THE ADMINISTRATIVE FUNCTIONING OF THE SEVENTH-DAY ADVENTIST CHURCH IN SOUTH AFRICA AND THE DISILLUSIONMENT AND ALIENATION OF ITS MEMBERS - A CATALYST FOR CHANGE by Calvin William Plaatjes Dissertation presented for the Degree of Doctor oftheology at the University ofstellenbosch Promoter: ProfH J Hendriks March 2007
DECLARATION I, the undersigned, hereby declare that the work contained in this dissertation is my own original work and in its entirety or in part submitted it at any university for a degree. Signature: _.<.-~~I13'~~t5:~-- Date: /3,03. rtj7
ABSTRACT This dissertation addresses the functioning of the Seventh-day Adventist Church in South Africa and the disillusionment and alienation of its members. Its aim is to uncover what the key factors are in the administrative functioning that has contributed to the disillusionment and alienation ofthe rank and file from the administration of the church. It gives particular attention to five aspects of administration: administrative authority, leadership, power, transition, and organizational structures. The objectives of the study are multifaceted. It wants to sensitize and make the Conference and Union administrations aware ofthe issues that separate them from the rank and file in the church, and how that the present challenges can be solved on a broad consultative basis. Furthermore, the study wants to make recommendations as to how broader representation can be established. Importantly, the study wishes to help the SDA Church administration to maintain a healthy balance between the church as institution and the church as organism. The study is basically exploratory as it seeks to explore the social phenomenon between the administrative functioning and the grassroots ofthe church for the reason ofgaining insight as well as to explain the reason for its existence. It is also hermeneutical in nature as it seeks to establish a proper understanding of the interrelatedness between the administrative functioning and the laity in the church. Empirical enquiry is an important aspect of the study as it employs structured interviews with church boards and survey questionnaires to pastors in order to establish quantitative and qualitative aspects ofthe study. The study made use of a practical-theological methodology. The methodology is a hermeneutical sensitive and correlational dialogue that brings different theological parameters into dialogue with the realities of practice ofministry and the world. Chapter one introduces the study. It outlines the various dimensions ofthe study. Chapters two and three are historical. It deals with the present reality and the identity ofthe church using literary sources. Chapter five deals with the empirical research and gives a description ofthe views of ministers and the church boards concerning the five aspects of administration of the church, which has been researched. Chapters four and six deals with the theoretical-theological aspects ofthe study. Chapter four deals with the tension that exists between the church as institution and the church as organism. Chapter six is a theological evaluation that seeks the will ofgod or His guidance in terms ofthe problem which the church faces. Chapter six describes the way forward by making recommendations and gives some strategies that can be used to realize the goals ofthe study and the church. ii
OPSOMMING Die verhandeling ondersoek die denominasionele etos en die administratiewe strukture van die Sewendedag Adventistekerk in Suid-Afrika. Die studie toon aan dat daar ontnugtering en vervreemding by die gewone lede van die kerk ten opsigte van die administratiewe strukture bestaan. Dit gee aandag aan vyfaspekte van administrasie: administratiewe gesag, leierskap, mag, oorgang en organisatoriese strukture. Die doelstellings van die studie is veelvoudig. Dit is poog om die Konferensies en die Unie-administrasies sensitief te maak van die strydpunte wat hulle verwyder van die gewone mense in die kerk. Dit stel voor dat die huidige uitdagings opgelos kan word deur middel van 'n bree konsultatiewe proses. Verder