Mission Related Quotes

Each generation must discover its mission, fulfill it or betray it, in relative opacity.

Each generation must, out of relative obscurity, discover its mission, fulfill it, or betray it.

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

He points out that one of the really tough things is figuring out what questions to ask,” Musk said. “Once you figure out the question, then the answer is relatively easy. I came to the conclusion that really we should aspire to increase the scope and scale of human consciousness in order to better understand what questions to ask.” The teenage Musk then arrived at his ultralogical mission statement. “The only thing that makes sense to do is strive for greater collective enlightenment,

When you believe that you are not worthwhile in and of yourself, in the back of your mind you also begin to believe that life is not worthwhile in and of itself. It is only worthwhile insofar as it relates to your crusade. It is a kamikaze mission.

Leaders must get across the why as well as the what. Their people need more than milestones for motivation. They are thirsting for meaning, to understand how their goals relate to the mission.

He points out that one of the really tough things is figuring out what questions to ask,” Musk said. “Once you figure out the question, then the answer is relatively easy. I came to the conclusion that really we should aspire to increase the scope and scale of human consciousness in order to better understand what questions to ask.” The teenage Musk then arrived at his ultralogical mission statement. “The only thing that makes sense to do is strive for greater collective enlightenment,” he said.

Often it is the poor who recognize emptiness before the rest of us—and for obvious reasons. While I am not suggesting that poverty predisposes people to some form of righteousness, I have seen how their circumstances often free them from much of the pretense that our relative privilege affords us. So while the poor are not godlier on the basis of their poverty, they are often at least more authentic in their brokenness, and thus, perhaps, closer to honestly recognizing what true emptiness is.

But to reject, marginalize, trivialize, or be suspicious of the sacraments (and quasi-sacramental acts such as lighting a candle, bowing, washing feet, raising hands in the air, crossing oneself and so forth) on the grounds that such things CAN be superstitious or idolatrous or that some people might suppose they are putting God in their debt, is like rejecting sexual relations in marriage on the grounds that it's the same act that in other circumstances constitutes immorality.

Eva seemed to be on some sort of mission to work her evil/cute baby magic on me. Ever since she'd started toddling around on those chubby little legs, she'd been targeting me, the least enthusiastic baby person in the room. I think she enjoyed the challenge, which proved that we were related. Eva would tug on my pants leg until I picked her up. And then she'd basically stare me down with those big blue-grey eyes of hers, daring me not to snuggle her. It was like facing down a tiny, diapered mastermind. And of course, I caved. I snuggled her. I babbled. I read her Where the Wild Things Are until I was hoarse. I actually found myself watching my language. Shudder.

Our mission is not to impose our peculiar institutions upon other nations by physical force or diplomatic treachery but rather by internal peace and prosperity to solve the problem of self-government and reconcile democratic freedom with national stability.

Hitherto, the Palestinians had been relatively immune to this Allahu Akhbar style. I thought this was a hugely retrograde development. I said as much to Edward. To reprint Nazi propaganda and to make a theocratic claim to Spanish soil was to be a protofascist and a supporter of 'Caliphate' imperialism: it had nothing at all to do with the mistreatment of the Palestinians. Once again, he did not exactly disagree. But he was anxious to emphasize that the Israelis had often encouraged Hamas as a foil against Fatah and the PLO. This I had known since seeing the burning out of leftist Palestinians by Muslim mobs in Gaza as early as 1981. Yet once again, it seemed Edward could only condemn Islamism if it could somehow be blamed on either Israel or the United States or the West, and not as a thing in itself. He sometimes employed the same sort of knight's move when discussing other Arabist movements, excoriating Saddam Hussein's Ba'ath Party, for example, mainly because it had once enjoyed the support of the CIA. But when Saddam was really being attacked, as in the case of his use of chemical weapons on noncombatants at Halabja, Edward gave second-hand currency to the falsified story that it had 'really' been the Iranians who had done it. If that didn't work, well, hadn't the United States sold Saddam the weaponry in the first place? Finally, and always—and this question wasn't automatically discredited by being a change of subject—what about Israel's unwanted and ugly rule over more and more millions of non-Jews? I evolved a test for this mentality, which I applied to more people than Edward. What would, or did, the relevant person say when the United States intervened to stop the massacres and dispossessions in Bosnia-Herzegovina and Kosovo? Here were two majority-Muslim territories and populations being vilely mistreated by Orthodox and Catholic Christians. There was no oil in the region. The state interests of Israel were not involved (indeed, Ariel Sharon publicly opposed the return of the Kosovar refugees to their homes on the grounds that it set an alarming—I want to say 'unsettling'—precedent). The usual national-security 'hawks,' like Henry Kissinger, were also strongly opposed to the mission. One evening at Edward's apartment, with the other guest being the mercurial, courageous Azmi Bishara, then one of the more distinguished Arab members of the Israeli parliament, I was finally able to leave the arguing to someone else. Bishara [...] was quite shocked that Edward would not lend public support to Clinton for finally doing the right thing in the Balkans. Why was he being so stubborn? I had begun by then—belatedly you may say—to guess. Rather like our then-friend Noam Chomsky, Edward in the final instance believed that if the United States was doing something, then that thing could not by definition be a moral or ethical action.

Ministry flows from intimacy. Mission comes from relationship. Whatever Christ calls you to forsake will also be relational in its implications.

Missional leaders understand the power of connecting relationally in their community through personal networking.

The charge of blasphemy is loaded. The point is to pack a wallop behind the charge that in our worship services God simply doesn't come through for who he is. He is unwittingly belittled. For those who are stunned by the indescribable magnitude of what God has made, not to mention the infinite greatness of the One who made it, the steady diet on Sunday morning of practical how-to's and psychological soothing and relational therapy and tactical planning seem dramatically out of touch with Reality - the God of overwhelming greatness.

Honesty also impels us to admit that the church has not been true to its social mission on the question of racial justice. In this area it has failed Christ miserably. This failure is due not only to the fact that the church has been appallingly silent and disastrously indifferent to the realm of race relations but even more to the fact that it has often been an active participant in shaping and crystallizing the patterns of the race-caste system.

trying to prioritize activities before you even know how they relate to your sense of personal mission and how they fit into the balance of your life is not effective.

What is our group's overall mission? Where are we now in relation to our mission? Where do we want to be in two, three, five, and ten years? How do we get there from here?

Samuel, wise is relative. Wise is listening to your heart and letting it decide what to do.” -Joseph Dahr.

Martin Luther explaining the attitude we ought to have toward those who offend us, said Christians should "grieve more over the sin of their offenders than over the loss or offense to themselves." This is radical relational thinking. And they do this that they may recall those offenders from their sin rather than avenge the wrongs they themselves have suffered.

The oikos is the imperfect, messy, relational, organic but organized amoeba of the first- century church. Oikos was the hot mess of God’s in-breaking kingdom that supported early Christians for mission in a city, for maturing in love, for the practice of the Eucharist, for the collision of racial diversity, for resistance to paganism, and for being shaped as disciples.

On an individual and corporate level the church is learning to love and accept people where they are at on their journey along with providing opportunities and experiences for them to engage relationally with other Christians along with exploring the implications of Christ's teachings. I am a big proponent of the concept that Christianity is more “caught that taught” and that a person’s meaningful involvement in the process is critical to them experiencing the power of the gospel in their lives. This meaningful involvement takes time and persevering love.

