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Discipling the Laity for Disciple Making (12)
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Paul Jang
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2008-03-24 03:36:51, hit : 4,504 |
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Discipling the Laity for Disciple Making (12)
After the disciple knows the words of Jesus through teaching, he also needs to know how to observe them and then apply them into his life in the field. For example, discipler must show his disciple how to study the Bible, how to pray or how to witness in the field.
Accordingly, the discipler must help his disciple to repeatedly practice until he will be skilled in them. Allen Hadidian adopted four steps in the training process from Chuck Miller's "Discipling Ministry Seminar," and explained them in detail. Those are: (1) the discipler does it, (2) the discipler does it, and the disciple is with him, (3) the discipler does it, and the discipler is with him, and (4) the discipler does it, and the discipler is in the background (Hadidian 1979, 98-103)
Paul Y. Cho suggested other four steps in the training process. Those are (1) teach them, (2) motivate them, (3) recognize them, and (4) praise them (Cho 1984, 33, 34). The writer analyzes that Miller's seems to come from a structural method, and Cho's from the principle of training by his experience in ministry.
How then should we begin the training program? First of all, it is necessary to train the leader (discipler) before the training for the laypeople. James M. Kouzes with Barry Z. Posner uncovered five fundamental practices common to successful leaders (discipler) as follows: (1) challenge the process, (2) inspired a shared vision, (3) enabled others to act, (4) modeled the way, and (5) encouraged the heart (Kouzes and Posner 1987, 7-13).
After having trained the discipler, the training classes must be organized according to their level as the study classes had been.
And the disciple's leadership has to be developed, and can be developed in him. Paul W. Milhouse insisted:
When we study the Master's method with the men who he selected to carry on his work, we see that leadership can be developed in men who are not what we usually call natural leaders. (Milhouse 1946, 42)
The leadership stimulates the health and growth of the church (Gibbs 1987, 9). The leadership ability of the disciple can be developed through teaching and training program. But it must not be substituted for spiritual power. It takes effect on the spiritual power. In the New Testament, the Greek word which identifies the supernatural dynamic of the indwelling and filling Holy Spirit is the word dunamis (Gangel 1976, 126). In Romans, "Now the God of hope fill you with all joy and peace in believing, that you may abound in hope, through the power of the Holy Spirit" (Rom. 15:13).
Training is always best done when it is a direct response to specific goals and programs (Lindgren and Shawchuck 1981, 115). John Finney penetrated the leadership potential to be able to develop (Finney 1989, 41). The director of leader training should obviously develop the training plan of the church (McDonough 1976, 46). In accordance with the development of the training plan, the leadership ability of the disciple can be developed.
And as the lay-consciousness develops, the church is ready to set up its own Lay-ministers Training Center. This Lay-ministers Training Center is like a locally based theological seminary designed to train the laity (Win Arn 1979, 29, 32). The writer has organized this center into three steps: disciple college, disciple graduate school, and disciple seminary as mentioned before. At this training center the laypeople can be taught, trained and equipped to accomplish their work for the growth of the church.
After the disciple knows the words of Jesus through teaching, he also needs to know how to observe them and then apply them into his life in the field. For example, discipler must show his disciple how to study the Bible, how to pray or how to witness in the field.
Accordingly, the discipler must help his disciple to repeatedly practice until he will be skilled in them. Allen Hadidian adopted four steps in the training process from Chuck Miller's "Discipling Ministry Seminar," and explained them in detail. Those are: (1) the discipler does it, (2) the discipler does it, and the disciple is with him, (3) the discipler does it, and the discipler is with him, and (4) the discipler does it, and the discipler is in the background (Hadidian 1979, 98-103)
Paul Y. Cho suggested other four steps in the training process. Those are (1) teach them, (2) motivate them, (3) recognize them, and (4) praise them (Cho 1984, 33, 34). The writer analyzes that Miller's seems to come from a structural method, and Cho's from the principle of training by his experience in ministry.
How then should we begin the training program? First of all, it is necessary to train the leader (discipler) before the training for the laypeople. James M. Kouzes with Barry Z. Posner uncovered five fundamental practices common to successful leaders (discipler) as follows: (1) challenge the process, (2) inspired a shared vision, (3) enabled others to act, (4) modeled the way, and (5) encouraged the heart (Kouzes and Posner 1987, 7-13).
After having trained the discipler, the training classes must be organized according to their level as the study classes had been.
And the disciple's leadership has to be developed, and can be developed in him. Paul W. Milhouse insisted:
When we study the Master's method with the men who he selected to carry on his work, we see that leadership can be developed in men who are not what we usually call natural leaders. (Milhouse 1946, 42)
The leadership stimulates the health and growth of the church (Gibbs 1987, 9). The leadership ability of the disciple can be developed through teaching and training program. But it must not be substituted for spiritual power. It takes effect on the spiritual power. In the New Testament, the Greek word which identifies the supernatural dynamic of the indwelling and filling Holy Spirit is the word dunamis (Gangel 1976, 126). In Romans, "Now the God of hope fill you with all joy and peace in believing, that you may abound in hope, through the power of the Holy Spirit" (Rom. 15:13).
Training is always best done when it is a direct response to specific goals and programs (Lindgren and Shawchuck 1981, 115). John Finney penetrated the leadership potential to be able to develop (Finney 1989, 41). The director of leader training should obviously develop the training plan of the church (McDonough 1976, 46). In accordance with the development of the training plan, the leadership ability of the disciple can be developed.
And as the lay-consciousness develops, the church is ready to set up its own Lay-ministers Training Center. This Lay-ministers Training Center is like a locally based theological seminary designed to train the laity (Win Arn 1979, 29, 32). The writer has organized this center into three steps: disciple college, disciple graduate school, and disciple seminary as mentioned before. At this training center the laypeople can be taught, trained and equipped to accomplish their work for the growth of the church.
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Introduction
Ch Growth 