 고맙고 고마웠다.

친구 Daniel이 이번 수요일 시험을 위해 공부하면서 정리한 노트를 보내주었다. 고마웠다. 갑자기 하나님께서 나를 격려해주신다는 생각을 했다. 다음주 Nursing 시험을 위해 기도하는 게 죄송해서 못하고 있었는데... 내가 지지 말고 하나님께 맡기자.

오랫만에 입가에 물집이 잡혔다.

9/23

보고싶어요..

9/24

Consortium for Global Education (CGE) 컨퍼런스가 어제부터 시작되었다. 이 컨퍼런스를 준비하느라 거의 2주를 초과근무를 해야 했다. 하지만 가치가 있었다. 하나님의 일은 참 신기하다.

아침에 인사를 마치고 새들러 홀에 들어가니 각 기독교 대학에서 온 총장, 학장, 임원들이 여기저기 모여서 아침을 먹으며 이야기를 나누고 있는데 한 사람이 혼자 있었다. 뒷모습을 보니 아시아 인이길래 이야기 상대나 해드려야지 하면서 가서 인사를 하는데, 몽골의 이용규 선교사님이셨다. 여기에는 어쩐 일이신지 여쭈었더니 지금 타일러에 YWAM 베이스에서 안식년을 보내시러 오셨다고. 프로페셔널하게 잘 대해드려야 했는데, 너무 좋아서 촌스럽게 선교사님 만나서 너무 영광이고 좋다는 티를 팍팍 냈다.

내년 초에 몽골국제대학 학생들과 함께 미국으로 3번째 비전트립을 오시는데 달라스에서 3일을 머무실 것이라면서 DBU에서 하루정도 프로그램을 마련해줄 수 있겠냐고 하셨다. 이런저런 이야기를 많이 나누었다. 언제뵈어도 참 겸손하시다.

두번째 소득은 평양과기대 소식이었다. 나는 CGE가 연변과기대나 평양과기대와 연관이 있는지 전혀 몰랐었다. 세션에서 발표자가 phase 1의 공사들이 다 끝났고, 지난 주에 개교를 했다고 했다. 특별히 학교의 터가 한국 기독교 역사의 시작과 연관이 있다며 제너럴 셔먼호, 토마스 선교사, 장대현 교회등의 이야기를 들으니 참 신기하고 가슴이 벅차고 감사했다.

하나님 나라는 참 위대하고 신기하다. 수많은 알려진, 그리고 이름모를 당신의 종들이 서로 연결되고 연락되어 아름다운 그 나라를 세워간다. 그 영광의 그림에 나도 작은 조각 그림이 될 수 있길 간절히 기도한다.

DBU SU 09 Christian Education

Daniel — Thu, 06 Aug 2009 06:57:40 -0600

DBU SU 09 CE

Memo August 09

Daniel — Thu, 06 Aug 2009 04:54:59 -0600

8/6

어제 일 끝나고 와서 밥을 먹고는 잠들어버렸다. 새벽 4시가 넘어서야 눈을 떴다. 비록 자는 내내 오늘 있을 기말고사 한과목과 직장에서의 프로젝트에 눌리기는 했어도 몸이 한결 좋아진 게 느껴졌다.

잠을 충분히 자고 나니 의욕이 생긴다. 몇 주동안 쌓여가던 책상만 우선 정리했다. 평소의 게으름과 의욕이 없음이 다 내 천성인줄로만 알았는데, 어쩌면 단순히 잠을 충분히 자지 못하고 피곤해서 일지도 모르겠다는 생각을 했다. 잠을 충분히 자면 직장에서도 훨씬 의욕적으로 창의적으로 일할 수 있게 된다. 따라서 잠과 휴식은 여러모로 중요하다.

Christian History and Heritage - Session 1

Daniel — Mon, 27 Jul 2009 22:20:45 -0600

THE FULLNESS OF TIME . . .

(Greek, Roman & Hebrew Context)

But when the fullness of the time came, God sent forth His Son . . .

―Galatians 4:4

Introduction
Paul's life: Acts 21: 37-40/ 22:24-29

Paul spoke Greek and was the citizen of a city noted for its Greek culture
Paul was a Roman citizen
Paul was a Jew, fluent in Hebrew & Aramaic
Paul was a Christian, bearing witness of Christ to fellow Jews

Greek Context

1. Introduction

Alexander the Great and Palestine: conquest of Persia made Alexander the master of Palestine; Alexander sought unity in empire through the process of Hellenism
Hellenism: the blending of the best of conquered cultures with Greek philosophy, art, politics, religion and culture
Greek philosophy, language, & spirit contribute to the Christian movement

2. Greek Philosophy

Introduction: Greeks sought to understand the "why" of human existence; philosophy seen as providing the answer to the "why" questions of life
Philosophers

Pythagoras (582-500 BC): united religion and morality; humans responsible to a higher concept
Socrates (469-399 BC): morality provides the path to happiness in life; men/women responsible to one another; Socratic method developed as a device to discern correct knowledge―correct thoughts lead to correct actions
Plato (427-347 BC): pupil of Socrates; virtue derived from a personal god; spoke of a perfect reality which could not be seen―the realm of god
Aristotle (384-322 BC): student of Plato; provides philosophical frame for medieval theology; union of physical and ideal create reality; ontological argument for existence of god
Stoics: Zeno of Citium (342-270 BC): pantheists with high ethical values; taught discipline and self-control; strong concept of brotherhood; happiness/salvation through proper exercise of reason and will
Epicureans: Epicurus (341-270 BC): chief goal in life is pleasure; hedonism in moderation; atheistic materialism

Results of Greek philosophy

Led to logical thinking
Impacted development of systematic theology
Greek philosophical systems influenced Christian theological development

3. Greek Language

Koine Greek; koine=common
Language of New Testament; used throughout Mediterranean world as language of trade and commerce
Clear, precise language that brought a sense of unity and familiarity to Mediterranean world

4. Greek Spirit

Passion for truth, thus the prominence of Greek philosophy; inquisitive nature
Bold vision; had conquered the known world
Bold, daring initiative

Roman Context

0. Introduction

Rome & Palestine: Rome conquered Palestine in 63 B.C.E.; Rome was tolerant of existing customs and religion; encouraged immigration of Gentiles to the region
New Testament & Roman Rule: realities of Roman rule throughout the New Testament

1. Pax Romana

Peace of Rome
Strong centralized government brought a measure of peace and prosperity to the Mediterranean world
Allowed Christians and missionaries to travel with relative ease throughout the empire

2. Roads/Trade Routes/Commerce: easy travel and transfer of ideas

3. Roman Citizenship: allowed Paul and other Christian citizens specified rights

4. Roman Language: Greek; though gradually Latin replaced Greek in the western portion of the Roman Empire

5. Roman Religion

Polytheistic: paralleled Greek pantheon with gods/goddesses who controlled physical elements and gods/goddesses who preside over day-to-day functions―health, vocation, home . . .
Syncretism: to achieve greater unity, the religions of conquered cultures were assimilated into Roman religious life; Roman objections to Christianity were based upon the exclusivity of Christians
Philosophical base of Roman religious life dominated by two dominate Greek philosophical systems

Stoicism
Epicureanism

Emperor Worship

Pontificus Maximus: Caesar assumed to be the head of Roman religion―a living god
Importance

Caesar a living god
the head of Roman religion
failure to worship the genius of Caesar a civil violation; equated with treason
blended the civil and religious estates
used a basis for civil/political unity

Mystery Religions: a collection of voluntary membership religious sects which offered eternal identification/salvation with the religions deity

Characteristics

secret knowledge and initiation rituals
membership promised hope of life beyond this world
personal choice; could join more than one
rituals and themes revolved around myths of world origins and/or seasonal cycles―birth, death, & resurrection were common themes
some were highly ethical; others were morally bankrupt

