









































Ecclesial Futures
2023

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Ecclesial Futures – DOI: 10.54195/ef13628

 

DOI: 10.54195/ef13628

A Congregational Study on Mission 
Readiness: Toward a Practical Ecclesiology 
of Practical Action

Mark G. Harden

Abstract
The case study investigates mission readiness as a form of church mobilization 
involving participants and the investigator constructing a framework of ministry prac-
tices for analysis. The participants were from a local church interested in improving 
ministry practices for social engagement. I collaborated with a local church using a 
self-assessment tool I developed for church mobilization readiness assessments. The 
input following the assessment results was based on critical realism epistemology and 
ontology. Best practices of mission readiness served as a basis for facilitating partici-
pants using critical realism methodology in workshops. The workshops included partic-
ipants using triangulation and thought operations. The question for the study was: 
how do congregations assign practical theological meaning in assessing their perfor-
mance in mission readiness for church mobilization? The results demonstrate how a 
critical realism methodology helps transform and improve ministry practices. Critical 
realism thought operation methods were appropriate for practical theological analysis 
in church mobilization. Participants contributed additional action items for the frame-
work. This article includes mapping tables with summary descriptions of elements of 
the framework. The mapping tables highlight transformation points to illustrate the 
results of participants’ self-assessments and planning activities to improve elements of 
mission readiness. Further study may help investigators demonstrate how the frame-
work is helpful beyond the limited use of the framework.

Keywords: Missional ecclesiology, Church mobilization, Mission readiness, 
Congregational assessment, Church engagement



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Ecclesial Futures – DOI: 10.54195/ef13628

Introduction
In recent years, there has been a shortage of empirical research on church mobili-
zation to assist practical theologians in understanding how congregations perform 
and assign meaning to these practices. Although studies were designed to establish 
an empirical basis for community mobilization best practices, these studies were 
not focused on church mobilization per se ( Joffre et al. 2002; Kraftarian et al. 1997; 
Lippman et al. 2016). Other studies on social ministry and social action practices 
may serve as an empirical foundation for conducting studies in church mobiliza-
tion (Dudley 2002; Olson 2000; Sider et al. 2002). This case study examined multiple 
practices to observe how congregations experience church mobilization on several 
dimensions. The opportunity emerged because of circumstances surrounding a 
collaborative project to assist congregations in assessing their performance and 
readiness to engage community members. Moreover, this study examined the prac-
tical theological implications of using an analytical framework to develop a practical 
ecclesiology of ministry practices. This study assumes that church mobilization is a 
church praxis phenomenon that requires a congregational level of analysis. Church 
praxis was theorized as a multi-faceted and multi-dimensional practical theological 
concept defined as a complex set of collective acts or performances by a congrega-
tion toward fulfilling its call to participate in God’s mission. In this study, church mobi-
lization is broadly defined as empowering internal and external resources to implement 
strategies to increase member participation through meaningful social engagement to 
address one or more issues in the broader environment. The definition of church mobili-
zation resulted from analysing strong predictors of performance and readiness using 
the Church Performance Readiness Inventory for quantitative analysis. The perfor-
mance criteria consisted of items with scales of readiness that make up multiple 
constructs. Four performance dimensions of church mobilization constructs serve 
as prospective models. The models for church mobilization were tested using multi-
variate statistical analysis based on a large sample of church performance readi-
ness profiles. These include (1) mission readiness, (2) spiritual calling, (3) capacity for 
engagement, and (4) engagement readiness. This study will only discuss the results 
of one of these dimensions at a local church to lay a foundation for future practical 
theological investigations. Mission readiness was the dimension of church mobili-
zation selected for this case study. Specifically, mission readiness refers to a congre-
gation’s collective stake in the church’s personnel possessing the essential capabilities 
to execute and achieve its mission goals. There were six constructs identified for the 
self-assessment process in the study related to mission readiness, including (1) rela-
tional bonds, (2) church leaders, (3) dedicated support staff, (4) belief in the plan, 
(5) commitment to action, and (6) available capabilities. The question for this case 
study was: how do congregations assign practical theological meaning in assessing 
their performance in mission readiness for church mobilization? An answer to this 



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Ecclesial Futures – DOI: 10.54195/ef13628

question may inform further studies investigating the other dimensions of church 
mobilization.