One way or another, everyone on a team contributes to the success. A team leader or coach helps each person clearly see and develop their role as it relates personally and to the team’s larger mission.

The mission that Jesus invites us to participate in is primarily a relational one in nature. Our ability to sustain our relationship in a meaningful way will have a direct impact on our missional fruitfulness.

You simply cannot be a disciple without being a missionary—a sent one. For way too long discipleship has been limited to issues relating to our own personal morality and worked out in the context of the four walls of the church with its privatized religion.

You’re saying I am not a credible eyewitness,” Lowen repeated. “Because I was part of that diplomatic mission, Mr. Vinicius. In fact, not only was I there, I also conducted the autopsy that established that Liu Cong’s death was murder, and also helped identify how it was the murder was accomplished. When you say that the eyewitness reports are not credible, you’re talking about me, specifically and directly. If what you’re saying actually reflects the opinion of the Ministry of External Relations, then we have a problem. A very large problem.

I think it's important to explain that major depression is not even peripherally related to "sadness". Depression is the absence of emotion. I never cried during my darkest periods of depression. Crying would have been A HOLIDAY. It would have been FUCKING CHRISTMAS. A fight or a feeling of anger would have been AN EASTER EGG HUNT AT DISNEYLAND. I am vocal about my depression now because it was so fucking Satanically awful that I view it as one my life's primary missions to help other people understand and overcome it. Depression kills people because in the normal weather patterns of human emotion over a day or a week or a decade, actual unipolar major depressive disorder doesn't appear. It's like The Nothing in The NeverEnding Story. It eats your anger, your sadness, your happiness, your testicle and/or ovaries.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

Terrorism has made our world an integrated community in a new and frightening way. Not merely the activities of our neighbors, but those of the inhabitants of the most remote mountain valleys of the farthest-flung countries of our planet, have become our business. We need to extend the reach of the criminal law there and to have the means to bring terrorists to justice without declaring war on an entire country in order to do it. For this we need a sound global system of criminal justice, so justice does not become the victim of national differences of opinion. We also need, though it will be far more difficult to achieve, a sense that we really are one community, that we are people who recognize not only the force of prohibitions against killing each other but also the pull of obligations to assist one another. This may not stop religious fanatics from carrying out suicide missions, but it will help to isolate them and reduce their support.

How can you create a habit that supports the change you’re trying to make? There are only two things to think about: (1) The habit needs to advance the mission, as did Pagonis’s stand-up meetings. (2) The habit needs to be relatively easy to embrace. If it’s too hard, then it creates its own independent change problem. For

It was a scientific success, bringing back data enough to keep the analysts busy for years… but there was no glib, slick way to explain the full meaning of its observations in layman’s terms. In public relations the mission was a failure; the public, seeking to understand on their own terms, looked for material benefit, treasure, riches, dramatic findings.

There should be no theology that does not relate to the mission of the church – either by being generated out of the church’s mission or by inspiring and shaping it. And there should be no mission of the church carried on without deep theological roots in the soil of the Bible. No theology without missional impact; no mission without theological foundations.

Remember, God’s original intent for us was a mission. He called humanity to rule over the earth, to fill and subdue it, and to extend his creative order and beauty far beyond the confines of the garden of Eden. This work was to be accomplished in perpetual communion with God, and it was to be motivated not by a fear of insignificance, but by the assurance of God’s love for us.

Imagine if you were asked by your country to be an ambassador to an enemy nation. You would probably have to learn a new language and adapt to some customs and cultural differences in order to be polite and accomplish your mission. As an ambassador you would not be able to isolate yourself from the enemy. To fulfill your mission, you would have to have contact and relate to them.

While fasting, people refrain from fulfilling their basic desires for food, drink and sexual relations. This shows them that their mission in this religion is to control their desires and not allow their desires to control them and to overcome their desires and not be overcome by them. By doing so they take the path of self-rectification and do not fall into that which corrupts them.

Thanks to her work, the state of Illinois passed a “Bill for the Protection of Personal Liberty,” which guaranteed that all who were accused of insanity would be able to defend themselves in front of a jury—since doctors, it was recognized, could be bought and sold. (There were negatives to Packard’s reforms, as jurors could be grossly ignorant about matters related to mental illness.)

Evangelism is intrinsically relational, the outcome of love of neighbor, for to love our neighbor is to share the love of God holistically. The proper context for evangelism is authentic Christian community, where the expression of loving community is the greatest apologetic for the gospel. Holiness—being given to God and God’s mission in this world—is a way of life that is expressly concerned with evangelism.

The mission that God has given us is a highly relational mission. Jesus said, "As the Father has sent me, I am sending you" John 20:21. Jesus came into this world, lived in obscurity for 30 years and then spent three years relationally investing in twelve men, whose charge was to do the same thing by relationally investing in others. This strategy has worked for 2000 years each of us has been touched by someone reaching out to and investing in us relationally, thus advancing the gospel and the mission of God.

In my early years the psychology of the 1960s U.S. was aspirational and inspirational—to achieve great and noble goals. It was like nothing I have seen since. One of my earliest memories was of John F. Kennedy, an intelligent, charismatic man who painted vivid pictures of changing the world for the better—exploring outer space, achieving equal rights, and eliminating poverty. He and his ideas had a major effect on my thinking. The United States was then at its peak relative to the rest of the world, accounting for 40 percent of its economy compared to about 20 percent today; the dollar was the world’s currency; and the U.S. was the dominant military power. Being “liberal” meant being committed to moving forward in a fast and fair way, while being “conservative” meant being stuck in old and unfair ways—at least that’s how it seemed to me and to most of the people around me. As we saw it, the U.S. was rich, progressive, well managed, and on a mission to improve quickly at everything. I might have been naive but I wasn’t alone.

When he was seventy-four years old the Cretan novelist Nikos Kazantzakis began a book. He called it Report to Greco... Kazantzakis thought of himself as a soldier reporting to his commanding officer on a mortal mission—his life. ... Well, there is only one Report to Greco, but no true book... was ever anything else than a report. ... A true book is a report upon the mystery of existence... it speaks of the world, of our life in the world. Everything we have in the books on which our libraries are founded—Euclid's figures, Leonardo's notes, Newton's explanations, Cervantes' myth, Sappho's broken songs, the vast surge of Homer—everything is a report of one kind or another and the sum of all of them together is our little knowledge of our world and of ourselves. Call a book Das Kapital or The Voyage of the Beagle or Theory of Relativity or Alice in Wonderland or Moby-Dick, it is still what Kazantzakis called his book—it is still a "report" upon the "mystery of things." But if this is what a book is... then a library is an extraordinary thing. ... The existence of a library is, in itself, an assertion. ... It asserts that... all these different and dissimilar reports, these bits and pieces of experience, manuscripts in bottles, messages from long before, from deep within, from miles beyond, belonged together and might, if understood together, spell out the meaning which the mystery implies. ... The library, almost alone of the great monuments of civilization, stands taller now than it ever did before. The city... decays. The nation loses its grandeur... The university is not always certain what it is. But the library remains: a silent and enduring affirmation that the great Reports still speak, and not alone but somehow all together...