Examples

Magna Mater: the "Great Mother": involved themes of a virgin-born Sheppard who is resurrected after death by the Great Mother; ritual purification through bathing in blood
Mithra: most popular mystery religion by the start of the 4^th century; focused on the worship of Mithra, the "Sun" god; characteristics that parallel Christian themes/motifs

common ritual meal of bread & wine
baptism
flood heritage
voluntarism; appeal to all classes of society
afterlife for those initiated into religion
belief in an unconquered mediator
December 25, celebration of Mithra's birth

Themes within mystery religions

dying & rising deity
virgin goddess
sacramental meals
ceremonial use of water for cleansing/purification rituals
blood redemption

Christianity vs. Mystery Religions

Who copied the other?

authentic, biblical Christianity owes nothing to the mystery religions

Roman Liturgy

Sacerdotalism

priest is the giver/deliverer of holy things
depended upon a priest to effect transfer of holiness from the divine

Ritual: proper forms crucial to conveyance of divine favor
Ceremony: elaborate worship replete with ritual, presided over by a properly credentialed priest

Rome: Help or Hindrance? Both

Hebrew Context

0. Geography

Eastern Mediterranean
Crossroad of trade; not a center of high culture
Empires desired to control this region for political security; control the region and you control the progress of commerce and military in & out of Africa and Middle East into Europe

1. Political Environment

Greek culture introduced by Alexander the Great
Roman culture arrives in 63 B.C.E.

2. Culture

Rome & Hellenism: Rome continues practice of Hellenism
Reactions to Hellenism as promoted by Herod and Roman presence

Hebrews: Jews opposed to Herod's policies of hellenization
Zealots: most radical opponents of Hellenism and Rome
Hellenists: Jews open to limited accommodation of Hellenism (Greco-Roman culture)
Herodians: those who gave full support to the policies of Herod

3. Religious Parties

Pharisees

Popular religious party that fostered education and ran the synagogues
Focus was on understanding and obeying the Law

the detailed study of the Law was born out of a desire to be relevant―seeking to know how best to follow the Law in the present

Morally conservative; theologically liberal

theological innovations included immortality of the soul, final resurrection and punishment, angelology, divine foreknowledge and foreordination

Sadducees

Priestly sect that ran the Temple
Followed Torah legalistically and literally
Conservative party―rejected rabbinical literature and its interpretations
Focus was on Temple & ceremony, thus they disappear after the Temple is destroyed
Rejected theological innovations of Pharisees

Essenes

Essentially a monastic community that practiced a rigorous orthodoxy; ascetic, celibate
Shunned political action
Doctrinally sided with the Pharisees
Similarities to Christian themes:

sought the Kingdom of God
renunciation of the world as part of discipleship
emphasis upon absolute truthfulness & holiness of life

Samaritans

Remnant of Northern tribes from Assyrian dispersion (8^th century) who intermarried; thus, seen by Jews as impure; Zerubbabel refused their help in rebuilding the Temple
Mt. Gerizim: Samaritan Temple
Beliefs & practices: Pentateuch only; less emphasis upon ceremonial cleanliness; elaborate angelology

4. Common Tenets of Faith

Ethical Monotheism (Deut. 6:4-5): one God who requires proper worship and proper relationships between humans
Eschatological Hope: God would one day restore Israel with the promised kingdom of peace & justice―Messianic hope

5. Diaspora of Judaism

Voluntary: movement of Jews by personal choice due to business, education, etc.
Involuntary: forced movement of Jews such as Babylonian, Assyrian, and even Roman dispersions
Synagogue

Central focus of diaspora Judaism: center of community and worship

10 "adult" males needed to organize a synagogue

liturgy

Shema: call to worship
Prayer
Reading of worship
Exposition
Benediction

Synagogue provides the template for Christian worship; synagogues served as a target for early Christian expansion

Language:

Diaspora Jews in west spoke mainly Greek and in the east Aramaic
Septuagint (LXX)

Greek translation of Hebrew scriptures
functioned as early text for Christians

6. Hellenization of Religious Thought: Philo of Alexander (26 BC - 53 AD)

Philo attempted to harmonize the best of Greek philosophy with Hebrew theology
Allegorical method used to interpret biblical texts: sought a higher spiritual meaning beyond the surface, literal storyline

example: the Exodus story is an allegory of the soul's journey back to God

Philo adopted and taught the Greek logos concept
Philo's program of hellenization prepared many for the message and meaning of Jesus Christ

JESUS OF NAZARETH

Jesus Christ (c. 4 BC - c. 30 AD)

Date of Christ's birth

Most scholars place the birth of Christ between 6 BC and 4 BC
A dating error in the transition to our current calendaring system missed the birth of Christ and the BC/AD split by four to six years

Choice of date for Jesus' birth impacts the dating of other events in Christ's life: example - if birth occurred in 4 BC, then . .

Jesus' public ministry begins 27 AD, and
Jesus' crucifixion and resurrection occurs in 30 AD

Sources for the Life of Jesus

Biblical (Canonical) Accounts:

Gospels: salvation history not biography, the Gospels are passion narratives with extended introductions
The Gospel accounts tell us what God has been doing to save us; the Gospels tell that which is relevant to salvation
It is estimated that the Gospel accounts tell us of approximately 100 days of Jesus' life and ministry

Non-canonical/NT Apocryphal Gospels

New Testament Apocrypha: modern title for various early Christian & pseudo-Christian texts outside the New Testament canon; texts which are similar in general form to the corresponding canonical genera (i.e., Gospels, Epistles, & Apocalyptic narratives)
Apocryphal gospel accounts often contain stories of miracles with no associated theological point or moral justification; example, The Gospel of Thomas

Extra-canonical/historical texts

Josephus (c.37 - 100): Antiquities of the Jews (c. 94)

Jewish historian; commissioned by Romans to write a history of the Jewish people
Historical accuracy of Josephus' writings is questionable
References the historical Jesus in Book 18: Chapter 3: Section III,
"Now there as about this time Jesus, a wise man, if it be lawful to call him a man, for he was a doer of wonderful works, a teacher of such men as receive the truth with pleasure. He drew over to him both many of the Jews, and many of the Gentiles. He was [the] Christ; and when Pilate, at suggestion of the principal men amongst us, had condemned him to the cross, those that loved him at first did not forsake him, for he appeared to them alive again on the third day, as divine prophets had foretold these and ten thousand other wonderful things concerning him; and the tribe of Christians, so named for him, are not extinct at this day."
Question over entry: did Josephus pen this account, or was it added to Josephus' manuscript at a later point by a Christian editor/copyist?

Tacitus (c. 60 - c.100), Annals of Rome

Most respected historian of the ancient world
Recorded the Neronian persecution; mentioning "Christus" & Christians:

"But all the endeavors of men, all the emperor's largesse and the propitiations of the gods, did not suffice to ally the scandal or banish the belief that the fire had been ordered. And so, to get rid of the rumor, Nero set up as the culprits and punished with the utmost refinement of cruelty a class hated for their abominations, who were commonly called Christians. Christus, from whom their name is derived, was executed at the hands of the procurator Pontius Pilate in the reign of Tiberius."

Seutonius (c. 75 - 160), Lives of the Twelve Caesars

Secretary to Emperor Hadrian (117-138)
Mentions an uproar in Rome during the reign of Claudius (49 AD) within the Jewish community, presumably an conflict between Jews and Christians:
". . . since the Jews were continually making disturbances at the instigation of Chrestus, he [Claudius] expelled them from Rome. . . ."