Review of Literature
Relational bonds refer to the psychological benefits members may enjoy because of 
relationships and social identity (Dutton et al. 2010; Erdogan et al. 2012) and in an 
organizational setting (Boyd et al. 2014; Klien et al. 1986; Pretty et al. 1992). Rela-
tional bonds may help members establish trust (Kraftarian 1997), and sustainable 
working relationships with stakeholders may strengthen their commitment to the 
mission (Diani and Bison 2004; Lippman et al. 2016; Sampson 2003). Some studies 
suggest successful outcomes in clergy-led relational bonding efforts with outside 
stakeholders (Cavendish 2001; Morris 1984; Olson 2000). This study’s theoretical 
definition for relational bonds was shared passions with internal and external stake-
holders that know and trust congregations and support their public ministry.

Studies have also focused on leading actors involved in community mobilization 
practices (Laverack and Wallerstein 2001; Norton et al. 2002), emphasizing the impor-
tance of leadership (Kraftarian et al. 1997; Laverack and Wallerstein 2001; Norton et 
al. 2002) and unplanned but expected leadership “from every member” ( Joffres et al. 
2002). The role of leaders in church mobilization for social engagement has been well 
documented (Barnes 2005; Cavendish 2001; Lee 2003; McCalla 2005; Morris 1984; 
Olson 2000; Pattillo-McCoy 1998; Unruh 2005). In this study, the theoretical defi-
nition for church leaders is those who guide church growth and keep mobilization 
efforts on track throughout all new or ongoing phases.

Dedicated support staff was those individuals in the organization positioned to 
perform specific tasks associated with the mobilization effort (Kraftarian et al. 1997; 
Lippman et al. 2016; McAdam 1999; Norton et al. 2002; Tilly 2004). Churches organize 
their resources to cope with the complexity of the challenges of social engagement 
and collaborate with community partners (Barnes 2005; Cavendish 2001; Dudley 
2002; Lee 2003; McCalla 2005; Morris 1984; Olson 2000; Pattillo-McCoy 1998; Scheie 
et al. 1994; Sider et al. 2002; Unruh and Sider 2005). In this study, the theoretical defi-
nition of dedicated support staff was church-based staff with logistical and technical 
administrative skills to assist members in implementing church ministry.

Belief in the plan involved members having a sense of ownership and feeling heard 
when providing input, developing a sense of efficacy, and building trust among the 
stakeholders (Buechler 1995; Edelman 2001; Joffres et al. 2002; Kraftarian et al. 1997; 
Tilly 2004). This suggests a relationship between what members believe and the 



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Ecclesial Futures – DOI: 10.54195/ef13628

plan’s credibility. Findings suggest that church beliefs are connected to “social-struc-
tural realities” until the strategies become implausible (Swidler 1986). Therefore, 
churches seek reliable and objective information for effective social engagement. 
Reliable and objective information includes understanding the context, barriers, 
local institutions and demographics (Dudley 2002). Additional findings suggest that 
churches take care to ensure the participation of others in the planning process 
(Dudley 2002). In this study, the theoretical definition of belief in the plan was that 
members believe it is feasible for the church to achieve its goals with the desired 
impact.

Commitment to Action findings suggests that this has to do with the members’ 
commitment to action for church mobilization for social engagement ( Joffres et al. 
2002; Kraftarian et al. 1997). Churches use partnerships to sustain commitment over 
time and use their church’s language of compassion to gain member support (Dudley 
2002). In this study, the theoretical definition of commitment to action was church 
members vested in ensuring the congregation’s actions benefit those in need.

Available Essential Capabilities were found to have to do with members in the organ-
ization who can take immediate action ( Joffres et al. 2002; Kraftarian et al. 1997; 
McAdam 1999; Norton et al. 2002). Churches regularly use volunteers to implement 
their ministries as a necessity (Dudley 2002). This study’s theoretical definition was 
members with core competencies to execute the plan to achieve the target goals.

Analytical Framework for Church Praxis
In a previous study, the analytical framework for church praxis in Figure 1 resulted 
from empirical observations of church performance and readiness for social engage-
ment. Central features of the analytical framework consist of two interrelated and 
interconnected models of interdependent systems: church praxis and missiological 
praxis models. The models are conceptual tools to explain, interpret, and translate 
how congregations observe and experience social engagement as a community. 
Although praxis theory is the starting point for using the framework for model-
building, its triangulated elements are sensitive to changes and knowledge about 
other elements. The framework comprises interrelated and interconnected systems 
understood within a stratified and differentiated reality (Danermark et al. 2002).