In the Christian tradition, for example, the only model for faith is Jesus of Nazareth. His proclamation, one observes in the New Testament, was not particularly religious: he spoke of God, certainly, but only in relation to ordinary human life with its quotidian struggle and suffering. Nor did he speak or preach in especially religious or secretarian terms; in fact, it maybe be said that Jesus came to set the world free from enslavement to and obsession with mere (humanly made) religion. "He went about doing good" is the biblical summary of his life and mission, and no words are more moving or provocative.

In conclusion, I return to Einstein. If we find a planet in the Alpha Centauri system, its image, captured by a camera travelling at a fifth of light speed, will be slightly distorted due to the effects of special relativity. It would be the first time a spacecraft has flown fast enough to see such effects. In fact, Einstein’s theory is central to the whole mission. Without it we would have neither lasers nor the ability to perform the calculations necessary for guidance, imaging and data transmission over twenty-five trillion miles at a fifth of light speed. We can see a pathway between that sixteen-year-old boy dreaming of riding on a light beam and our own dream, which we are planning to turn into a reality, of riding our own light beam to the stars. We are standing at the threshold of a new era. Human colonisation on other planets is no longer science fiction. It can be science fact. The human race has existed as a separate species for about two million years. Civilisation began about 10,000 years ago, and the rate of development has been steadily increasing. If humanity is to continue for another million years, our future lies in boldly going where no one else has gone before. I hope for the best. I have to. We have no other option.

So, basically, to put off the old person and put on the new we only follow Jesus into the activities that he engaged in to nurture his own life in relation to the Father. Of course, his calling and mission was out of all proportion to ours, and he never had our weaknesses, which result from our long training in sin. But his use of solitude, silence, study of scripture, prayer, and service to others all had a disciplinary aspect in his life. And we can be very sure that what he found useful for conduct of his life in the Father will also be useful for us. It was an important day in my life when at last I understood that if he needed forty days in the wilderness at one point, I very likely could use three or four.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

Would the fate of China have been different if Stilwell had been allowed to reform the army and create an effective combat force of 90 divisions? ... This assumption might have been true if Asia were clay in the hands of the West. But the"regenerative idea," stilwell's or another's, could not be imposed from the outside. The Kuomintang military structure could not be reformed without reform of the system from which it sprang and, as Stillwell himself recognized, to reform such a system "it must be torn to pieces." In great things, wrote Erasmus, it is enough to have tried. Stilwell's mission was America's supreme try in China. He made the maximum effort because his temperament permitted no less: he never slackened and he never gave up. Yet the mission failed in its ultimate purpose because the goal was unachievable. The impulse was not Chinese. Combat efficiency and the offensive spirit, like the Christianity and democracy offered by missionaries and foreign advisers, were not indigenous demands of the society and culture to which they were brought. Even the Yellow River Road that Stilwell built in 1921 had disappeared twelve years later. China was a problem for which there was no American solution. The American effort to sustain the status quo could not supply an outworn government with strength and stability or popular support. It could not hold up a husk nor long delay the cyclical passing of the mandate of heaven. In the end, China went her own way as if the Americans had never come.

To Muslims, I repeat that Islam is a great and noble religion but that all Muslims and Muslim majority societies did not in the past and do not now live up to this nobleness: critical reflection is required about faithfulness to our principles, our outlook on others, on cultures, freedom, the situation of women, and so on. Our contradictions and ambiguities are countless. To Westerners, I similarly repeat that the undeniable achievements of freedom and democracy should not make us forget murderous “civilizing missions,” colonization, the destructive economic order, racism, discrimination, acquiescent relations with the worst dictatorships, and other failings. Our contradictions and ambiguities are countless. I am equally demanding and rigorous with both universes.

A few scrapes, my ass,” she muttered, wringing her shaking hands. Constance shoved a bulb of garlic at her. “They’re Highlanders, dear. They’ll get themselves stabbed, dragged through a briar patch, thrown over a cliff, and punched in the face all before breakfast and call it ‘a fair interesting morn’.’ Now, peel those and put the cloves in the hot water.” The older woman nodded toward the steaming kettle a maid had deposited on the hearth. “Garlic water cleans wounds better than plain water and keeps infection away.” She latched onto the competence Constance radiated. While calming her with brisk assurances that all would be well, the older woman deftly deployed a small army of castle servants on various missions relating to “doctoring a bone-headed Highland husband.

Western people today may have acquaintances, but few have relationships that even remotely approximate the honest, vulnerable, committed, covenantal relationships that weave the body of Christ together in the New Testament. Related to this, while the New Testament views the church as a community of people who unite around a mission, who spend significant amounts of time together in study, worship, and ministry, and who help one another become “fully mature in Christ” (Col. 1:28; cf. Eph. 4:13; James 1:4), most Westerners assume church is a place they go to once a week to sit alongside strangers, sing a few songs, and listen to a message before returning to their insulated lives. So too, whereas the New Testament envisions the bride of Christ as a community of people who convince the world that Jesus is for real by the way our unity reflects and participates in the loving unity of the Trinity (John 17:20–23), the Western church today has been reduced to little more than a brief gathering of consumers who are otherwise unconnected and who attend the weekend event with hopes of getting something that will benefit their lives. From a kingdom perspective, this individualistic and impoverished consumer-driven view of the church is nothing short of tragic, as is the perpetual immaturity of the believers who are trapped in it. If we are serious about our covenant with Christ, we have no choice but to get serious about cultivating covenant relationships with other disciples. There are no individual brides of Christ. Jesus is not a polygamist! There

Einstein’s “physical strategy” began with his mission to generalize the principle of relativity so that it applied to observers who were accelerating or moving in an arbitrary manner. Any gravitational field equation he devised would have to meet the following physical requirements: • It must revert to Newtonian theory in the special case of weak and static gravitational fields. In other words, under certain normal conditions, his theory would describe Newton’s familiar laws of gravitation and motion. • It should preserve the laws of classical physics, most notably the conservation of energy and momentum. • It should satisfy the principle of equivalence, which holds that observations made by an observer who is uniformly accelerating would be equivalent to those made by an observer standing in a comparable gravitational field.

A complete history of sexual scandal in Washington will probably never be written, because the public does not want to read a 20,000 page book that needs to be updated weekly (note to self: maybe they DO -- idea for next book). From the earliest days of the Republic, when our first Ambassador, Benjamin Franklin, fondled and groped the awestruck wives of his French hosts while on mission to Paris, shortly to be succeeded by the even-more-amorous Thomas Jefferson, who broke an ankle in the Louvre while leaping to an assignation with yet another married Frenchwoman, all the way down to our contemporary satyrs, the priapic Kennedys, Wilbur "Fanne Fox" Mills, "Slobbering Bob" Packwood, Bill "I did not have sexual relations with that woman" Clinton, etc., our political leaders have repeatedly proven to be incredibly horny old goats.

Humanization and liberation understandings have taken seriously the plight of the poor, oppressed, and marginalized. Approaches to mission that declare simplistic spiritual answers for all humanity’s problems without also addressing the sociopolitical roots of those problems are neither credible nor in the spirit of the gospel. God’s concern for the plight of the poor and disenfranchised is well attested in the Old Testament, in the life of Jesus, and in the early church. “The righteous care about justice for the poor, but the wicked have no such concern” (Prov. 29:7). The question is not whether the church should be concerned about the poor and the economic systems that contribute to poverty and oppression; rather, the question is how such issues should be addressed and how such concerns relate to the overall task of missions.