maak die studie aanbevelings oor hoe wyer verteenwoordiging in administratiewe strukture bereik kan word. Die studie wi! die SDA-kerk administrasie van hulp wees om 'n gesonde balans te handhaaf tussen die kerk as organisasie en die kerk as organisme. Die studie is verkennend en hermeneuties van aard. Oit wou vasstel wat die mening van die werkers (predikante) en kerkrade is oordie administratiewe strukture en leierskap in die kerk. Teneindedit vas te stel is 'n omvattende empiriese ondersoek gedoen deur gestruktureerde onderhoude met kerkrade oor die hele land te voeren deur vraelyste aan 'nverteenwoordigende steekproefpredikante te stuur. Die navorsing het gebruik gemaak van 'n prakties-teologiese metodologie. Die metodologie is 'n hermeneuties sensitiewe en korrelatiewe dialoog wat verskillende teologiese parameters in dialoog met die realiteite van die bedieningspraktyk en wereld bring. Hoofstuk een is inleidend en gee 'n oorsig oor die navorsingsontwerp. Hoofstukke twee en drie is histories. Dit behandel die huidige realiteit en die identiteit van die kerk deur gebruik te maak van literere bronne. Hoofstuk vyf handel oor die empiriese ondersoek en gee 'n beskrywing van die menings van predikante en kerkrade oor die vyf aspekte van die administrasie van die kerk wat ondersoek is. Hoofstukke vier en ses handel oar die teoreties- teologiese aspekte van die studie. Vier bespreek die spanning wat altyd bestaan tussen die kerk as organisasie en die kerk as organisme. Ses is 'n teologiese evaluering wat soek na die wi! of leiding van God in terme van die probleem waarmee die kerk worstel. Die laaste hoofstuk maak voorstelle oor die pad vorentoe en stel strategiee voor wat gebruik kan word om doelstellings te bereik. iii
DEDICATION This work is dedicated to my study leader Jurgens Hendriks, for his inspiring leadership, for being human, and for being an Incarnational Servant Leader and mentor in a variety ofways
ACKNOWLEDGEMENTS A sincere word of appreciation and thanks to my wife Millicent. Her support, encouragement and understanding never failed. Our children Clinton and Candice, Elton and Mandy and Lee-Anne deserve special mention for their encouragement and support and for patiently waiting for me to complete my studies. A word ofthanks to Helderberg College for allowing me a Sabbatical and for their financial support. A word ofgratitude is also extended to those conference administrations for allowing me to interview their church boards and the church boards that allowed me to interview them. Appreciation to all pastors who willingly returned their survey forms. Appreciation must also be extended to the Human Sciences Research Council for their generous financial support that assisted towards the completion ofthis study. I purposefully dedicate this work to my mentor and study leader professor H J Hendriks whose guidance and help was of incalculable and inestimable value. I am indebted to him for his encouragement and understanding, but most of all for being a servant leader. His guidance has always been most inspiring, yet he allowed me the freedom to develop my own thinking and to do so in a critical way. Last but not least, I will always be eternally grateful to God who has been gracious and faithful to me. that I am and ever hope to be lowe to His grace. All
REVISIONING THE DENOMINATIONAL ETHOS AND ADMINISTRATIVE STRUCTURES OF THE SEVENTH-DAY ADVENTIST CHURCH IN SOUTH AFRICA TABLE OF CONTENTS DECLARATION / i ABSTRACT / ii OPSOMMING / iii ILLUSTRATIONS, FIGURES & TABLES / xi TERMINOLOGY / xiii ABBREVIATIONS / xiv LINES OF COMMUNICATION AND APPEAL / xv CHAPTER 1 INTRODUCTION 1.1 Introduction 1 1.2 The Research problem 1 1.3 Motivation for this study 4 1.4 Research desigil,., '..",III ' ".',, 4 1.4.1 Guiding hypothesis,..,,,,..,, 4 1.4.1.1 Study hypothesis,..,,,..,,..,,, 6 1.4.2 Study objectives ", ",, 6 1,4.3 Research methodology ".".." "." "., " ".,..,,,..,..,,.7 1.4.3.1 1.4.3.2 Interviews..".."..""""..,..,..,..,..",..",."..,...,..,..,..""",.. ""..,.."..".."",.."..,..,.. ""..",..,...,..",.. ~ Mailed questionnaires... 1,." _ 11.11, ",.",." """'III" II 11111It '11111111111111111" 9 1.4.4 Basic concepts 10 1.4.4.1 Population 10 1.4.4.2 Sampling frame 12 1.4.5 Pilot study 15 '1 d C tho h.. 15 1.4.6 Plot stu y,or IS researc... l'... 15 1.4.7 OperatlOna lzatlon. 1 4 8 Practical theological perspective 16 1'.4:9 Practical theology methodology 17