The principal elements of each system in the framework facilitate a practical theolog-
ical process toward understanding ministry practices. Three elements of praxis and 
ecclesial theory require a descriptive process for understanding what is happening 
or what activities participants are experiencing. Action is a generalized term that 



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Ecclesial Futures – DOI: 10.54195/ef13628

refers to activities involving one or more actors toward achieving an intended goal. 
The theory is a generalized term that refers to the implicit logic or rationale of the 
activities that explain the action. Context is the situation or environment of action 
and theory that enables, creates, constrains or limits activities. The norm in the eccle-
sial theory system refers to the underlying patterns reflective of the congregation’s 
culture relative to performance and readiness that influence praxis theory. Form 
refers to a contemporary characteristic or category that describes praxis theory and 
its significance for church praxis. Function refers to the purpose of praxis theory as a 
description of the expected benefits and rewards experienced by the congregation 
and other actors. Ecclesial elements were observed as using practical and theolog-
ical reasoning about what was happening. This facilitates a triangulated and corre-
lated theological analysis based on the theories and concepts introduced using the 
doctrinal theory system’s principal elements. The doctrinal theory’s Mission of God 
element refers to members’ beliefs and knowledge about God’s plan for all creation. 
The People of God element refers to the church and community’s spiritual identity 
as perceived by the members. The Spirit of God refers to how members perceive the 
empowering work and ministry of the Holy Spirit in the church. The doctrinal theory 
elements are structures and causal mechanisms that theologically correspond to 
praxis and ecclesial theory elements.

Figure 1 Systems, Structures and Causal Mechanisms of Church Praxis

Theory

Context Action

Norm

Function Form

Mission
of God

Spirit of
God

People of
God

Church Praxis
Model

Missiological Praxis
Model

Doctrinal
Theory

Ecclesial
Theory

Praxis
Theory

A previous study validating this framework suggested that six propositional axioms 
may be used to examine church praxis models. These propositional axioms include 
the following.
1. When a new praxis theory emerges, a new ecclesial theory will emerge, and vice 

versa.



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Ecclesial Futures – DOI: 10.54195/ef13628

2. When one praxis theory element changes, the other praxis theory elements will 
change.

3. When one ecclesial theory element changes, the other ecclesial theory elements 
will change.

4. When an ecclesial theory element changes and any praxis theory elements 
remain the same, the ecclesial theory may also correspond to the praxis theory.

5. Changes to any element will influence changes to elements in praxis and ecclesial 
theory.

6. The doctrinal theory and its theological elements may be true or untrue for a 
church praxis model.

These features and propositional axioms of the analytical framework assisted with 
examining the congregation’s development toward constructing a practical theology 
of church praxis. However, the axioms were applied to participant inputs only and 
set limits on the results.

Background
This study used a critical realism approach to explore and develop a theological-the-
oretical framework to understand church praxis. A multiple-case study design 
approach was used to investigate varying degrees of church praxis among conserva-
tive or evangelical churches in their respective social context. The convenient sample 
of churches resulted from collaborating with a national evangelical church denom-
ination seeking to mobilize their churches to address multicultural issues among 
constituent groups. I developed an assessment tool that measures degrees of perfor-
mance readiness for social engagement. The denominational church leaders collec-
tively decided to address issues of diversity and inclusion before learning about 
the study or assessment tool. Upon hearing about the tool, church participants 
requested access to the readiness assessment. The multiple case study validated 
the instrument I produced and allowed me to collaborate with individual congrega-
tions using the assessment tool. This study aims to demonstrate how results can be 
utilized for theological reflection and improving ministry practices at a local church 
through collaboration.

Participants
The participants in this case study were from a large church congregation who 
completed an online self-assessment survey about their mission readiness for social 
engagement. The church is in the central part of the United States. Members were 
interested in learning what they needed to do to prepare to become socially engaged 
in the broader culture. The participants comprised 23 men and women selected by 



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Ecclesial Futures – DOI: 10.54195/ef13628

a church leader to participate. Participants knew that the entire process of prob-
lem-solving and planning would take months and were committed for the dura-
tion as needed. According to their eschatological vision, the congregation desired to 
become a multicultural church, as indicated in Revelation 7.9. The congregation was 
predominantly a church of Caucasian Americans in a county over 95% Caucasian. The 
church is part of an affluent community experiencing an increased economic divide, 
with those earning $75,000 and over per household income against a growing popu-
lation earning less. In recent years, the community has experienced demographic 
changes related to income. For instance, household income dropped by an average 
of 25% in the church’s county. However, compared, those experiencing poverty in 
the U.S. are at four times the county rate. The church is situated within two miles of a 
growing diverse community that has the potential to influence these changes (Gram-
mich et al. 2023).