Pliny the Younger (62-c.113), "Letter to Emperor Trajan" (c.112)

Pliny was a Roman administrator in Asia Minor
His letter seeks advice from Emperor Trajan on how best to deal with Christians; Trajan's reply sets in place the policy followed by Roman rulers throughout the 2^nd century
Pliny's letter provides a glimpse into Christian faith and practice in the early 2nd century (see http://ccat.sas.upenn.edu/jod/texts/pliny.html
for excerpts of Pliny's letter and Trajan's reply)

NEW TESTAMENT CHURCH (30-100) A.D.

In addition to assigned readings in Gonzalez, read the book of Acts. The choice of New Testament translation is open to your preference.

New Testament Church

Formation: Acts

Pentecost event: 50 days after Passover
Coming of the Holy Spirit (Acts 2:1)
3,000 believers added

Methods & Ministry of the Church

Preaching: kerygma―the proclamation of the Gospel
Teaching: didache―the teaching of the Apostles

"Apostles' doctrine" (Acts 2:42): conveying the teachings of Christ
kerygma & didache form the core of New Testament doctrine

Ministry

Ordinances

Baptism: immersion of adult believers; kerygmatic; eschatological; a sign of discipleship
Lord's Supper: symbolic memorial in remembrance of Christ's sacrifice on the cross; kerygmatic; eschatological; Eucharistic; existential

Physical needs met

distribution of common goods (Acts 4:32f)
"all things in common": debate over proper interpretation has existed throughout Christian history

Spiritual needs met through fellowship & prayer; Jews traditionally fasted on Mondays & Thursdays; Christians fasted on Wednesdays & Fridays (connection with betrayal and crucifixion)

New Testament Ecclesiology

ecclesia=church ("the called out ones")
Characteristics of the New Testament Church

Membership composed of baptized believers
Church discipline practiced (Matt. 18 & I Cor. 5)

Mutual responsibility within the community of the church
High level of commitment expected
Intended to be redemptive not punitive

Priesthood of all believers

Every Christian can approach God personally
Every Christian has a ministry: all Christians (priests) given spiritual gifts to use in kingdom work

Exists under the lordship of Christ
Fellowship of love: koinonia
Lives in the power of the Holy Spirit

Official Leadership

Early pattern one church per city
Mobile leadership: moved among congregations

Apostles
Prophets, evangelists

Stationary/local leadership

Pastor

Several terms (bishop, elder, & shepherd) used interchangeably in New Testament to describe the role of the pastor
shared ministry―often multiple ministers within a congregation

Deacon=servant ministry

Structure

Three basic forms of church governance have emerged from interpretations of the New Testament

Episcopal: emphasis upon the term "bishop" ("overseer"); the bishops rule
Presbyterian: emphasis upon the term "elder"; elders rule
Congregational: emphasis upon how churches in the New Testament took care of their own affairs; congregation (members) rules it own affairs―this is the Baptist understanding of local church governance

New Testament Christology

Basic affirmation: "Jesus is Lord"
Apostolic kerygma

The preaching of the apostles
Five basic elements

Jesus came from God
You killed him (i.e., your sin)
God raised him from the dead
He will come again
Therefore, repent and believe

Conclusion

According to the New Testament, Christ is the focal point of history
The reality of the incarnation of Jesus Christ is central & crucial to Christian doctrine

Identity of the Church

Self-image

At first Christians viewed themselves as completed Jews

Jesus: the messiah prophesied in the Hebrew Scriptures
Jesus initiated the Messianic Age
Early converts where primarily Jewish

Continued Jewish practices/ceremonies

Continued at Temple & Synagogue
Added worship on Sunday to remember & celebrate the resurrection of Jesus

Calling people to a completed religion and not a new one
Gradual shift away from Jewish-Christian identity occurs as Gentile Christians rise in prominence; especially post-70 AD

Jewish View

Heretical sect: Christians equation of Christ with God seen as rejection of monotheism
Persecution

Perceived rejection of monotheism worthy of persecution
Hellenistic Christians appear to receive the brunt of Jewish persecution

Roman View

Pre-70 AD: Christians seen as just another subgroup within Judaism
Post-70 AD: Christians distinguished themselves from Judaism as the number of Gentile Christians increased & Jewish rebellion drew the ire of Rome
Result of Shift: Romans paid closer attention to Christians & soon punished Christians for their own beliefs.

Life Mission Statement

Daniel — Mon, 27 Jul 2009 22:12:54 -0600

Personal Life Mission Statement

Life Mission Statement

For the glory of God, I live to love: love God and people with all I am and all I have been given. Here and now, I walk with God and enjoy him. I let him use me to lead people by serving them to see the supremacy of Jesus above all and to find joy, freedom, and fullness of life in him.

Roles and Goals

As a disciple of Jesus, with all who I am and what I do, I will love him through knowing Jesus more and love people through making Jesus known to them more. Love the Lord your God with all your heart and with all your soul and with all your mind.' This is the first and greatest commandment. And the second is like it: 'Love your neighbor as yourself’ (Matthew 22:37-39)
As a fiancé, I will prepare the holy marriage by devoting myself to God and taking care of her and her family in a long distance relationship. Husbands, in the same way be considerate as you live with your wives, and treat them with respect as the weaker partner and as heirs with you of the gracious gift of life, so that nothing will hinder your prayers (1 Peter 3:7)
As a son, I will honor my parents by obeying and supporting them. Honor your father and your mother. (Exodus 20:12) As a brother, I will pray and encourage my younger brother to be a godly young man. If anyone does not provide for his relatives, and especially for his immediate family, he has denied the faith and is worse than an unbeliever. (1 Timothy 5:8)
As a friend and a neighbor, I will be a witness of Jesus to the people around my life by loving and living like Jesus. A new command I give you: Love one another. As I have loved you, so you must love one another. (John 13:34)
As a student, I will be a life-time learner with humility and teachable heart in order to know God through all areas of studying. The fear of the LORD is the beginning of wisdom, and knowledge of the Holy One is understanding. (Proverbs 9:10)
As a minister, I will serve the body of Christ by serving my youth group and the worship team and to be a witness of Jesus by serving the mission field with medicine. For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many. (Mark 10:45)
As an employee, I will be a faithful steward by doing my best in all my work for the glory of God. So whether you eat or drink or whatever you do, do it all for the glory of God (1 Cor. 10:31)

Personal Core Values

I value worship. Worship is to glorify God in all I am and all I do, and it is an expression of love for him. Worship is not an event but my life itself. What I do must reflect what I believe. Worship must be the priority of my entire schedule.
I value Lordship and leadership of Jesus. Jesus is my savior and my Lord. He is supreme over all earthly pursuit, and the ultimate joy, fulfillment, and fullness of life can be found only in him. Whatever he says, I obey, and wherever he wants me to be, I will be. My role is to lead people to see his value and to find his abundant gift. In this leadership, I must resemble his servant leadership.
I value relationship. I am called to love the people that God relates me. The only intention in the relationship must be love not any other intention. Even though there will be pain and sacrifice by the weaknesses and sinful nature of human being, I must exemplify the love of Jesus as he showed on the cross.
I value holiness. Holiness means I am distinguished and differentiated by Jesus. In all I am and all I do, I pursue integrity, honesty, openness, and all attributes that God wants me to demonstrate. When there is a conflict between benefits and integrity, I choose the latter with the belief that it is the right thing that God is pleased with.
I value wholeness. I understand that the oneness that God intended in his creation has been broken by our sin. Also, I believe that this brokenness has been restored through the cross of Jesus. I do not compartmentalize my life and values in my being as well as doing. I must learn and understand how to bring back the oneness into my daily practice and philosophy.
I value learning and teachable heart. I will learn from any experience in my entire life time. Humility is the key attitude that I must keep all the time. I stop learning when I stop being humble. I maximize every opportunity that God allows me to learn more of him in every realm of studying.
I value faithfulness. As a faithful steward of the Master, I must use what I am given wisely. Faithfulness must be demonstrated in all I do with the pursuit of diligence and excellence. However, I do not pursue perfection and stop where God wants me to stop. It is God who makes things perfect not I. I do not work just for profits and benefits I will get or for approval and recognition from others. I work for the glory of God.
I value rest. To rest is a commandment of God. I keep my Sabbath to rest and reflect in Him. I will enjoy him in my life though recreational activity and relationship with his people. Sustainability can be achieved only through godly rest in enjoyment and thankfulness of life through him.