4.6.4 The Human Relations theory 64 4.6.5 System theory 65 4.6.5.1 The nature ofsystems theory 66 4.7 Institutionalization 67 4.7.1 The negative side ofinstitutionalization 68 4.7.1.1 Formalism 68 4.7.1.2 Rigidness and unadaptableness 68 4.7.1.3 Selfishness 69 4.7.1.4 Power 69 4.8 Institutionalism 69 4.8.1 Judaism 70 4.8.2 Roman Catholicism 70 4.8.3 Reformation Churches 71 4.9 Form and structure 71 4.10 Curbing institutionalism 73 4.10.1 Evaluating the Church as Institution 74 4.10.2 Form follows function 75 4.11 The church as organism 77 4.11.1 The church as the "Body ofchrist" 78 4.11.2 "Body ofchrist" metaphor in Romans & I Corinthians 79 4.11.3 Body and "Head" metaphors in Ephesians and Colossians 80 4.12 The Seventh-Day Adventist Church and its view ofthe Church as Institute and Organism 82 4.12.1 The Church as a Bride 82 4.12.2 The Church as a Temple 83 4.12.3 The Church as the People ofgod 83 4.12.4 The Church as a Body 85 CHAPTER 5 RESEARCH RESULTS 5.1 Introduction 88 5.1.1 The question under view 88 5.2 Methodology 88 5.2.1 Research procedures 88 5.2.1.1 Pilot studies 89 5.2.1.2 Pastoral surveys 89 5.2.1.3 Structured interviews 89 5.2.1.3.1 Method ofinterviews 90 5.3.1 Study results - structured interviews 90 vii
5.3.1 Administrative authority 90 5.3.1.1 Administrative authority - concentrated 9I 5.3.1.2 Administrative authority - dispersed 91 5.3.2 Leadership 93 5.3.2.1 Leadership - people oriented 93 5.3.2.2 Leadership - structure oriented 94 5.3.3 Power 94 5.3.3.1 Power - vested in top positions 95 5.3.3.2 Power - shared with "grassroots" 96 5.3.4 Transition 98 5.3.4.1 Transition - administration open to change 98 5.3.4.2 Transition - administration maintains status quo 99 5.3.5 Organizational structures 100 5.3.5.1 Organizational structure - top down 100 5.3.5.2 Organizational structure - participatory 10I 5.3.6 Congregations views ofthe Conferences and Union 102 5.3.6.1 Congregation's view ofthe Conference 102 5.3.6.2 Congregations view ofthe Union 107 5.4 Pastoral surveys 112 5.4.1 Pastoral surveys - conference administration accumulative results 113 5.4.1.1 Administrative authority 113 5.4.1.2 Leadership 115 5.4.1.3 Power 117 5.4.1.4 Transition 119 5.4.1.5 Organizational structures 121 5.5 Results - individual basis 123 5.5.1 Cape Conference pastors 123 5.5.1.1 Administrative authority 124 5.5.1.2 Leadership 124 5.5.1.3 Power 124 5.5.1.4 Transition 124 5.5.1.5 Organizational structures 125 5.5.2 Trans-Orange Conference pastors 125 5.5.2.1 Administrative authority 125 5.5.2.2 Leadership 125 5.5.2.3 Power 125 5.5.2.4 Transition 126 5.5.2.5 Organizational structures 126 viii
5.5.3 Southern Hope Conference pastors 126 5.5.3.1 Administrative authority 126 5.5.3.2 Leadership 127 5.5.3.3 Power 127 5.5.3.4 Transition 127 5.5.3.5 Organizational structures 127 5.5.4 Results ofkwazulu Natal Free-State and Transvaal Conference pastors 128 5.6 Pastoral Surveys - Union level ofadministration.133 5.6.1 Administrative authority 133 5.6.2 Leadership 135 5.6.3 Power 136 5.6.4 Transition 138 5.6.5 Organizational structures 139 5.7 Pastoral surveys - The average accumulative responses ofpastors concerning the Conference and Union administration 141 5.8 Contemporary Adventism in South Africa 144 CHAPTER 6 THEOLOGICAL EVALUATION 6.1 Introduction 149 6.2 Methodology 149 6.3 Church organization building 1860-1863 150 6.3.1 The General Conference 150 6.4 Reorganization 190 I - 1903 151 6.5 Historical theological basis for organization 152 6.5.1 A Functional ecclesiology 153 6.5.2 Ecclesiological discussions 155 6.5.2.1 Conference with World Council ofchurches 155 6.5.2.2 Walter Douglas - nature and function ofthe church 155 6.5.2.3 Richard Rice - "People ofgod" and "Body ofchrist" 155 6.5.2.4 Raoul Dederen - nature and scope ofthe church, its mission and government 156 6.6 Hierarchical church structure 156 6.7 Theological evaluation ofthe five areas ofadministration 159 6.7.1 Leadership 159 6.7.1.1 The Old Testament and servant leadership 161 6.7.1.2 New Testament and servant leadership - authority and power 163 6.7.1.3 Christ example ofleadership 163 6.7.1.4 Jesus way to servanthood 164 ix