Data Collection
This study used the Church Performance Readiness Inventory to facilitate church 
leaders conducting self-assessments of the church’s readiness to be mobilized for 
social engagement. The items were on a scale to see how ready churches were for 
social engagement. The Church Performance Readiness Inventory was an online 
digital survey comprising 18 constructs that functioned as predicates of readiness 
and action within a multi-dimensional framework. There are 45 behavioral items. 
The constructs and the instrument items were validated using regression analysis. 
Mission readiness constructs were significantly correlated as a model of predictors 
for mission readiness. The scale is a continuum that measures poor readiness to 
ready for action. The response choices ranged from 1 to 6, with 6 points designated 
for the perceived highest frequency of activities indicating readiness at the commu-
nity level. The scale responses measured perceptions about the church as follows: 
1) almost never true, 2) rarely true, 3) usually not true, 4) occasionally true, 5) often 
true, and 6) almost always true. Questions allowed participants to respond to reflect 
on their perception of how frequently the actions occurred at the church level. The 
items measured an aspect of each dimension based on an individual’s perception 
of the church’s readiness. The interpretation of readiness scores was based on the 
percentage of members mobilized for social engagement to achieve mission goals. 
Scores computed to indicate strong readiness (equal or greater than 90%), ready 
(80–89%), moderately ready (70–79%), low readiness (60–69%), somewhat unready 
(50–59%), unready (40–49%), and not applicable (39% or less). Average readiness 
scores were used to assess performance in each dimension of church mobilization. 
Mission Readiness was one dimension measured for this study. Each participant 
received a report of the findings to provide focus group feedback and contribute to 
an open-ended questionnaire based on a consensus.



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Procedure
I facilitated participant involvement through stages in the assessment and practical 
theological reflection process. The process involves systematically investigating a 
ministry practice using nomological analytical methods to build a framework. Nomo-
logical analytics involves using assessment results, triangulation and thought opera-
tions to examine ministry practices to improve performance readiness. Assessment 
results and the adopted best practices were necessary for valid inferences to 
produce key success factors and new ideas for additional action. Triangulation facil-
itated participants validating practical action with the ministry context and biblical 
values communicated in Tradition. Thought operation reasoning about what key 
success factors were necessary to produce valid ‘concrete’ ministry practices for the 
framework.

After reviewing the average scores on readiness, I guided participants in analytical 
methods to generate descriptions for the properties of each component part of the 
framework (see Figure 1) during workshop activities. There were three activities. 
First, participants reviewed and adopted activities of best practices for mission read-
iness. Impact analysis methods based on their experience validated best practices of 
church mobilization and informed the framework.

Participants also triangulated new activities with their values and interaction 
settings for environmental factors. Participants also brainstormed for new activities 
to address issues that emerged during their impact analysis of factors they identi-
fied. The participants generated practical action input according to the framework 
components’ properties. Participant inputs were mapped as significant points of 
transformation for the framework.

Results
A detailed description of the results based on the scoring, interpretation, and addi-
tions to improve the elements of mission readiness are in the mapping tables below 
for each construct. The mission readiness assessment indicated that the congrega-
tion was experiencing unreadiness with low and moderate readiness. One excep-
tional development in the congregation’s performance on the church leaders’ scale 
indicated they were experiencing a sense of being ready. However, on one action, 
under church leaders, they were experiencing low readiness. The results of church 
mobilization for mission readiness were as follows.

Relational bonds performance was assessed as low readiness. Dedicated support staff 
indicated the congregation was moderately ready. The belief in the plan assessment 
indicated unreadiness. Commitment to action results showed low readiness. Available 



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capabilities indicated low readiness. The participants further assessed these perfor-
mances in mission readiness using the framework for assigning practical and theo-
logical meaning.

