2008 Woodie Awards
Scandal met with thankfulness
Nathan Harrison, Staff Writer
Issue date: 11/14/06
Last Updated: 12/26/07
Like many "megachurches," Haggard's attempted to reconcile the need for close connection with other believers with the unity of purpose that was at the heart of his vision. However, his philosophy was undercut by a pragmatism that often reduced evangelism to marketing and belief to a feel-good scheme - stating in an interview with Harper's Magazine in 2005 that it was time "to harness the forces of free-market capitalism in our ministry."
For example, New Life's variation on the common small group method of building connections between church members wasn't based on neighborhoods or geography like many others. As Haggard developed his concept for small groups, he questioned whether members wouldn't be more comfortable selecting their own groups, instead of being forced in with neighbors they might not know or particularly like. To use Haggard's own marketing language, fellow believers are not just people, they are brands and members can keep trying different brands until they find the one that they like best.
When the values underpinning a church body are turned on their head like this - asking not what I can do for my faith, but what my faith can do for me - it is no shock that problems would manifest themselves at the highest level. The old saying goes that power corrupts, and absolute power corrupts absolutely; this is certainly as true for the church as it is for the government or any corporation. Indeed, with his adoption of corporate tactics and language, it is unsurprising that Haggard would play fast and loose with his own principles.
New Life has already demonstrated its commitment to moving forward through its actions, and perhaps along with the National Association of Evangelicals, they may realize the flaws in Haggard's "free-market" vision and use their widespread influence to replace the hollowness of that vision with true faith.
For example, New Life's variation on the common small group method of building connections between church members wasn't based on neighborhoods or geography like many others. As Haggard developed his concept for small groups, he questioned whether members wouldn't be more comfortable selecting their own groups, instead of being forced in with neighbors they might not know or particularly like. To use Haggard's own marketing language, fellow believers are not just people, they are brands and members can keep trying different brands until they find the one that they like best.
When the values underpinning a church body are turned on their head like this - asking not what I can do for my faith, but what my faith can do for me - it is no shock that problems would manifest themselves at the highest level. The old saying goes that power corrupts, and absolute power corrupts absolutely; this is certainly as true for the church as it is for the government or any corporation. Indeed, with his adoption of corporate tactics and language, it is unsurprising that Haggard would play fast and loose with his own principles.
New Life has already demonstrated its commitment to moving forward through its actions, and perhaps along with the National Association of Evangelicals, they may realize the flaws in Haggard's "free-market" vision and use their widespread influence to replace the hollowness of that vision with true faith.
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