Right off, Hopkins addressed a matter that had pinched relations between America and Britain. “I told him there was a feeling in some quarters that he, Churchill, did not like America, Americans or Roosevelt,” Hopkins recalled. Churchill denied it, emphatically, and blamed Joseph Kennedy for promulgating so incorrect an impression. He directed a secretary to retrieve the telegram he had sent to Roosevelt the previous fall, in which he congratulated the president on his reelection—the one Roosevelt had never answered or acknowledged. This initial awkwardness was quickly eclipsed, as Hopkins explained that his mission was to learn all he could about Britain’s situation and needs. The conversation ranged wide, from poison gas, to Greece, to North Africa. John Colville noted in his diary that Churchill and Hopkins “were so impressed with each other that their tête-à-tête did not break up till nearly 4:00.” It

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

When it comes to the heart and soul of the Jewish faith - the law of Moses - Jesus was adamant that his mission was not to abolish the law but to fulfill it (Matthew 5:17). That law made a clear distinction between relations among Jews and relations between Jews and foreigners. The oft-repeated commandment "love your neighbor as yourself" was originally given strictly in the context of internal relations within Israel. The verse in question reads: "You shall not take vengeance or bear a grudge against any of your people , but shall love your neighbor as yourself" (Leviticus 19:18). To the Israelites, as well to Jesus's community in first-century Palestine,"neighbor" meant one's fellow Jews. With regard to the treatment of foreigners and outsiders, oppressors and occupiers, however, the Torah could not be clearer: "You shall drive them out before you. You shall make no covenant with them and their gods. They shall not live in your land" (Exodus 23:31-33)

You can tell me all about the new job and lecture me about my lack of focus once I’m done with this mission and giving you this sweater in person. But you’d better meet me somewhere civilized and comfortable, because I’m done with impossible environments.” The comm goes still, and she feels a small ping of guilt for ignoring him. Most ships can’t even handle communications at this range, but the Resistance does have some wonderful toys. Vi puts her boots up and leans back in her seat, focusing on the unwieldy wooden knitting needles that look more like primitive weapons than elegant tools. “It’s all about forward momentum, Gigi,” she says to her astromech, U5-GG. “Better a hideous sweater infused with love than…I don’t know. What other gifts do people give their only living relative? A nice chrono? I shall continue to the end, if imperfectly.” She spins in her chair and holds up what she’s accomplished so far. “What do you think?” Gigi beeps and boops in what sounds

Most important of all, ARPA staffers recognized the agency’s biggest mistake yet: It had not been tapping the universities where much of the best scientific work was being done. The scientific community, predictably, rallied to the call for a reinvention of ARPA as a “high-risk, high-gain” research sponsor—the kind of R&D shop they had dreamed of all along. Their dream was realized; ARPA was given its new mission. As ARPA’s features took shape, one readily apparent characteristic of the agency was that its relatively small size allowed the personality of its director to permeate the organization. In time, the “ARPA style”—freewheeling, open to high risk, agile—would be vaunted. Other Washington bureaucrats came to envy ARPA’s modus operandi. Eventually the agency attracted an elite corps of hard-charging R&D advocates from the finest universities and research laboratories, who set about building a community of the best technical and scientific minds in American research. The

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

I still have no choice but to bring out Minerva instead.” “But Minerva doesn’t care about men,” young Charlotte said helpfully. “She prefers dirt and rocks.” “It’s called geology,” Minerva said. “It’s a science.” “It’s certain spinsterhood, is what it is! Unnatural girl. Do sit straight in your chair, at least.” Mrs. Highwood sighed and fanned harder. To Susanna, she said, “I despair of her, truly. This is why Diana must get well, you see. Can you imagine Minerva in Society?” Susanna bit back a smile, all too easily imagining the scene. It would probably resemble her own debut. Like Minerva, she had been absorbed in unladylike pursuits, and the object of her female relations’ oft-voiced despair. At balls, she’d been that freckled Amazon in the corner, who would have been all too happy to blend into the wallpaper, if only her hair color would have allowed it. As for the gentlemen she’d met…not a one of them had managed to sweep her off her feet. To be fair, none of them had tried very hard. She shrugged off the awkward memories. That time was behind her now. Mrs. Highwood’s gaze fell on a book at the corner of the table. “I am gratified to see you keep Mrs. Worthington close at hand.” “Oh yes,” Susanna replied, reaching for the blue, leatherbound tome. “You’ll find copies of Mrs. Worthington’s Wisdom scattered everywhere throughout the village. We find it a very useful book.” “Hear that, Minerva? You would do well to learn it by heart.” When Minerva rolled her eyes, Mrs. Highwood said, “Charlotte, open it now. Read aloud the beginning of Chapter Twelve.” Charlotte reached for the book and opened it, then cleared her throat and read aloud in a dramatic voice. “’Chapter Twelve. The perils of excessive education. A young lady’s intellect should be in all ways like her undergarments. Present, pristine, and imperceptible to the casual observer.’” Mrs. Highwood harrumphed. “Yes. Just so. Hear and believe it, Minerva. Hear and believe every word. As Miss Finch says, you will find that book very useful.” Susanna took a leisurely sip of tea, swallowing with it a bitter lump of indignation. She wasn’t an angry or resentful person, as a matter of course. But once provoked, her passions required formidable effort to conceal. That book provoked her, no end. Mrs. Worthington’s Wisdom for Young Ladies was the bane of sensible girls the world over, crammed with insipid, damaging advice on every page. Susanna could have gleefully crushed its pages to powder with a mortar and pestle, labeled the vial with a skull and crossbones, and placed it on the highest shelf in her stillroom, right beside the dried foxglove leaves and deadly nightshade berries. Instead, she’d made it her mission to remove as many copies as possible from circulation. A sort of quarantine. Former residents of the Queen’s Ruby sent the books from all corners of England. One couldn’t enter a room in Spindle Cove without finding a copy or three of Mrs. Worthington’s Wisdom. And just as Susanna had told Mrs. Highwood, they found the book very useful indeed. It was the perfect size for propping a window open. It also made an excellent doorstop or paperweight. Susanna used her personal copies for pressing herbs. Or occasionally, for target practice. She motioned to Charlotte. “May I?” Taking the volume from the girl’s grip, she raised the book high. Then, with a brisk thwack, she used it to crush a bothersome gnat. With a calm smile, she placed the book on a side table. “Very useful indeed.

I feel obliged to withhold my approval of the plan, as proposed by this bill, to indulge a benevolent and charitable sentiment through the appropriation of public funds for that purpose. I can find no warrant for that kind of appropriation in the Constitution, and I do not believe that the power and duty of the General Government ought to be extended to the relief of individual suffering which is in no manner properly related to the public service or benefit. A prevalent tendency to disregard the limited mission of this power and duty should, I think, be steadfastly resisted, to the end that the lesson should be constantly enforced that though the people support the Government, the Government should not support the people. The friendliness and charity of our countrymen can always be relied upon to relieve their fellow-citizens in misfortune. This has been repeatedly and quite lately demonstrated. Federal aid in such cases encourages the expectation of paternal care on the part of the Government and weakens the sturdiness of our national character, while it prevents the indulgence among our people of that kindly sentiment and conduct which strengthens the bonds of a common brotherhood.