Practical Theological Perspectives
The result of relational bonds was low readiness, indicating a need for performance 
improvements in praxis theory and ecclesial theory (Table 1). Participation in activi-
ties for relational bonds was insufficient. Relational bonds were associated with the 
biblical concept of compassion because it has to do with helping members experi-
ence making a difference in the lives of others. Compassion was the motif for creating 
opportunities for the people of God to establish relationships to address needs in the 
community. Community events promote social interaction with actors representing 
the issues and can lead to listening sessions to increase understanding of the needs in 
the community. The Spirit of God leads the people of God to experience how showing 
compassion plays a role in fulfilling a faithful call to participate in the mission of God.

Table 1 Mapping Results of Relational Bonds for Mission Readiness

Action Theory Context

Create opportunities 
for members to develop 
relationships with 
community partners.
(Low readiness)
Organize community
listening sessions to learn
about community needs.*
Recruit volunteers to
participate in relief
services for people in
need.*

Relationships can develop 
when people with a 
common interest come 
together.
Engaging in volunteer 
activities will help people 
to connect with community 
group members.*

Participant activities that 
involve creating opportun 
for people to interact may 
insufficient.
(Low readiness)

Form Norm Function

Educational outreach 
and social engagement 
processes lead to learning 
about opportunities and 
networking.
Social engagement events 
demonstrate compassion.*

Patterns of infrequent 
interaction with individuals 
or groups outside the 
congregation indicate low 
readiness.
Patterns of social interaction 
with individuals and groups 
outside of the congregation 
to increase readiness.*

Expand social interaction 
support church engageme 
the community context.
Expand social interaction 
demonstrate support for 
church engagement and 
compassion for communit 
members.*

*Indicates points of transformation



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The assessment results for church leaders (Table 2) indicated that the congregation 
was moderately ready for mission readiness. Moderate readiness scores suggested 
activities related to church leaders may be insufficient for mobilizing the church. The 
participants’ interpretation was that church leaders might also refer to compassion 
(as stated above) and the concept of stewarding, which refers to leaders being able 
to manage and control conditions for the congregation to address issues for social 
engagement. Stewarding involves helping others to understand how to lead, learn, 
and steward their resources and abilities to engage others. The motif of stewarding 
transforms how volunteers learn to lead as the people of God. Church leaders are 
empowered by the Holy Spirit to model compassion and stewarding to facilitate 
and support healthy social interaction. The goal is to help the people of God experi-
ence competence in leaders who are spirit-filled with a congregation seeking to do 
God’s will.

Table 2 Mapping Results of Church Leaders for Mission Readiness

Action Theory Context

Train leaders who are 
responsible for church 
mission.
(Moderately ready)
Recruit motivated 
volunteers who will support 
church mission ministries.
(Moderately ready)
Facilitate members 
participating in local 
ministries through 
partnerships.*
Inform members about the 
impact of their investments in 
time, money, and talents.*

Training helps leaders learn 
how to lead.
Motivated volunteers will 
engage when invited to 
participate.
Training will help leaders 
learn how to care for and 
manage people.*
Volunteers who are eager to 
participate will learn what it 
takes to participate.*

Participation in training 
and recruiting for church 
mission to support church 
mobilization activities may 
be insufficient.
(Moderately ready)

Form Norm Function

A process for creating 
leadership resources in the 
congregation.
Processes for helping 
people learn how to engage 
in mission ministries.
Awareness raising to help 
people to learn how to 
manage how they can engage 
in ministry.*

Participation in training 
activities for developing 
church leaders is moderate.
There is moderate support 
for helping people to gain 
experience.
There are informational 
activities to help people to 
gain experience.*

Create social support 
systems to manage 
activities to achieve 
mission-related goals.
Increase capacity for 
volunteers to engage in 
mission-related activities.
Empower individuals to 
participate.*

*Indicates points of transformation



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Ecclesial Futures – DOI: 10.54195/ef13628

The results regarding dedicated support staff suggest that the congregation’s perfor-
mance and readiness profile were moderately ready (Table 3). This score means 
that positioning dedicated support staff, using social networks, and using technol-
ogy-based services performance may only result in moderate consistency in mobi-
lizing the church to achieve mission goals. Participant reflections about dedicated 
support staff were associated with the biblical concepts of hospitality and justice. 
Participants understood that congregational readiness improvements required 
hospitality to increase resources and present valued resources to the congrega-
tion. For instance, dedicated support staff would be used to staff youth events to 
show support to the youth. Staff could facilitate more members receiving ‘blessing 
bouquets’ to cultivate a sense of belonging. A mission goal related to justice is that 
staff importance is elevated to integrate a sense of justice or morality in defining 
their role. This will enhance the congregation’s reputation as a place where everyone 
is important. Staff members are the people of God. Attending to their needs involves 
providing them with resources so that the congregation and other actors receive 
assistance during mission-related activities.



