Rieland suggests that for mergers to be a success there has to be a definite sense that “God is in it”.9 There was a definite supernatural aspect to the
merger process at North-East Baptist. The timing and the speed at which the merger process was planned and executed (less than six months) would
seem to defy logic. Anecdotally many church mergers have been drawn out and problematic but that was certainly not the experience in this case. However, in contradiction to Rieland’s advice, this merger was marked by a sense of desperation on both sides. The Nundah Baptist Church had not been able to find a suitable building in which to operate once the building was resumed by the Department of Main Roads. Similarly, at the time of the re-conception of the merger idea, the deacons of Wavell Heights Baptist Church were considering the option of closing down the church. This sense of desperation in both parties was the driver for the merger negotiations and settlement. If this sense of desperation did not prevail it is doubtful whether the merger would have gone ahead.
Writers on the subject of change management often highlight the
importance of “dissatisfaction” or crisis in driving a major change process (e.g., Kotter10). Although Rieland’s warning about desperation is noted, it
should be acknowledged that desperation can also be a powerful motivator for change as people set aside minor concerns in the face of a major crisis. Once the merger had occurred its success became a driver for more success. At the very first combined church service after the merger, a new family visited and committed themselves to join the church. This young family became a symbol of the “rightness” of the decision to merge. As each new family joined the church the decision was affirmed again. This success became a source of enthusiasm, energy, and excitement in the congregation, which in turn made the congregation more attractive for newcomers. Hence a “cycle of growth” developed.
In order for nuclear fission to occur, a “critical mass” of fissionable material must be brought forcefully together. In a sense this is what happened at North-East Baptist Church. Both constituent churches lacked the “critical mass” to be attractive to church shoppers and non-Christian seekers. However, the combination of the two churches created a church of sufficient size to begin to attract and hold new people.
Figure 5: The Wavell Heights Church Building
The wise and powerful use of symbol was also an important factor in the success of the merger. On the Sunday prior to the merger, Nundah Baptist Church had a public final service. Hundreds of previous members attended a time of remembrance in celebration of the ministry of Nundah Baptist Church. This symbolic act brought a sense of closure and heightened the sense of new beginning in the merged church. A new North-East Baptist Church roll book, which every constituted member of the Nundah and Wavell Heights Baptist Churches signed, was also a powerful symbol of new beginning. The relocation of the sound system and drum kit from the Nundah Baptist Church to the Wavell Heights building for the first service was also symbolic of Nundah Baptist Church finding a new “home” in Wavell Heights.
The combined leadership of the church was a further symbol of unity. Both churches were equally represented on the diaconate and both churches had a member on staff. Even when the pastor from Wavell Heights left (eight months after the beginning of the merger), he was replaced on staff by a church administrator from the Wavell Heights church. This not only meant that both churches felt they had a conduit for communication, but served at a symbolic level as well.
behaviour. This is especially the case in times of trauma, for example at a funeral. Similarly, in the emotionally charged process of transition involved in a church merger, symbols can be extremely significant contributors to a sense of order and peace in the midst of liminality.
Another anxiety-reducing factor during the early stages of the merger was the development of structures. Structures bring security to human beings because they clarify expectations and create predictability. The Coordinating Pastor was naturally gifted in organisation and processes. This particular gift mix was extremely valuable in the midst of change. The carefully designed structures brought a sense of predictability and calmness to the church because each person knew what to expect. Similarly, an emphasis on communication also removed unpredictability in the early days of the church.
The contribution of the rejuvenated church facilities in Nundah to the growth of the church cannot be underestimated. Having a new air- conditioned, integrated and purpose-built facility was a key factor in attracting and holding new people to the church. However, this would not have been possible if the church merger had not occurred and the capital of the Wavell Heights church been released to be used for the development of the new building.
The final factor in the success of the merger was the similarity of the cultures of the two churches. Although there were some significant cultural differences (see below) the churches were largely compatible. This was not surprising given that Wavell Heights was a plant of Nundah Baptist Church. Although it had developed its own culture, on most issues the people from Nundah Baptist and Wavell Heights Baptist felt very much at home with one another.