As I was completing this book, I saw news reports quoting NASA chief Charles Bolden announcing that from now on the primary mission of America’s space agency would be to improve relations with the Muslim world. Come again? Bolden said he got the word directly from the president. “He wanted me to find a way to reach out to the Muslim world and engage much more with dominantly Muslim nations to help them feel good about their historic contribution to science and math and engineering.” Bolden added that the International Space Station was a kind of model for NASA’s future, since it was not just a U.S. operation but included the Russians and the Chinese. Bolden, who made these remarks in an interview with Al-Jazeera, timed them to coincide with the one-year anniversary of Obama’s own Cairo address to the Muslim world.3 Bolden’s remarks provoked consternation not only among conservatives but also among famous former astronauts Neil Armstrong and John Glenn and others involved in America’s space programs. No surprise: most people think of NASA’s job as one of landing on the moon and Mars and exploring other faraway destinations. Even some of Obama’s supporters expressed puzzlement. Sure, we are all for Islamic self-esteem, and seven or eight hundred years ago the Muslims did make a couple of important discoveries, but what on earth was Obama up to here?

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that.

The Sumerian pantheon was headed by an "Olympian Circle" of twelve, for each of these supreme gods had to have a celestial counterpart, one of the twelve members of the Solar System. Indeed, the names of the gods and their planets were one and the same (except when a variety of epithets were used to describe the planet or the god's attributes). Heading the pantheon was the ruler of Nibiru, ANU whose name was synonymous with "Heaven," for he resided on Nibiru. His spouse, also a member of the Twelve, was called ANTU. Included in this group were the two principal sons of ANU: E.A ("Whose House Is Water"), Anu's Firstborn but not by Antu; and EN.LIL ("Lord of the Command") who was the Heir Apparent because his mother was Antu, a half sister of Anu. Ea was also called in Sumerian texts EN.KI ("Lord Earth"), for he had led the first mission of the Anunnaki from Nibiru to Earth and established on Earth their first colonies in the E.DIN ("Home of the Righteous Ones")—the biblical Eden. His mission was to obtain gold, for which Earth was a unique source. Not for ornamentation or because of vanity, but as away to save the atmosphere of Nibiru by suspending gold dust in that planet's stratosphere. As recorded in the Sumerian texts (and related by us in The 12th Planet and subsequent books of The Earth Chronicles), Enlil was sent to Earth to take over the command when the initial extraction methods used by Enki proved unsatisfactory. This laid the groundwork for an ongoing feud between the two half brothers and their descendants, a feud that led to Wars of the Gods; it ended with a peace treaty worked out by their sister Ninti (thereafter renamed Ninharsag). The inhabited Earth was divided between the warring clans. The three sons of Enlil—Ninurta, Sin, Adad—together with Sin's twin children, Shamash (the Sun) and Ishtar (Venus), were given the lands of Shem and Japhet, the lands of the Semites and Indo-Europeans: Sin (the Moon) lowland Mesopotamia; Ninurta, ("Enlil's Warrior," Mars) the highlands of Elam and Assyria; Adad ("The Thunderer," Mercury) Asia Minor (the land of the Hittites) and Lebanon. Ishtar was granted dominion as the goddess of the Indus Valley civilization; Shamash was given command of the spaceport in the Sinai peninsula. This division, which did not go uncontested, gave Enki and his sons the lands of Ham—the brown/black people—of Africa: the civilization of the Nile Valley and the gold mines of southern and western Africa—a vital and cherished prize. A great scientist and metallurgist, Enki's Egyptian name was Ptah ("The Developer"; a title that translated into Hephaestus by the Greeks and Vulcan by the Romans). He shared the continent with his sons; among them was the firstborn MAR.DUK ("Son of the Bright Mound") whom the Egyptians called Ra, and NIN.GISH.ZI.DA ("Lord of the Tree of Life") whom the Egyptians called Thoth (Hermes to the Greeks)—a god of secret knowledge including astronomy, mathematics, and the building of pyramids. It was the knowledge imparted by this pantheon, the needs of the gods who had come to Earth, and the leadership of Thoth, that directed the African Olmecs and the bearded Near Easterners to the other side of the world. And having arrived in Mesoamerica on the Gulf coast—just as the Spaniards, aided by the same sea currents, did millennia later—they cut across the Mesoamerican isthmus at its narrowest neck and—just like the Spaniards due to the same geography—sailed down from the Pacific coast of Mesoamerica southward, to the lands of Central America and beyond. For that is where the gold was, in Spanish times and before.

Astrophage has a predator!” There’s a whole biosphere at Adrian. Not just Astrophage. There’s even an active biosphere within the Petrova line. This is where it all started. Has to be. How else can we explain countless extremely different life-forms that all evolved to migrate in space? They all came from the same genetic root. Astrophage was just one of many, many life-forms that evolved here. And with all life, there is variance and predation. Adrian isn’t just some planet that Astrophage infected. It’s the Astrophage homeworld! And it’s the home of Astrophage’s predators. “This is amazing!” I yell. “If we find a predator…” “We take home!” Rocky says, two octaves higher than normal. “It eat Astrophage, breed, eat more Astrophage, breed, eat more more more! Stars saved!” “Yes!” I press my knuckles against the tunnel wall. “Fist-bump!” “What, question?” I rap the tunnel again. “This. Do this.” He emulates my gesture against the wall opposite my hand. “Celebration!” I say. “Celebration!” The crew of the Hail Mary sat on the couch in the break room, each with their drink of choice. Commander Yáo had a German beer, Engineer Ilyukhina had a distressingly large tumbler of vodka, and Science Specialist DuBois had a glass of 2003 Cabernet Sauvignon that he had poured ten minutes in advance to ensure it had time to breathe. The break room itself had been a struggle to arrange. Stratt didn’t like anything that wasn’t directly related to the mission, and an aircraft carrier wasn’t exactly overflowing with extra space. Still, with more than a hundred scientists from all over the world demanding a place to relax, she had relented. A small room in the corner of the hangar deck was built to house the “extravagance.” Dozens of people crowded into the room and watched the TV feed on the wall-mounted monitor. By silent agreement, the crew got to sit on the couch.

city builders and rebuilders (Jerusalem) and city-loving exiles (Babylon). In New Testament times, the people of God become city missionaries (indeed, New Testament writings contain few glimpses of nonurban Christianity). Finally, when God’s future arrives in the form of a city, his people can finally be fully at home. The fallen nature of the city — the warping of its potential due to the power of sin — is finally overcome and resolved; the cultural mandate is complete; the capacities of city life are freed in the end to serve God. All of God’s people serve him in his holy city. QUESTIONS FOR DISCUSSION AND REFLECTION 1. Keller writes, “The church should continue to relate to the human cities of our time, not as the people of God did under Abraham, Moses, or David, but as they did during the time of the exile.” In what ways is the situation of the Christian church different from that of the exiles in Babylon? In what ways is it similar? How does this affect the mission of the church today? 2. From Acts 17 through the end of the book of Acts, Paul has strategically traveled to the intellectual (Athens), commercial (Corinth), religious (Ephesus), and political (Rome) centers of the Roman world. What are the centers of power and influence in your own local context? How is your church seeking to strategically reach these different centers of cultural influence? 3. Keller writes, “Then, as now, the cities were filled with the poor, and urban Christians’ commitment to the poor was visible and striking.” Do you believe this is still true of the Christian church? If so, give an example. If not, how can this legacy be recaptured? 4. Keller writes, “Gardening (the original human vocation) is a paradigm for cultural development. A gardener neither leaves the ground as is, nor does he destroy it. Instead, he rearranges it to produce food and plants for human life. He cultivates it. (The words culture and cultivate come from the same root.) Every vocation is in some way a response to, and an extension of, the primal,