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Table 3 Mapping Results of Dedicated Support Staff for Mission Readiness

Action Theory Context

Place dedicated staff 
resources in a position to 
support achieving mission 
goals.
(Moderately ready)
Utilize social network 
resources to provide space 
to implement mission 
activities.
(Moderately ready)
Use technology-based 
services to create 
opportunities for members 
to participate.
(Moderately ready)
Staff youth activities with 
members.*
Expand blessing bouquets 
regularly for members to 
reach more people.*

Assigning staff to specific 
roles may help support 
the congregation’s 
participation.
Securing unutilized space 
within the social network 
may help expand mission 
activities.
Staffing youth activities will 
help youth feel welcome or 
valued.*
Positive messages will help to 
get people involved.*

Current levels of 
involvement and 
participation may be 
consistent with supporting 
these church mobilization 
activities.
(Moderately ready)

Form Norm Function

A system for resource 
administration.
They are problem-solving to 
expand resources.
Ministry development and 
innovation.
Strengthened capacity for 
these forms of activities.*

Resource management 
and development activity 
patterns suggest that the 
congregation is moderately 
ready.
Increase patterns of the 
above activities.*

Improve the availability 
of resources and 
opportunities to support 
mission-related activities.
Blessing bouquets will help 
them feel like they belong.*
To produce more output for 
participation to happen.*

*Indicates points of transformation



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In Table 4, the belief in the plan performance and readiness profile for church praxis 
was low readiness. Recruiting members to participate in decision-making and plan-
ning was moderate. However, the low readiness performance was insufficient for 
capitalizing on members interested in involvement and supporting those with skills 
to organize within the congregation. Participants understood these conditions as 
emphasizing a need to focus on the biblical values of responding to God’s call for 
compassion on all humanity without exception.

Table 4 Mapping Results of Belief in the Plan for Mission Readiness

Action Theory Context

Recruit members who 
represent constituent 
groups to participate 
in decision-making and 
planning.
(Moderately ready)
Capitalize on members’ 
interest in being involved in 
mission-related activities.
(Low readiness)
Provide support for 
members who can organize 
activities to address needs.
(Low readiness)
Create time for members 
to hear testimonials about 
fulfilling a call to participate 
in ministry.*

People from different 
perspectives may provide 
significant input.
Members are willing to 
participate when they have 
something to offer.
Members with organizing 
skills need support to 
engage fully.
Individuals with social 
organizing skills will know 
how to identify and recruit 
members for the mission.*

There is insufficient 
support for congregational 
involvement and 
participation related to 
members’ belief in the 
planned activities.
(Low readiness)

Form Norm Function

A process for empowering 
those who feel excluded.
An inclusive approach to 
identifying volunteers.
A process of using authority 
to appoint people for a 
specific task.
Church-based community 
organizing.*

Patterns indicate low to 
moderate readiness to 
engage constituent groups 
in decision-making and 
planning.
The activities for including 
and appointing individuals 
are insufficient for 
achieving mission-related 
goals.
The level of awareness will 
increase involvement.*

Empower marginalized 
individuals and groups who 
may or may not possess 
organizing skills to support 
church mobilization 
activities.
Increase awareness of the 
plan.*

*Indicates points of transformation

Members with organizing skills could identify congregants in the margins to involve 
them in providing input for mission activities as the people of God. Their input for 
decision-making and planning to implement mission activities to increase participa-



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tion is essential. Asking members to share their testimony about their experience 
echoes the motif of compassion in finding ways to address the needs and circum-
stances of others. In Table 5, the assessment results for congregational performance 
and readiness for commitment to action were moderate, with some unreadiness 
issues. Somewhat unreadiness indicated limited access to opportunities to get 
involved, and that performance would be insufficient because of low consistency 
with a commitment to action. Participants suggested the biblical value of stew-
arding facilitated understanding of the needs. People must feel confident about how 
members respond to the congregation’s call to the mission of God. When members 
hear about the magnitude of the need and the work the congregations do, it will help 
them think about their role in mission activities. This type of discernment occurs 
because of teachings and guidance about stewarding. Congregations strengthen 
when members learn how the Spirit of God.