6.7.2 Organizational structures 166 6.7.2.1 The Problems ofwineskins 166 6.7.2.2 Church structure to reflect its nature 167 6.7.2.3 Structure in the early church 169 6.7.204 Administration and organization - Biblical examples 171 6.7.2.5 Organizational principles 172 6.7.3 Church organization - authority and power 174 6.7.3.1 Administrative authority and power 175 6.7.3.2 Power in the Lord's Prayer 177 6.7.3.3 Authority in thenew Testament church 177 6.704 The New Testament and hierarchical structures 179 6.704.1 Organizational structures above the local church structure 179 6.704.2 Paul and authority 181 6.7.5 Transition 183 6.7.5.1 Jesus and change 186 6.7.5.2 The New Testament church in transition 187 6.7.5.3 Transition themes in the Bible 188 CHAPTER 7 RECOMMENDATIONS 7.1 Introduction 195 7.2 Administrative authority 198 7.2.1 Recommendations - Administrative authority 200 7.3 Leadership '" 202 7A Power '" 204 7.5 Transition.207 7.6 Organizational Structure 208 7.7 Merger Issues 214 APPENDIX A - Format ofstructured interviews 217 APPENDIX B - Formatof pastoral surveys 221 APPENDIX C - SAU Progress report to the special session 2004 224 APPENDIX D - Facsimile - TOC withdrawal ofpermission to conduct structured interviews 232 BIBLIOGRAPHY.233 x
ILLUSTRATIONS, FIGURES AND TABLES Chapter 1 Figure 1 - Moberg's five stages life cycle ofa church 3 Table 1 - Population table ofpastors and churches 12 Table 2 - Sampling frame/representative frame 13 Table 3 - Sample ofchurch boards chosen to be interviewed 14 Chapter 2 Table 4 - Average number ofservice points 29 Figure 2 - Tithe & offeringenvelope.40 Chapter 5 Table 5 - Response persentage ofpastors 113 Structured Interview Illustration 1 - Administrative authority is concentrated in a few, who act on behalfofthe majority 91 Illustration 2 - Administrative authority is dispersed; the Conference solicits inputand assistance from congregation 92 Illustration 3 - The leadership is people orientated; the wishes and feelings ofmembers come first 93 Illustration 4 - The leadership is structure orientated; the organization and its functions take first preference 94 Illustration 5 - Power in the organization is vested in those in the top positions ofthe Conference 96 Illustration 6 - Power is shared with those at "grassroots" level ofthe church 97 Illustration 7 - The administration is always open to change and promotes innovation for change 98 Illustration 8 - The administration sees change as a threat and therefore, maintains the status quo 99 Illustration 9 - The organizational structures operate on a top down relationship. The bottom ofthe organization is expected to carry out what is passed down to them.1 00 Illustration 10 - The organizational structure operates on a participatory basis; the leadership atthe top sees those at "grassroots" as part ofthe administrative process 101 Illustration II - Question 3.1 - Does the Conference contribute to the effectiveness ofyour church? 102 Illustration 12 - Question 3.2 - Is theconference leadership visible enough atgrassroots level ofthe church? 103 Illustration 13 - Question 3.3 - Would you describe the Conference as bureaucratic, insisting on "red tape"? 104 Illustration 14 - Question 3.4 - Do you think that the Conference serves the church in an enabling way? 105 Illustration 15 - Question 3.5 - Does the Conference serve as an effective resource centre? 106 Illustration 16 - Question 4.1 - Does the Union contribute to the effectiveness ofyour church? 108 Illustration 17 - Question 4.2 - Is the Union leadership visible enough at grassroots level ofthe church?...109 Illustration 18 - Question 4.3 - Would you describe the Union as bureaucratic, insisting on "red tape"?... 110 xi