Remarkably, we still have a ‘wild’ Indian’s account of his capture and incarceration. In 1878, when he was an old man, a Kamia called Janitin told an interviewer: I and two of my relatives went down ... to the beach ... we did no harm to anyone on the road, and ... we thought of nothing more than catching and drying clams in order to carry them to our village. While we were doing this, we saw two men on horseback coming rapidly towards us; my relatives were immediately afraid and they fled with all speed, hiding themselves in a very dense willow grove ... As soon as I saw myself alone, I also became afraid ... and ran to the forest ... but already it was too late, because in a moment they overtook me and lassoed and dragged me for a long distance, wounding me much with the branches over which they dragged me, pulling me lassoed as I was with their horses running; after this they roped me with my arms behind and carried me off to the Mission of San Miguel, making me travel almost at a run in order to keep up with their horses, and when I stopped a little to catch my wind, they lashed me with the lariats that they carried, making me understand by signs that I should hurry; after much travelling in this manner, they diminished the pace and lashed me in order that I would always travel at the pace of the horses. When we arrived at the mission, they locked me in a room for a week; the father [a Dominican priest] made me go to his habitation and he talked to me by means of an interpreter, telling me that he would make me a Christian, and he told me many things that I did not understand, and Cunnur, the interpreter, told me that I should do as the father told me, because now I was not going to be set free, and it would go very bad with me if I did not consent in it. They gave me atole de mayz[corn gruel] to eat which I did not like because I was not accustomed to that food; but there was nothing else to eat. One day they threw water on my head and gave me salt to eat, and with this the interpreter told me that I was now Christian and that I was called Jesús: I knew nothing of this, and I tolerated it all because in the end I was a poor Indian and did not have recourse but to conform myself and tolerate the things they did with me. The following day after my baptism, they took me to work with the other Indians, and they put me to cleaning a milpa [cornfield] of maize; since I did not know how to manage the hoe that they gave me, after hoeing a little, I cut my foot and could not continue working with it, but I was put to pulling out the weeds by hand, and in this manner I did not finish the task that they gave me. In the afternoon they lashed me for not finishing the job, and the following day the same thing happened as on the previous day. Every day they lashed me unjustly because I did not finish what I did not know how to do, and thus I existed for many days until I found a way to escape; but I was tracked and they caught me like a fox; there they seized me by lasso as on the first occasion, and they carried me off to the mission torturing me on the road. After we arrived, the father passed along the corridor of the house, and he ordered that they fasten me to the stake and castigate me; they lashed me until I lost consciousness, and I did not regain consciousness for many hours afterwards. For several days I could not raise myself from the floor where they had laid me, and I still have on my shoulders the marks of the lashes which they gave me then.

There is need of a great revival of spiritual life, of true fervent devotion to our Lord Jesus, of entire consecration to His service. It is only in a Church in which this spirit of revival has at least begun, that there is any hope of any very radical change in the relation of the majority of our Christian people to mission work.

Without a vision and a mission, your company can be termed as a ‘Bull’ set free in the busy streets of the corporate world

A visionary company is one which is seen growing in a consistent pattern by being goal oriented driven by a vision and a mission

He and his subordinates have instituted a policy whereby American immigration agents assist human traffickers in assisting aliens with relatives in the United States to enter the United States illegally. A federal district judge in Texas has issued a court order noting “the apparent policy of the Department of Homeland Security of completing the criminal mission of individuals who are violating the border security of the United States.”7

Evaluate the external environment that affects you to assess the opportunities and threats you face with regard to your mission and objectives. Then, using value chain analysis, conduct an honest inventory of your personal strengths and weaknesses as they relate to that external environment. What actions do your results suggest?

It was the missionaries who became the brave storm troopers of Christianity, slashing their way through jungles, going where no one had gone before. Mission was now reserved for work among the unreached nations and no longer simply happened next door or around the corner. But the churches that had outsourced their missionary activity to the mission societies tended to drift languidly into the role of fund-raiser for the mission societies. This dilemma was seriously exacerbated when, after World War II, a number of parachurch societies, mainly aimed at reaching young people, were formed. These included Youth for Christ, the Navigators, Campus Crusade for Christ, and so on, and were aimed at reaching students and teens right under the noses of existing churches. Once again, mission was outsourced to specialist agencies, leaving the local church focused primarily around pastoral issues and Sunday worship. Not only did this create the great stepchild, the parachurch, it crippled the church’s witness beyond the Sunday gathering. And again, given the significant cultural effect of the postwar baby boom, we understand the historical reasons why such specialization of local mission occurred. But it only deepened the cleft between missionary activity and church activity. Again, long before all this happened, Roland Allen was deeply concerned. We may compare the relation of the societies to the Church with the institution of divorce in relation to marriage. Just as divorce was permitted for the hardness of men’s hearts because they were unable to observe the divine institution of marriage in its original perfection, so the organization of missionary societies was permitted for the hardness of our hearts, because we had lost the power to appreciate and to use the divine organization of the Church in its simplicity for the purpose for which it was first created.[155] In the end Allen himself despondently capitulated to this great divorce, concluding that “the divine perfection of the Church as a missionary society cannot be recovered simply by abolishing the missionary societies, and saying, let the Church be her own missionary society.”[156] Maybe not in 1926, but today there is an increasing unease with this “divorce” between mission and church. Allen was ahead of his time. He forecast the situation we now find ourselves in—with missionless churches and churchless missions, and neither one being all it should be. We contend that the whole missional church conversation was one that the church has been building toward for over a century. And now is the time to have it. A new generation of young Christians is desperate for the adventure of mission. They were raised in the hermetically sealed environment of missionless church, and those who have emerged with their faith still intact are hungry for the risk and ordeal that only true missional activity can offer.

The Greek word euangelizo means “to gospelize,” to tell people the good news about what Jesus did for us, and in the book of Acts literally everyone in the early church does it. Not only the apostles (5:42) but every Christian (8:4) did evangelism — and they did so endlessly. Passages such as Romans 15:14; Colossians 3:16; 1 Thessalonians 1:6–10; Hebrews 3:13; and 1 John 2:20, 27 indicate that every Christian was expected to evangelize, follow up, nurture, and teach people the Word. This happened relationally — one person bringing the gospel to another within the context of a relationship. In Michael Green’s seminal Evangelism in the Early Church, he conveys the conclusion of historians that early Christianity’s explosive growth “was in reality accomplished by means of informal missionaries.”3 That is, Christian laypeople — not trained preachers and evangelists — carried on the mission of the church not through formal preaching but informal conversation — “in homes and wine shops, on walks, and around market stalls … they did it naturally, enthusiastically.”4

If synagogues would reconceptualize their venue as a third place, they would feel more like a welcoming home in all aspects of their operations.21 Reenvisioning the synagogue venue in this way is not a far stretch in imagination, as “home,” or bayit, precedes the three primary functions of synagogues (beit kenesset, beit midrash, beit tefillah). This shift in thinking can cause profound changes in how synagogues relate to people on an individual level, how they approach the diversity of today's Jewish community, and how they seek to relate to their broader environment. For example, in contrast to the above mission and vision statements, a synagogue that sees itself as third place might have the following mission and vision: The mission of Temple XX is to enable members and seekers to experience Judaism in a community that offers compelling meaning to today's big and small questions of life from a Jewish perspective. Temple XX broadens and deepens opportunities for all—young and old, Jewish and non-Jewish, religious and secular, learned and just learning, committed and seeking—to find and create a welcoming home. By realigning outdated organizational thinking with relevant frameworks for building Jewish community, Temple XX's initiatives reach out to those beyond the core synagogue community. A synagogue that reenvisions itself as a third place might have a vision statement that reads: Our synagogue aspires to become a place of relevance, where people will want to experience the joy of community and be inspired by enduring Jewish values. Between a hectic home life and a pressured work environment, our synagogue will be the Jewish place where people renew their minds and spirits and create rewarding Jewish connections.

