I recently returned from a conference where one of the topics discussed was conflict in ministry. It surprised me how many conflicts arose because congregational leaders called upon members to do things like stepping into a Kid's Church class in desperation, at the last minute, so that the structures like church meetings would run well. Often the member felt abused or unloved because the leader had not considered the cost and imposition upon them.

This made me ask the question; "How do we work out whether to favour the smooth running of the structure or the pastoral sensitivity of the individual?" I think the answer is tied up in the cost to the ‘goodwill bank’. Let me explain.

Every ministry that we share in with others either creates goodwill or uses it up. As we care for people in their times of dire need, goodwill is created. As we open the Scriptures together and strive to understand and live under them together we create goodwill.  If we say something inappropriate or hurtful, we use up goodwill. If goodwill drops below zero, a person is likely to withdraw from fellowship. If it is positive, they are more likely to be involved in ministry with us.

So let's apply the goodwill bank to structures and pastoral care.

Structures, such as church meetings and Bible study groups are shop fronts. They are the sorts of places where people normally come and see what we are about. Newcomers visit our meetings with nothing in the goodwill bank. If we provide a poor experience, the goodwill goes into deficit and they are unlikely to visit again. If the experience is positive, a credit in the goodwill bank begins to accumulate and they are likely to return. Regular congregation members attend our meetings with some history of goodwill. If their balance is close to zero and they have a few bad experiences, the goodwill drops into negative territory and they may leave. If there is a big credit in the goodwill bank, then a few poor experiences in our meetings, while frustrating, will be forgiven.

The same is the case with personal ministry. Every interaction a person has with another congregation member matters. It either creates or uses up capital in the goodwill bank. If the person they are in relationship with has a great deal of responsibility in the congregational life, the greater will be the magnitude of the credit or deficit stemming from that interaction. How much is credited or used up resulting from an interaction is often difficult to predict because it depends so much on how sensitive the individual is to that particular situation. But when goodwill drops below zero, the person is normally on the way out.

Some suggestions then on favouring structures or individuals:

1. All structures exist only to serve personal relationships. They are never primary.

2. In a particular case, structures can operate poorly, and people will generally forgive it, unless they have no credit in the goodwill bank (new to our gatherings).

3. Therefore, we can sacrifice structural quality occasionally, provided it is not on an occasion or at an event that will sink the ship.

4. Ensure those serving in structures are cared for, that everything is bedded down early, that you have backup plans, and that those involved in them are happy to accept.

5. Pastor individuals well as this builds up goodwill, which may be partly consumed when you must call on someone to do a ministry at the last minute at cost to them.
6. Recognise and appreciate the costs people pay in serving. This diminishes the loss of goodwill.

In the end, the goodwill bank is just about being Christian and caring for God's people.

Archie Poulos is a lecturer at Moore Theological College and heads the Moore College Missions Committee