Leadership Practicum Note

Daniel — Mon, 27 Jul 2009 22:08:58 -0600

World connex

The new Realities

· A connected world

· Global economy

· Population Migration

· Shift of the Christian center

· Proliferation of Missions Organizations

· Churches to the Front line

· Empowerment of the Laity

Missional Continuum

(It is not jumping from Christendom to missional)

Christendom

· Heirarchical

· Organizational

· Clergy focused

· Pastoral

· Parish Mentality

· Program driven

· Limited Budget

· Static

· Mono-cultural

· Nationalistic

· Uniform

· Traditional

Misisonal

· Networked

· Relational

· Laity Focused

· Prophetic

· Global. Local

· Vision driven

· Unlimited Opportunity

· Dynamic

· Multi-cultural

· International

· Unique

· Innovative

Misisons

Unaware Supportive Mission-minded Mission-Active Mission-Engaged Mission Strategic

It is a part of our spiritual journey to ask God’s help daily.

The rich paternistic model from the Christendom model is

Class notes 3/3/09

Why coaching?

1. Intro

2. Slide presentation

3. Practice couching

a. Debrief slide

b. Debrief practice

4. Q&A

Help me (Tolerence – that takes our energy away)

1. What are 2 -3 things that wear you out and need attention?

2. What is costing you too much energy?

3. Where do you need to move forward?

Understandings

1. Coachee does ALL the work!

2. It is the Coachee’s AGENDA

3. God provides wisdom for the coachee and the COACH

4. The Coach must LISTEN with intention

5. The coach must ASK questions

6. The coachee is the absolute expert on his/her life

7. A good coach has a good coach

8. Last 5 to 7 seconds of the answer makes the next question.(Listen till the end)

9. Jesus asked question! (Read his questions)

These are not coaching

Consultants – Fixer, Experties

Mentor – experience, know how

Counselor – certificates, legal,

Salesperson – presenters

Teacher – know their stough

Coaching Assists Leaders

leadership / Innovation & best practices

A leader who is coached can make a real difference in both dimensions.

Working real time on real issues can ave an immediate impact for the coachee by:

Enhancing Coachee’ motivation

Standards / feeling / success

What makes you think or feel not growing

When, why, where, what but not how

Three things in me in coaching

· Head – know

· Heart – feel

· Gut - intuition

The end is important – accountability

Gus.reyes@bgct.org

Jim Alon

왜 현대교회는 어리고 시작하는 신학생들을 힘든 교회에 시작하게 해서 정말 지혜와 경험이 충분할 때, 그들이 없어도 되는 큰 잘 가는 교회에 넣는가? 신약성경은 반대를 말한다.

Why nothing special things are not happening in America while it is happening in all over the world?

Slides:

The Church at Antioch

· Began in response to a crisis: Jesus said go to all the nations(in Greek, pnatata, ethnic group), and they did not do until Steven died

· Antioch was called the church, one church, where two language groups existed.(Hebrew leadership called Greek speaker group, Paul, they worked together. One year teaching of Paul, and the pastor, the community called them Christian. Also, they were generous

· Christlike in their behavior, beliefs and characters – they were called “little Christs”

· They were generous – they took up an offering for the saints in Jerusalem

· Te

IWKODWWBDWKOGWWBG – If we keep on doing what we’ve been doing, we

Whon to train

· New converts

· Those who are willing but not able

· Those who are using what they have received (not potential users)

· You don’t move on the next lesson until you do what you have learned

When to train

· Immediately following conversion

· Just-in-time (get a little, use a little)

How to train

· Small group

· Interactoive

· Dual accountability

· Practive role-plays multiple times

· Simple to no materials or equipment besides Scripture

Two kinds of Churches

· Mule vs Horse

P.O.U.C.H Churches

Participative discussion characterized Bible teaching. It centers on application.

Obedience to Scripture by members and the group is the measure of success

Unpaid people of average education can co-lead

Cell group or small independent churches of about 15 members are usual

Houses or storefronts are typical meeting places

Discipliship chain

Elephants versus Rabbits

Begin with missionary mind

- learn the language culture,

Church growth

1. Assimilation – how non church member get used to your church so that they become member (sympathizer -> Baptism -> Leadership) the shorter, the sooner growth

2. Small groups – every small groups hold 20 people in it

3. Leadership (esp. role of pastor) – Chriswall from the first Baptist church of Dallas, renovated church leadership. Before, one full time pastor did everything. Its limit was 200.

Church get Wal-martization, where provides Christian services to already Christians, Church service.

While America focused on 3, Korean church focused on 1 and 2. If you study the early small group church, it is like to the beginning of American Sunday school. With two exceptions: 1)where and 2) when they meet. They meet in the place not church building.

3/24/2009

Evan Brooks (Baptist Convention)

Leadership in denominational structures

This is

Leadership is deserving the place that you have with those you lead

Is knowing that following the priority

Is growing

Is expecting growth from those you lead

Never never expect to live above the tension: is it right? Live in that tension.

Never never expect to live above the anyworks through the tension is this right . Without thinking better

There should be always tension, is this right? Consider the potential of your people. We tend to

The systems needs always administrators. Successful practitioners. Ministires needs always practitioners.

Denomination

It depends on your definition of denomination.

Denomination: Churches together with purpose.

+ +

+ ----> +

+ +

Group of cooperating churches together purpose that enhances vision and goals of those.

When you define church, NT distinctive, it needs to be defined as having interest beyond itself.

Willow Creek Association

Primarily Anglo to Hispanic, Black, Asian,

Baptist vote two ways: feet and pocket book. They don’t like, they leave or quit giving.

1. A lot of churches did not see things for their church

2. They had limited resources, and they wanted it to be used for their churches

3. Bottom line reason: church growth movement: Church is told your purpose is to grow.

Seminary education was focused on pastoral perspective, and taught the most important thing is to grow.

Fascination of monstrous church campuses,

Future of denomination,

He believes that it is up to our generation, who is under 40.

As long as church focuses on their church, denomination will continually suffer.

Denominations are not dead, but it exists in different forms.

Their limit is that they are limited by their resources and purposes.

Church’s sad driving force is status quo: if you have enough money, keep going.

Instituion and denomination becomes that way: survivor becomes the goal. It is more likely to come not within, but without.

Communication is a matter of determination of communication.

A lot of cases, fear is caused by unknown.

Let us talk about what can happen. -à better receptivity.

I see Christians doing everything but praying, loving your neighbors, and sharing Gospel.

Pray, love, share the Gospel.

Bible talks about not only individual judgement but also collective judgement, nations will be judged.

It is hurting when we identify us by being different from others.

Any system is as good as good person in that system.

We’ve met the enemy, he is us. (system)

The real problem is human, and its sin.

History tells us, do not be deceived. It is us, that is problem.

Petty, fussing, …??

CHANGE

Systems have a way of starting with vision, developing that in the structures, those become institutions, those become habits, thoughts, and lives. The more system.

Vision have a circular life, 15 years.

Where your are driven by vision, organization grows, it goes for a short period, you began to wonder, what did we do? Then you make rules and policies, it goes down. Then finally, it comes to find the way back to the vision.

Freezing of structures, structures are implemented, it contributes the downfall of the organizations,

Freezing point- where structure solidifies.

Church should be different in all nations. But they adopted the system, US liturgy in Chinese.

ISSUE: How do you communicate with others?