Table 5 Mapping Results of Commitment to Action for Mission Readiness

Action Theory Context

Provide social engagement 
training to strengthen the 
congregation’s ability to 
address community issues.
(Moderately ready)
Assist members in the 
congregation who are 
passionate about the 
mission to get involved in 
ministry.
(Unready)
Create opportunities for 
the congregation to hear 
from members with ministry 
responsibilities.*
Create opportunities for 
members to assist with 
individual helping.*

Members of congregations 
can learn how to become 
socially engaged through 
training.
Members will participate 
in addressing issues about 
which they are passionate.
Testimonies help people 
relate to the needs of others.*
One-on-one assistance makes 
helping more acceptable.*

Levels of involvement 
and participation are 
insufficient for consistency 
to support readiness for 
these activities.
(Unready)

Form Norm Function

Teaching activities about 
how the church’s mission 
can address needs in the 
world.
Guidance about how 
to participate in God’s 
mission.
Testimonials of fellow 
members.*
Facilitating helping others.*

Patterns of teaching 
members about church 
mission indicate moderate 
congregation readiness.
The congregation’s patterns 
of participation in these 
activities indicate low 
readiness.
Personal connections with 
individuals are regular.* 

Build a sense of collective 
efficacy and motivate 
members to use their skills.
Make an emotional 
connection with constituents 
on the fence.*

*Indicates points of transformation



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In Table 6, the assessment results indicate low readiness for available capabilities 
for mission in the congregation. This suggests that congregation members are infre-
quently working together to achieve mission-related goals. Participants connected 
this to members collectively having a purpose that aligns with the biblical concept 
of calling. Calling means being clear about the relevance of the church in one’s life 
and understanding that participation produces practical and spiritual benefits and 
rewards. A member’s calling is personal and may require someone to help who 
understands the calling experience. The people of God should set aside time and 
space for members to explore and understand what “called” means.

Table 6 Mapping Results of Available Capabilities for Mission Readiness

Action Theory Context

Collaborate with members 
who are already active in 
addressing social issues in 
the community.
(Low readiness)
Have lay members ready 
to help others explore their 
calling at the end of service.*
Schedule a place after 
Sunday worship for members 
to assist others in their 
calling.*

Members can partner 
quickly with active 
members who share their 
desire to address issues in 
the community.
People are more open to 
discussing being involved 
after worship.*
Finding a less busy setting 
will help people share views 
about calling.*

Levels of involvement 
and participation are 
insufficient to support 
partnering activities.
(Low readiness)

Form Norm Function

Co-laboring with fellow 
members in ministry.
Private discernment 
conversations.*

Patterns of co-laboring 
indicate low readiness to 
facilitate members working 
together.
Patterns of private 
conversations to participate 
correspond to the availability 
of capable people.*

Create opportunities to 
experience the benefits and 
rewards of participation in 
mission-related activities.
Assist people to help them 
reach a decision.*

*Indicates points of transformation

Summary
Few studies in practical theology have examined the nature of church mobiliza-
tion, while other studies have emerged to establish an empirical basis for commu-
nity mobilization. This case study examined mission readiness as a model of church 
mobilization as a congregational-level phenomenon. The guiding question was how 
congregations could derive practical theological meaning of church praxis while 
assessing their performance and readiness for church mobilization.



16
Ecclesial Futures – DOI: 10.54195/ef13628

The results indicated that the congregation was experiencing unreadiness, low read-
iness, and moderate readiness across multiple categories of mission readiness. In 
one area of church leaders, the congregation experienced readiness.

This study suggests that the analytical framework for church praxis was helpful in 
facilitating a practical theological analysis. Participants were able to identify addi-
tional action items to support best practices and glean a theological understanding 
based on the implications of the results. Theological concepts included compassion, 
stewarding, justice, hospitality and calling. These themes facilitated the develop-
ment of a practical theological perspective about concepts within the framework. It 
is unclear whether the changes suggested by the participants to improve the model 
will result in the congregation achieving its mission goals. Additional case studies may 
provide more information to either support or negate these methods for producing 
findings on church mobilization.

About the author
Dr. Mark G. Harden is an Associate Professor and the Executive Director for Church 
Engagement for the Gospel Initiative at Denver Seminary in Littleton, CO.
Contact: mark.harden@denverseminary.edu

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