Leyman Publications

Inspirational Quotes for the WEEKEND

By Dr Charles Leyman Kachitsa

Most things in nature defy human reasoning and assumptions. These portray things are those that would be contrary to what people may think is the order of things according to their human understanding. Yet despite man inventing the word ‘control’ and walking around owning it, he has no proper control of nature, if man has ever has had control of any kind.

Take for instance trees, in winter they lose their greenery, they lose their leaves and regain them in summer. One would think because of the cold weather, the leaves would much stick to their tree and lose themselves in summer to run away from the scotching sunlight. Just imagine we need light, sunlight during the night time to illuminate the dark. Yet it come in day time when we can only hope for it to stay throughout, such is nature and we have no control of it.

No one has control as to choosing their parent. You would only discover much in life that the things so precious that you hold dear as family, you do not have a choice as to which one to go to. It is all destiny and one has to only be thankful wherever they are, in which ever family they find themselves. For we are animals with a choice but without authority to control of nature.

The quotes this week are a continuation from a book which when read in full, does impart knowledge to leaders who so brave read carefully its content. I am sure the life lessons in it apply not only to leaders but also to those being led. The few chosen quotations below from this book should reveal the knowledge in parts, read and enjoy:

THE CULTURALLY INTELLIGENT LEADER By Hirpo Kumbi

“Donald McGavran was researching the reasons for church growth and notes that churches grew more quickly where the people were from a single culture. Sociologically he found that in secular society, people come together on the basis of race, language, age, workplace or social class. He applied this idea to the Church and found that churches grow more quickly if their members have many characteristics in common. From this he formulated his Homogeneous Unit Principle as a basis for church growth. —— All those whom Christ called as His first disciples were from His home area, some were related to each other and all were Jews. It was only later that the Church developed wider relationships as it grew. Arguably, most of the early churches were homogenous Jewish fellowships. It was only after Peter and Paul began to cross cultural barriers that Gentiles joined with Jews in fellowship together.”

“The decline of Christianity in Western countries is a cause for alarm, hence the need for re-evangelisation focused on the planting of new churches. To be sustainable in the longer term, owing to the cultural changes in Britain, the objective should be to actively seek engagement with all cultures in a healthy realisation of multi-ethnic missional community as described earlier in ‘the’ book.”

“The path to accommodating oneself with the host culture is not a simple one – but speaking the language makes it far easier! Most reverse missionaries will have at least a basic working knowledge of the dominant language of the host culture. In order to become effective missionaries, they will need to improve on this but, as we have seen, evangelistic and pastoral concerns in their initial church plant can mitigate against progress. Many reverse missionaries struggle with this and only a few enrol for language school to hone their skills. —— However, language skills are not the only priority; there is also the question of acquiring an adequate working knowledge and understanding of the world view of the host culture and the way in which the society operates. This is not a simple matter, yet a great deal hinges upon it in terms of effectiveness. There are many cultural traps to be avoided as well as skills to be taken on board to become adept at relating to the indigenous population. ……..”

“Host culture youths and their faith communities who interact with third-culture youth and children have, in some cases known to me, meaningfully accepted each other’s cultural differences and interact well together. The outcome of these engagements is a new, dynamic, emerging culture. This new culture is not static, as it continues to reform and reshape itself as the various interchanges form new norms. This new culture defies old paradigms and is only comfortable in communities ready for mission. This is because of the sense of ‘buy-in’ that communities which have embraced a desire to find fresh ways of existing together have, meaning that they commit to the challenges that change brings. If there is not ‘buy-in’, some necessary effort and pain in order to successfully negotiate intercultural community life.”

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