To Donna, her art making is her calling; it is necessity, urgency. She relates, “One of my survival skills includes being productive. I look at this as a life’s mission.

By mobilizing relational ministry from how, by stopping only at Langmead's first aspect of incarnational mission (Jesus as a pattern for mission), the who of personal encounter, of participation in the continued presence of Jesus, is squeezed out into a utilitarian pattern (Jesus did it this way so we should too) that can be duplicated but lacks the indwelling power and direction of God.

Then the servant left, taking with him ten of his master’s camels loaded with all kinds of good things from his master (Genesis 24:10). If we relate this to our being sent out on a mission by our heavenly master, the focus all the time should be on our master and not on ourselves. We owe nothing, and our entire mission is on behalf of our master.

In Patch Adams, we see the missionary life in two related processes. The first we call “living out,” and the second we call “inviting in.” Living out is about what missional people do. Inviting in is about how Sojourners move into our communities. These are the two overarching processes that bring missional people and Sojourners together.

Christians better reflect God’s glory and most effectively worship him when they fix their sights on enjoying God and find their deepest satisfaction in relating to and serving him (see Piper 1986).

Where I live, on the West Coast, most churches tend to be small and to have little influence in the culture. Stark and Finke explain, “A major reason for the lack of church membership in the West is high rates of mobility, which decrease the ability of all voluntary organizations, not just churches, to maintain membership. That is, people move so often that they lack the social ties needed to affiliate with churches.”25 To address this problem, one of the most effective church-planting networks in the United States began in Tacoma, Washington, by using a method of developing intensive community in neighborhoods. Soma Communities fosters deep and intense relationships by teaching church planters to get closely involved in their neighborhoods, opening their homes to neighbors, gathering friends together on a regular basis, and forming “missional communities” focused on discovering and meeting the needs of neighbors and the community. It is these relational bonds that make someone unfamiliar with Christianity want to try it out. Rick Richardson, who directs the evangelism and leadership program at Wheaton College Graduate School, argues that “belonging comes before believing.” He contrasts older methods of evangelism that focused on asking individuals to make a set of commitments. Today, asserts Richardson, presenting four spiritual laws and inviting people to make decisions for Christ is less effective. “Evangelism is about helping people belong so that they can come to believe. So our communities need to be places where people can connect before they have to commit.”26 The idea is held up by social science research showing that converts tend to sign on to a new faith only after their social ties become stronger to those in the new faith than to others outside it. “This often occurs before a convert knows much about what the group believes.

Transfer must be the aim of all teaching in school - it is not an option - because when we teach, we can address only a relatively small sample of the entire subject matter. All teachers have said to themselves after a lesson "Oh, if only we had more time! This is just a drop in the bucket!" We can never have enough time. Transfer is our greatest and most difficult mission because we need to put students in a position to learn far more, on their own, than they can ever learn from us.

Luke relates three instances of Jesus having been invited to meals in the houses of Pharisees. He omits controversial passages (such as Mk 7:1-20), which might have been experienced as unpleasant by Jews. He does not apply the parable of the tenants to the chief priests and the Pharisees, as Matthew does. In his passion narrative the crowd does not cry out, “His blood be on us and on our children!” (Mt 27:25); instead, Luke mentions that “a great multitude of the people” mourned and lamented over Jesus (23:27). Only Luke has the Crucified pray, “Father, forgive them; for they know not what they do” (23:34), and it is highly unlikely that he intends to suggest that Jesus is praying only for his Roman executioners. Actually, Luke frequently emphasizes that the Jewish authorities did what they did out of ignorance (cf Acts 3:17; 13:27).

He is, for instance, the only evangelist who has John the Baptist spell out in practical terms what it means to “bear fruits that befit repentance” (3:8), and he does this in terms of economic relations (3:10-14).

He is, for instance, the only evangelist who has John the Baptist spell out in practical terms what it means to “bear fruits that befit repentance” (3:8), and he does this in terms of economic relations (3:10-14). The term ptochos (“poor”) occurs ten times in Luke, compared to five times each in Mark and Matthew.4 Not only the word ptochos, but also other terms referring to want and need abound in Luke. The same is true of terms referring to wealth, such as plousios (“rich”) and hyparchonta (“possessions”) (cf Bergquist 1986:4f). “If we did not have Luke,” comments Schottroff and Stegemann (1986:67), “we would probably have lost an important, if not the most important, part of the earliest Christian tradition and its intense preoccupation with the figure and message of Jesus as the hope of the poor.” Mazamisa (1987:99) summarizes, [Luke's] concern is with the social issues he writes about: with the demons and evil forces in first century society which deprived women, men and children of dignity and selfhood, of sight and voice and bread, and sought to control their lives for private gain; with the people's own selfishness and servility; and with the promises and possibilities of the poor and the outcasts.

While my mission is not to transform, motivate, or inspire, it certainly is to relate and connect to everyone I come in touch with.

Westerners say, “I think, therefore I am,” with the focus on individual identity apart from social context. Africans say, “We relate, therefore I am”—a

not sure about the man being over the woman, that sort of stuff. We should look up some verses for guidance, as women.” “We should. Maybe we can find a married Christian woman to help us figure out the roles, Biblically speaking, since nobody like that is connected with the mission. It’s kind of a weak link in our God information chain, I think.” “What, you don’t trust Bob or Samson to give us that information?” Annabelle teased. “Of course I do. But just like in my weight-loss class, I can better relate to someone who has been in my shoes, and I think the same is going to be true when defining roles for ourselves as potential wives. I want that information from someone who is living that role.

In spite of the desire for relational connectivity, the greatest ministry challenge facing these younger Christians is arguably long-term commitment. In their fast-moving, ever-changing world, concentration on any one thing for more than three or six months is very challenging. Going on a short-term mission trip to rescue people from human trafficking is one thing; investing years or decades in fighting unjust legal systems is another.

As wealthy North Americans-and I use the term wealthy relative to the vast majority of the world, not to the lifestyles of Forbes magazine's list of billionaires-it is often easier to be financially generous than personally sacrificial. The sacrifices needed for effectiveness might mean greater commitment to an incarnational lifestyle: moving into the barrio and developing long-term rapport so that we can work together toward economic growth for the community. It could mean making the long-term commitment to learning a language, researching another world religion or adjusting to a foreign culture. It often means laying aside our own priorities and asking where we fit in the vision of others. It might even mean laying aside our impulsive desire to send more short-term mission teams.