I want to see a new generation. I want to raise up new leaders. It is my joy and calling.

IT WILL BE SO HARD THAT YOU WILL BE TEMPTED NOT TO DO IT.

I AM FAILED MISSIONARY IN MY CHURCH BY NOT CONTEXTUALIZING FOR THEM ENOUGH IN THE NAME OF TRAINING.

3/31/09

No. of groups x 20 = some total of church attendance or active membership (basic metric health assessment)

Sunday school. : it used to be opened groups!! But it has been ratified and calcified. It is now became hard to enter in.

Difference between old and new

You cannot do church overtime without small group happening. (though you can do without bylaws, institutional corporation, budget, building, preacher and pulpit, etc)

You need to have small group and big assembly meeting(may be once a year).

Group dynamics are one of important factors.

3 is not good.(it always ends up 2 against 1, joke: trinity is amazing!)

Even numbers of committee -> No!

From 5, a group begins.

From 125-150, things shift. Everything begins to be structured, and directed. Precise setup, alignment.

Another shifts in 800 -1000, and 10000-12000(?)

The larger the church gets,

애들 세례축하하는 세레모니, 가라지세일, 앤 띵

4/7/09

Healthy person / organization Unhealthy person / organization

For others Self-centered

우리 교회는 어디에 집중해있는가?

The Great commission was to the weak disciples for going outward.

Act 1:8 concentric pattern, circle getting outward, not inward at all.

The irony of the design of God, is that when you love outward, you begin to love inward.

LECTURE <Now discover your strength>

- The people who spend their time on developing their strength are the one who are successful. Most of the people spend their time on improving their weaknesses.

- It is not wrong, bad, good, right. But different.

- choose four of them, and rank them,

- choose four of weakness of you, and rank them

- Find your strength, and try to apply into your work situations

-Team builder, the most effective leaders those who know how to surround themselves with others

- To find somebody who can complement you, who can discern you and help you,

- Hire the best, and then find what they are good at, then position them into their places, find place where they can shine, and let them not to spend their time on their weaknesses

- you need to find your button where people can use for manipulate you for getting your attention for them.
-Make a big button that “You show me you are ready to grow, show me you are serious.” Then I will move you and spend my time on you.

- One thing unique thing about wood is no woods are the same. Then each wood, you need to think on your project based on their grains, b it is a creative process, in everything in its parts. Building any organization is like this. Nobody will complain you become back parts of the furniture, nobody will brag about their being front. It depends on the character given, and depends on the master. The church is built on the living stone. The stone is the same. The stoneworker needs to think about their work based on the stone’s reason.

Achiever: there is a drive to do the things. Task finisher. Tend to be busy. Tend to be get it done

Activator: How and when do we start? The person who has a catalytic function to have people jumpe in.

Adaptability: People who live in a moment. No future, and future is the result of present. Constant to adjust.

*how to handle interruption, defines you. If you allow them, you are the one people like, who have hard time to check end of the time. If you don’t, you miss a lot of your opportunities.

Analytical: Prove it. Show it to me. Investiging. Get to the bottom of things.Structured.

Arranger: Conductor. Complexity, you align people in the right place, choriographers, design manegers, college presidents, wonderful managers. If you have a big conference, you want to have him.

Belief: hold core values, and altruistic, spiritual focused people, responsibility, sense of ethics, interpret the value of the group, higher standard,

Command: take charge, not afraid, you have the sense of this is the right thing, quarterback of your football team,

Communication: like to talk, write, communicate, world of ideas, want people to get it, energize them, make ideas vivid, energy, methpors,

Competition: constant rooted in comparison, life is footrace, competitive, you can win, “two sails boat never goes the same direction unless it is racing” love sports, games, business,

Connectedness: people understand, everything has reason, connected, consider, accepting, we live on earth together, run litter campaign,

Context

Deliberative

Developer

Discipline

Empathy

Fairness

Focus

Futuristic

Harmony

Individualization

Input

Intellection

Learner

Maximizer

Positivity

Relator

Responsibility

Restorative

Self-assurance

Significance

Strategic

Woo – if you know how to woo, you intuitively, instinctively, know how to say how good it is for you. Good for being in the development department. They tend to be a good evangelist. They can tell how sweet the gospel is.

4/21/09

GCPN(Global Connection Partnership Network)

Somehow, Baptist church has taught that mission work is a professional work for special people.

God asks, “What time is it?” in terms of kairos not chronos.

The time is here. When everyone needs to bring the gospel to the nations.

The question of what time is “What we need to do at this time?”

In the gospels, The time has come.

Questions from Jesus “What is the end time?”

Jesus was confident with his church: the gate of hell will be under you. 1) He established it. 2) He has given all the authorities.

In Rome, gospel was permeated into the world, by the people of Hope. Through their relationship,

God is calling us with the same calling of the people of God.

All things in common network: nothings belongs to you.

Why can’t we send missionary? Do not know how to, do not have resources, what about the lost-in-america

3 issues

1. Strategic structures and guidance

2. Collaborative efforts for sending

3. Preparation for cross-cultural service

4/28/09

1. Top ten: what constitutes global leadership?

a. Cross – cultural flexibility, willingness, adaptability

b. Willingness to learn language, culture, and people

c. Ability to navigate customs and policies, and laws

d. Willingness to view yourself as a partner and a team member (you are not alone!)

e. Ability to build a network and build relationship

f. Willingness to be a continual learner

g. Wiliness to be supportive and accountable team member

h. Ability and willingness to integrate ( in the world but not of the world )

i. Have an interest drive motivation and love for the people first

j. Have an interest drive motivation and love for the work second

i. From other groups

1. Humility – false humility (not to accepting praises, or make joke of it)

2. Team ability

3. Initiative, entrepreneur’s spirit

4. Be able to seek encouragement and guidance

2. List ways this course has helped you to understand global leadership and how to achieve it

a. Daniel’s:

i. The guest speakers: broadened the spectrum of understanding the leadership in different areas by having a varied group of leaders

ii. Mentoring relationship – helped to be accountable and to practice what we have learned

iii. Lectures and discussions – stretched out, it was good to hear other people’s opinions and comments. Helped to be open and humble

iv. Books and assignments– helped to consolidate the lessons and learned the materials. Even non academic materials were inspirational and nourishing

3. Name 5 things as a group you would like more help with in becoming global leaders

a. Education

i. Theory and practical

ii. Emphasis on character/life style

iii. Experience / application

b. Business skills

i. Accounts, business of the ministry,

ii. Administration skills

1. Dealing with people,

2. time management

c. Contextualization / culturalization

i. Re-entry

ii. Awareness of reentry culture shock

iii. Adopting to local culture

1. Food, clothing, shelter

iv. Same way keeping essence of truth,

v. Knowing the laws

1. Written laws, social customs

d. Communication skills

i. Personality skills

e. Building relationship

i. Different from

ii. Listen – talking, body language

iii. Cultures

iv. Place of to place

v. Contact local person/former missionaries

vi. Better understanding

vii. Best resources

4. What are your greatest concerns to become a global leader as studied in class

a. Not to be an effective witness in the ministry

b. Not to be willing to trust God in making decisions

c. Inability to approach to decisions, ideas, plans from another culture viewpoint

d. Getting burned out easily

e. Fear of getting overwhelmed from the need and

f. losing track of sight of the vision

g. Fear of having a responsibility

New Era:

One decades ago, to grasp the global world was a choice of either or matter. You can influence anywhere from everywhere, forest gump, missionary is what missionary does.

5/5/09

Administrative skills

Process management – if you are in individual

-Builiding metaphor.

Funding -> planning (sequencing logistics) ->

*For building the chapel of DBU, one needs an institution who can run for it at least five years.

-Bookreview metaphor

Everything needs process. When you become proficient on this process, you can compress it with essentials

- Term paper

1^st draft – brainstorming, without thinking or worrying grammers or anything. Creative process. Release things

2^nd – make it sense

3 rd – elaborate

4^th – proof reading

- Church staff, planning Easter program

-staff meeting

Meeting is necessary. Team and team building is biblical requirement. Learn from conductors, coaches, getting them to share the common vision. The best coach would be the one who find the uniqueness, and place them in a proper position.

-Bus metaphor ( good to great)

When you are a team member, you

Peter Druker, management guru, leadership without Authority

Barnaba after Cyprus, let Paul be the top leader in whose heart God put agenda. Paul was the least person of the group(Acts 13), but after Paul, Barnabas disappears from the top leader name

- staff meeting

What is the role of decision making

Will you make decisions 1)horizontally? 2)Verticall? 3)Or blending both of them?

1) Everyone talks. Chief wait till the end. At last, the chief enunciate the consensus of the group. He is not necessarily dictatorial because everyone has an opinion. – traditional Baptist church. It allows the opportunity to hear from everyone. However, efficiency-wise, it is not a good idea.

2) Plato said 철인정치, absolute power corrupts absolutely.

- Bob’s philosophy

People who do work should make decisions in what they do. (which means people who don’t do the job, shut up!) but, achelis hill, is that each man does as it fits in their eyes like Judges. There should be some means or mechanism to orchestrate . – Good word is choreography. Everyone dances together, coordination. => There is a sense of BIGness when they do it: there is something big because we do this all together. Vision casting.

Rule is not for finding wrongs, but for finding what is right.

For meetings, you need agenda and time frame.

Analyze man hours. One hour with 8 people = 8 man hours. Is it worth it? For sacrificing it, is this worth meeting?

Delegation – a leader has to what do you choose to do and what do you ask other to do. Job description, work loads, report system,

People grant you(leader) to assign what they need to do.

Pacing – you don’t want to throw tasks to the team under and leave. You must maintain a stream. You become the leader of the leaders.

Church Polity – three models

1. Episcopal – epi(over) scope(to see), supervision, one leader looks over and make all the decisions

2. Presbyterian – greek for elders – there are the people who are respected, and counts more than other.

a. End up with committees, - team process

3. Democratic order – the church is in charge, everybody gets to talk

ALL CHURCH IN PRACTICE, THEY HAVE ALL THREE ELEMENTS.

Cooperate internal cultures – 사내문화

Chief in native American – they look like an authoritarian, but he invests a great deal of listening and talking with the people.

5 economies for self management

Choosing how to allocate your resource.

1. Money – bringing in money more than or at least the same with going out. (ex: Crown finance,

a. When you are in debt, you don’t own your future.

b. Break down and plan ahead the use of money

2. Time – your calendar is budget.

a. 24/7 is evil. It is a Sabbath breaker. You need a day for resting. You need to sleep 8 hours.

b. You need time for family, friends, and God

c. Find out how the time work for you not against you

d. Schedule as much, but do not do it too much – sometimes, LESS is MORE

e. Find out the time stealers

f. Progress? To watch screen all day vs to watch the nature, sun mountain,

3. Energy

a. You need to preserve energy for the important time.

b. When is your best time that you have the most energy? Find out

c. When is good time for doing your just stuffs?

d. FIND OUT YOUR BIO RYTHEM!

e. Sunday night

f. There are thing that give you energy and deplete it

g. If you are delieberate in sequencying, you can maximize your capacity.(Jar: rocks, grablers, sands, water)

4. Food

a. Eat healthy

b. Make balance with input and output

c. Across the food group

d. No bad food, but different

5. Prayer / Adventure

a. Bob says dynamic relation between the amount of prayer and the risk that you take.

b. All of lives

c. Find, asses, evaluate the risk

d. There will be always uncontrollable variable, and cannot predict the result

e. God did that to require us faith for us

f. Risk tolerant person vs

g. Life without risk, no fun, no venture, hunch punch,

h. If you want to take a risk, it demands prayer.

i. It needs wisdom, guidance, and

j. Where the risk was the off-the-chart

k. By the grace of God, let people know you are in a situation that you cannot manage, but God takes care of it

Multiplying Effectiveness

Daniel — Mon, 27 Jul 2009 21:47:46 -0600

Multiplying Effectiveness

The main focus for the next two sessions will be on "Multiplying Effectiveness" as leaders. A significant attribute of a leader is his or her ability to lead effectively. Leadership would seem useless if it were not successful. I have identified three characteristics that effective leaders must possess. First, the leader must have a vision for his leadership. We have discussed this in part in the session on Life Mission Statement. Next, it is important that the leader possess the skill of motivation. The third characteristic required is the ability to provide appropriate supervision.

Today's session will address the topic of vision. In next week's session, we will address motivation and supervision. As you examine these sessions, you would do well to honestly evaluate your effectiveness in these areas. Now, let's look at the topic of visionary leadership.

Multiplying Effectiveness: Vision

Effective leaders have the ability to identify and communicate their vision for what they are seeking to accomplish. This is true for leaders in the workplace or in organizational structures. They know how to describe their vision and motivate others to join with them in fulfilling the vision.

A number of writers have sought to provide a definition that can capture the gist of vision. Let's look at the following definitions as we begin this discussion:

"A picture of the future, a common goal that sets direction and around which everyone can rally." (Managing the Change Process, by Carr, Hard, & Trahant, p. 121)
"The best manifestation of creative imagination and the primary motivation of human action. It's the ability to see beyond our present reality, to create, to invent what does not yet exist, to become what we not yet are. It gives us capacity to live out of our imagination instead of our memory." (First Things First, by Stephen R. Covey, pp. 103-104)
"The ability to accurately assess current changes and take advantage of them. Vision is being alert to opportunities." (Purpose Driven Church, by Rick Warren, p. 28)

While these definitions vary to some degree, they do have similarities. Vision is the ability to see in the future what does not currently exist. Visionary people have the gift of drawing others to join in that vision.

Carr, Hard, and Trahant note that leaders with vision have the uncanny knack of getting others to rally behind a common goal. Typically, they know how to effectively communicate that common goal and allow others to join in to fulfill the vision. You might remember that communication was one of the three C's of leadership.

In his book, The Fifth Discipline, Peter Senge brings up a controversy that is often raised when the topic of vision is discussed: "What is the difference between vision, mission, and core values?" Basically, this is generally argued as a difference of semantics. Yet, Senge presents these as three separate entities that join together to form the "governing ideas" for the enterprise. Let's look at the definitions Senge offers for these three different thoughts:

Vision: It is the "What?" - the picture of the future we seek to create.
Mission: It is the "Why?" - the organization's answer to the question, "Why do we exist?"
Core Values: It is the "how?" - answers the question, "How do we want to act, consistent with our mission along the path toward achieving our vision?" A company's values might include integrity, openness, honesty, freedom, equality, etc.

In summary, vision answers the question of "what." What is the leader seeking to accomplish or create? His vision generally answers the "what" question. Next the leader must know "why" he exists. Typically, this is called the mission or purpose. The vision must always agree with or fulfill in part the mission of the organization. A vision that is in cross purpose with an organization's mission will create confusion within the group. Effective leaders always keep the organization's purpose in mind when casting vision for the group. The third question that is answered is, "How do we want to act?" This is often described as the core values of the organization. Some of the values often adopted by successful organizations are integrity, openness, honesty, freedom, equal opportunity, leanness, merit, or loyalty. As is true with the mission of an organization, the vision must adhere to the core values agreed upon by the organization. Successful leaders have the ability to cast vision that supports the mission and is consistent with core values.