What we need in Africa is fellowship/brotherhood from fellow sojourners. People who will take time to know, relate and walk alongside us as brothers and sisters. We want a relationship and sharing about our walk with Christ. This means taking time to visit with us, listening rather than speaking, preaching, training or giving money to fix our problems. All the things mentioned above are important and many times necessary, but they should not be offered as quick solutions or quick fixes to our problems and needs. They should be extended after creating a relationship. What is needed is creating time and space for mutual sharing concerning our spiritual journeys and encouraging each other. Many times, I feel that the church in the West feels they have everything to offer and nothing to learn from the South. There are lots of resources and opportunities in the West ... of all types ... economic, technological and even spiritual, and the church is many times generous in sharing these and this is good. But there are also some issues, including on the spiritual side. We would like to be given opportunities and space to share and contribute in challenging and encouraging the church in the West in their spiritual growth and dealing with some of their blind spots4

Avoid Paternalism: do not do things for people that they can do for themselves."" They go on to explain five ways that we in North America sometimes act paternally. •Resource paternalism: believing that throwing money at global problems will solve them. •Spiritual paternalism: believing that since we are materially rich and they are economically poor, we must have the deeper walk with God. •Knowledge paternalism: believing that we are the teachers and they are the learners. •Labor paternalism: doing work for people that they could (and should) do for themselves. •Managerial paternalism: taking charge when things are not moving at a pace that satisfies us.9 For effective North American-global partnerships to exist, we need to revise our paradigms, or the ways we look at things. Several partnership-related paradigms needing revision stand out.

Oscar described the idea of partnership from a more relational culture's perspective: "For us in Africa, we think from a family paradigm. When we come together in partnership, it's a partnership based on relationships (not tasks), and we stay partners for life.

Ekklesia was a common term used in Greek cities for assembling citizens together, often to render decisions related to public The words synagogue (sunagoge) and congregation (qahal) were the more common words used by Jews to describe their religious gatherings for prayer, worship, and exhortation. Jesus could have called His followers into a new synagogue or some other adaptation of a preexisting Jewish term. Instead, Jesus used a word that implied a public gathering for everyone, Jew and Gentile. The word church thrusts us into the public arena. The followers of Jesus could have avoided persecution by remaining within Judaism, which enjoyed a protected status as a cultus privatus (private cult) within the empire. The word synagogue referred to a religious community that had withdrawn from the world, whereas the word church refers to a public gathering of people at the center of society.

Relationships are important. A pastor from Nairobi, Kenya, was explaining to me the biggest difference between meetings in the West and meetings outside of the West. People from the West tend to be strategic, and they approach meetings with agendas, schedules and lists of follow-up items. Many people outside of the West, who prioritize relationships, first want to know if they can trust us and if we can do good work together. The relational aspect and getting to know each other is so important. In my relationships, I can ask myself this question: how are we building trust with each other, and how are we growing in our relationship as we work together?

Being missional is a way of thinking about the church and how it relates to the world. A missional church understands that the church doesn’t go on mission, or send people out to do missions. Rather, the church is the mission of God into the world, in order to heal the world and reconcile people to God. As a result, the church is not so much entrusted with a message, but is called to incarnate a person. We aren’t primarily about proclaiming Jesus’ work on the cross to the world. Rather we’re about making the words, deeds, and life of Jesus visible in every corner of our city.4

Tripp manipulated Monica, but Monica herself had manipulated her way to the president as much as the president schemed to ensnare her. I’d seen it all—or at least enough. But Monica was a pretty, spoiled girl; the president wasn’t. He knew damn well what he was doing to her emotionally and physically and to her reputation. He couldn’t have cared less. People like Monica and the entire Clinton Machine should never have had access to classified national security–related intelligence or enjoyed leadership positions. Their irresponsibility had consequences. Good men died from it—both in Mogadishu and Benghazi. We had friends die from exhaustion or from falling asleep at the wheel while ensuring the Secret Service mission of protecting the president. To die for a man of character—I can live with that. Scott Giambattista got shot to protect the president. Everyone watched the Clinton scandal shit show play out in Congress, in the media, and in the Oval Office, and every night in America’s living rooms. All the Clintons’ successes can be credited to men and women of character like Leon Panetta, Nancy Hernreich, and Betty Currie. The Clintons’ failures all point to themselves. The president and Mrs. Clinton were purely business partners. I believe from their movements and interactions that Mrs. Clinton knew of the affairs. But I do believe she was surprised by her partner’s stooping to romancing someone the age of their daughter and was furious that he besmirched the brand. Politically it was unthinkable. How could anyone excuse his womanizing and workplace conduct?

Few public-service institutions define their objectives in such absolute terms. But even company personnel departments and manufacturing service staffs tend to see their mission as ‘doing good’, and therefore as being moral and absolute instead of being economic and relative. This means that public-service institutions are out to maximize rather than to optimize. ‘Our mission will not be completed,’ asserts the head of the Crusade Against Hunger, ‘as long as there is one child on the earth going to bed hungry.’ If he were to say, ‘Our mission will be completed if the largest possible number of children that can be reached through existing distribution channels get enough to eat not to be stunted’, he would be booted out of office. But if the goal is maximization, it can never be attained. Indeed, the closer one comes towards attaining one’s objective, the more efforts are called for. For, once optimization has been reached (and the optimum in most efforts lies between 75 and 80 per cent of theoretical maximum), additional costs go up exponentially while additional results fall off exponentially. The closer a public-service institution comes to attaining its objectives, therefore, the more frustrated it will be and the harder it will work on what it is already doing.

I added that establishing relative importance is especially essential when organizations have a large number of principles. In a study of over 150 hospitals led by Wharton professor Drew Carton, a compelling vision was necessary but not sufficient for strong health and financial performance. The more core principles a hospital emphasized, the less a vivid vision helped. When hospitals had more than four core values, a clear mission no longer offered any benefits for reducing heart attack readmission rates or increasing return on assets. The more principles you have, the greater the odds that employees focus on different values or interpret the same values differently. If that proved to be an issue with five to ten principles, wouldn’t it be an even greater problem with two hundred or more?

The mystery of the ascension is of course just that, a mystery. It demands that we think what is, to many today, almost unthinkable: that when the Bible speaks of heaven and earth it is not talking about two localities related to each other within the same space-time continuum or about a nonphysical world contrasted with a physical one but about two different kinds of what we call space, two different kinds of what we call matter, and also quite possibly (though this does not necessarily follow from the other two) two different kinds of what we call time.

People who have lost their sentness expect their church to deliver on its promises to meet their needs, to care for them, to make them feel good. Pastors who have lost their sentness see their primary responsibilities as organizing services and meeting the needs of the people who are paying the bills. People who have lost their sentness gauge the success of their pastors according to metrics related to sales: more customers, more money and, ideally, a more fancy showroom. In other words, we measure church success by buildings, butts on seats and bucks in the offering.

People like Monica and the entire Clinton Machine should never have had access to classified national security–related intelligence or enjoyed leadership positions. Their irresponsibility had consequences. Good men died from it—both in Mogadishu and Benghazi. We had friends die from exhaustion or from falling asleep at the wheel while ensuring the Secret Service mission of protecting the president. To die for a man of character—I can live with that. Scott Giambattista got shot to protect the president. Everyone watched the Clinton scandal shit show play out in Congress, in the media, and in the Oval Office, and every night in America’s living rooms. All the Clintons’ successes can be credited to men and women of character like Leon Panetta, Nancy Hernreich, and Betty Currie. The Clintons’ failures all point to themselves.