Developing a Vision

In the book, Leading Congregational Change, by Herrington, Bonem, and Furr, the authors present a different discussion on vision and mission. The presentation is similar to the one presented by Senge as it relates to vision and mission. In their discussion, they introduce the additional concept of visionpath. The visionpath provides detailed descriptions of the steps that will be taken to achieve the vision. The table below lends an excellent synopsis of vision, mission, and visionpath.

Mission

Vision

Visionpath

Definition

General description of God's eternal purpose for the church

Clear, shared, and compelling picture of the preferred future to which God is calling the congregation

More detailed description of the steps that will be taken to achieve the vision

Length

One or two sentences

Several sentences or paragraphs

Several pages

Time Frame

Eternal

3 to 5 years

1 year

Key Question

For what purpose did God establish the church?

What is God's specific call for our congregation?

How will our congregation achieve God's vision?

Necessary

Perspective

Bible

Mission

Prayer

Discernment

Church's Context

Vision Community

Mission & Vision

Current reality

Bodylife

(congregation as a system)

Effective leaders possess the unique ability to cast a vision and also develop a process for implementing that vision. Visionpath gives direction to the implementation phase of vision.

In your text, Leadership: Theory and Practice, pages 186-188, there is a discussion regarding Transformational Leadership presented by Bennis and Nanus. In this section, they raise the question about leadership strengths and weaknesses, influential past events, and the critical points in their career. The number one response presented by a survey of ninety leaders was that the leader had a clear vision of the future state of their organization. They concluded, "To be successful, the vision needed to grow out of the needs of the entire organization and be claimed by those within it."

In an earlier session on the Three C's of Leadership, the ability to effectively process change was noted as a critical attribute of successful leaders. Many great visions die due to the inability of its leader to manage the change needed to implement the vision. In Senge's book, The Fifth Discipline, he describes the gap between vision and reality as "creative tension." What good is a vision if the leader is not able to see it come to fruition? Senge illustrates this tension with the following drawing:

Holding Creative Tension from The Fifth Discipline, Senge, p. 151

The illustration shows two hands with one representing "vision" and the other "current reality." The two concepts are figuratively pulling against each other with a rubber band. We all know from experience that if the two are pulled too far apart, the rubber band will break. Senge suggests that either the current reality will need to succumb and yield to the vision or the band will break. Obviously, the vision could yield to the current reality but this could lend a negative impression of the leader's ability to lead. One of the challenges in implementing a leader's vision is his or her ability to manage the change process.

Communicating Vision

In the book, The Leadership Engine, Noel Tichy stresses the importance of communicating your vision (another of the Three C's of Leadership). He says, "The ability to create and tell certain kinds of dramatic stories is not only a useful tool, but an essential prerequisite to being a first-clad winning leader". He describes three different types of stories that leaders might use to challenge others. They are:

"Who I am" stories
"Who we are" stories
"Who we will be" stories

Story telling can be used as a great tool of communicating one's vision. The Bible is full of stories that help to describe God's vision for his people. Jesus mastered the art of story-telling with the use of parables.

Biblical Servant Leaders and Vision

Henry and Richard Blackaby, in Spiritual leadership: moving people on to God's agenda, offer a crucial perspective for the Christian servant-leader. When considering the source of vision, the Blackabys found six traditional ways leaders acquire a vision:

Because it's there - taking on the obvious challenge
Duplicating success - borrowing a vision from someone else
Vanity - expressing a fundamentally self-advancing goal
Need - meeting a perceived need
Resource-Driven - choosing what can be done with what we have
Leader-Generated - dreaming a preferered future and the plan to get to it

The Blackabys make the following observation:

The previous six sources of vision have one thing in comon--they are all generated by worldy thinking, This is not surprising; the world functions by vision. But God does not ask his followers to operate by vision. God's people live by revelation (2001, p. 69).

The difference between worldy visions and God-given visions is that God-given visions are always impossible to acheive apart from God (p. 74).

One of the things that drives me crazy is when people misapply Scripture. For example, Proverbs 29:18, which the KJV translated as "where there is no vision, the people perish" is often used by Christians to support one or more of these worldy methods of creating vision. But the NIV is more accurate in its translation: "Where there is no revelation, the people cast off restraint." The source of vision is man; the source of revelation in God's Spirit. Without God's revelation of his direction for us, we are capable of growth--even amazing growth. But unrestrained growth is likely to be pathological!

Consider the outcome of two Biblical examples of fantastic growth that were the result of human vision rather than divine revelation. In Genesis 11, Noah's descendants begin to build Babel. The NIV Study Bible notes that "the rebellious human race undertook a united and godless effort to establish for themselves, by a titanic enterprise, a world renown by which they would dominate God's creation" (note, Gen 11:4). Unless God intervened, humanity would have pursued and accomplished a vision that was ultimately destructive to themselves.

Similarly, Solomon possessed nearly unlimited resources during the height of his reign and pursued everything he could think to do (Ecc. 2:1-10). His conclusion: "everything was meaningless" (v. 11). Erwin McManus suggested in a sermon that Ecclesiates presents the insider's view of what happens when someone follows the world's path to success. Meaninglessness, disillusionment, and skepticism are the natural outcomes. These two examples are warnings for us.

The servant-leader, truly wanting the best for those who are entrusted to his or her care, must seek God's revelation, teach others to see it, and commit to leading the entire organization toward God's vision.

Spiritual leaders must bring followers into a face-to-face encounter with God so they hear from God directly, not indirectly through their leader. - Henry & Richard Blackaby

Multiplying Effectiveness: Motivation

As you recall from last session, we began a three-part discussion on Multiplying Effectiveness. In last week's session, we talked about vision. This week we will continue the discussion with the issues of motivation and supervision. Let us first take a look at motivation.

Discussion Board: Before we begin this discussion, go to the Discussion Board and note two things that motivate you. Give as much description as necessary in order to describe how you are motivated by these things.

As we continue this discussion on motivation, let's look at Webster's definition for motivation. Webster says it is "to provide with a motive." This does not seem very profound. Now, let's look at a couple of other definitions:

Stephen Covey, in First Things First, writes: "The key to motivation is motive. It's the 'why.' It gives us the strength to say 'no' because we connect with a deeper 'yes!' burning inside."

In Coaching Ministry Teams, Kenn Gangel says "motivation is essential to the effective functioning of any organization. New leaders must not only be taught how to put round pegs in round holes, but they should also be encouraged to develop a total view of how they fit into the work of the overall ministry."

Motive is not only the root word of motivation it is also the root of why people are motivated. Leaders may use a number of reasons or methods for motivating their followers but fail to identify why the person needs to be motivated. All too often, we feel pressured (motivated) to respond to a leader and yet have no clue as to why they want us to respond.

As leaders, we must ask ourselves why we want to motivate. What is your personal motive as a leader? Is it simply accomplishing your goals? Or maybe the reason for motivating others is to accomplish group tasks. Perhaps there is a strong sense of calling or obligation. Regardless of the reason, it is important to communicate accurately your motive when motivating your staff and followers. It is often beneficial to identify our motives to our followers as we seek to enlist them in joining us in accomplishing a task or goal. In doing so, they will be more likely to heartily join in the task.

In Mastering Church Management, Cousins, Anderson, and DeKruyter quote Leith Anderson, pastor of a prominent church in Minnesota. Anderson says, "The main thing that keeps volunteers motivated is the sense they are getting more out of their service than they are putting into it." When volunteers understand our motive and accept the vision for the task, they are more likely to readily join in the task. Most people do not like to feel pressured into performing a job. By taking this approach, they are less likely to feel coerced into doing the task.

One of the best motivators is to lead by example. You motivate followers by what you do! Norman Shawchuck and Roger Heuser, in Leading the Congregation, offer the following support for the principle that motivators lead by example:

Do the things you want others to do!

Jimmy Carter, former President of the United States, has been a strong proponent for Habitat for Humanity. Yet, he has led by doing, not just by verbal promotion. He has been involved in countless projects where he worked alongside others in a neighborhood to help construct a home for a needy family.

Be tough on yourself, set your performance standards high.

One mistake made by leaders when motivating their constituents is to lower the standards for fear that the volunteers will not choose to be involved. Actually, I have found just the opposite to be true. People are motivated to join in on projects that have value and quality. When the leader sets the standards high and models those principles, others will flock to be a part of the endeavor.

Create procedures for practicing and rewarding work well done.

Successful motivators know the value of thanking and encouraging those who work alongside of them. All of us enjoy a pat on the back every now and then. Leaders would do well to model this practice to those they enlist to join with them in their ventures.

In The Empowered Leader, Calvin Miller calls motivation the balance between praise and reprimand. "Motivating generally takes a lot more praising than reprimand. However, for every one reprimand we ought to offer a score of praisings. Positive reinforcement builds positive, aggressive team members." Effective leaders have the uncanny knack of knowing how to motivate their followers through praise. Then, when the circumstances necessitate correcting someone, the recipient seldom realizes they have been reprimanded. Good leaders know how to do this effectively.

In Coaching Ministry Teams, Gangel notes the age-old question of motivation vs. manipulation. Gangel says, "When we talk about creativity in relationships, it becomes entirely too easy to cross the line from motivation into manipulation. To avoid that, to guard against it constantly, we fall back on Jesus' pattern in Matthew 11:28-30." We are to learn from the Master who was "gentle and humble in heart." No one wants to feel manipulated, especially under the guise of being motivated. Thus, the argument again, motive is the basis of motivation.

Stephen Covey illustrates motivation with this imagery:

If the air in the room was suddenly sucked out, what would happen to your motivation to learn this content? Your motivation would change from reading to surviving!
But, since you have air, survival is not your motivation.
"Satisfied needs do not motivate!"
"Unsatisfied needs do motivate!"

(The 7 Habits of Highly Effective People (p. 241))

One important tool of leadership is to initiate the motivation. One way is to generate a "perceived crisis" by projecting anticipated problems (i.e at this rate, we will be out of space for preschoolers in 16 months). Another is to create a case for the "perceived benefits," which actually raises dissatisfaction with the present situation. A third way to initiate motivation is to allow revolutionary leaders from within the organization to create internal pressure. (Crandall, R. (1997). Thriving on Change in Organizations. Corte Madera, CA: Select Press.)

Again, Henry and Richard Blackaby offer an alternative for Christians in Spiritual Leadership. "No other reward could possibly equal the joy that comes from knowing almighty God is pleased with you and what you have done with your life. To sense God's affirmation and pleasure in the present life and to know that he has eternal rewards waiting in the next life is to experience a prize of immeasurable value" (2001, p. 266). Thus, rather than the tendency of the world to operate out of fear of pain, servant leaders motivate people by calling them to God's good pleasures.

The history of abuse by manipulation rather than true leadership through motivation is clear in human and church history. We recently remembered the mass suicide of Jim Jones' followers in Guiana over twenty years ago. Christian servant leaders must be aware of their own insecurities, their own desires for power and control, and their own sinfulness if they are to avoid becoming manipulators. All of us need the third ingredient--supervision--which we will consider in the next section.

In summary, one's motive is a key to effective motivation. Effective leaders motivate by example. Most of us respond more readily to motivation when we see value in what we are doing. On the other hand, most of us are turned away by motivation when the recipient feels manipulated. Successful leaders have developed the skill of motivating their staff and volunteers.

Multiplying Effectiveness: Supervision

Effective supervision is the third key to multiplying effectiveness as a leader. We could spend an entire semester discussing the art of supervision and still not scratch the surface of all that supervision entails. Webster's dictionary says that supervision is "a critical watching and directing (as of activities or a course of action)." For this session on supervision, I want to focus on one of the leadership approaches discussed in our text,Leadership: Theory and Practice. The approach is called Situational Leadership. One of the strengths of this approach is that it stresses the need for leaders to vary their approach of supervision based on the experience, skills, and abilities of the person being supervised. In other words, by adopting our leadership style to the person being led, we are serving them even in our leadership.

The theory of the situational approach was developed by Paul Hersey. Hersey observed that effective supervisors must their method of supervision based on the situation of the person under their supervision. The chart below was highlighted in Heresy's book,The Situational Leader.

S1 Leader Behaviors - when hiring a new employee or forming a new task group (such as a committee), the need is for directing or telling. Because the team or individual are learning about the tasks involved in a new responsibility, we serve them best by providing clear, strong direction. Anyone who has started a new job remembers the anxiety of trying to figure out what to do, particularly if they are given little direction. On the relational scale, supportive behavior is low because the participants have not yet defined their roles; at this point in the process they are testing the waters and trying to decide how they fit into the group. Some call this the forming stage of the group or relationship.

S2 Leader Behaviors - the next step in the progression calls for coaching or selling. The group will be in the storming stage as they work through a letdown in their initial enthusiasm, feel frustrated about the group goals, and push back against leaders or other members. Because the tasks are still unfamiliar, the leader continues to give high levels of direction, but must also nurture the relationships as well. Individuals need to be heard and be allowed to express frustration, but also affirmed in their value to the task and to the group. This is another example of healthy conflict as long as people are enabled to work through it and conclude that they are needed.

S3 Leader Behaviors - as the group moves into the norming stage, the conflict and frustration give way to agreement on the tasks for the group and the role of the individuals. As they have practiced the skills or functioning of the task, the leader shifts to low directive behavior, allowing the individual or team to develop their own processes for moving toward the goal. Critical to servant leadership during this phase is a leader's ability to affirm the individual, even if they have a different way to accomplish a task, as long as the desired outcome is reached. The appropriate leadership behavior is supporting orparticipating as a partner in the process.

S4 Leader Behaviors - most leaders feel satisfaction when an individual or team has so adopted the mission and processes that they feel personal ownership and need little motivation to do a great job. The performing stage of a group requires low direction and low support; it is a mutually satisfying arrangement in which the team leader is delegatingthe authority, responsibilty, and rewards to individuals who are enjoying competent performance. This is not fully hands-off, but a time when everyone is best served by a leaders whose primary role is monitoring effectiveness.

The table below the colored chart provides a listing of the leader behaviors best suited for each of the four levels of readiness. For example, if you supervising in the Selling-S2 quadrant, you should spend a lot of time selling, explaining, clarifying, and persuading. Or, if you are supervising in the Participating-S3 quadrant, you would relate in a participating, encouraging, collaborating, and committing manner. An effective leader has the skill to evaluate the situation between them and the one they are supervising and then adapt the accurate supervisory style they should model.

Leadership Theory and Practice, Chapter 5 "Situational Approach", p. 87

Leader Behavior Matched with
Level of Readiness

S1	S2	S3	S4
Telling	Selling	Participating	Delegating
Guiding	Explaining	Encouraging	Observing
Directing	Clarifying	Collaborating	Monitoring
Establishing	Persuading	Committing	Fulfilling

For example, if the individual under one's supervision is highly skilled and experienced in the tasks they are performing, then the supervisor would function in the delegating or S4 quadrant as a supervisor. They would not need a lot of "over the shoulder" or "hands-on" supervision. In fact, they would be frustrated with a supervisor who related to them in this manner.

On the other hand, if a supervisor had just hired a new employee, this situation would demand that the supervisor use the S1 or S2 approach. This approach would demand a high telling and/or selling approach to supervising the new staff member. With the new employee, the supervisor would need to spend a higher percentage of time with this new employee that than they did with the staff member who just left. As the knowledge and skill level of the new employee grows, the supervisor will need to modify his leadership approach.

Therefore, the leadership style of the leader as a supervisor should be an ever changing one. Effective supervisors will accurately evaluate their situation and modify their style of supervision based on the circumstances.