THE usual arguments, heated by constant repetition, flamed between husband and wife as I entered their home. The same petty criticisms, incessantly voiced, had now erupted into seemingly insurmountable differences. Plainly this marriage was moving swiftly toward the dismal rooms of the divorce courts. Nothing I had said or done on previous visits seemed to have brought any healing to the couple's open wounds. . .
THE genius of the Seventh-day Adventist Church has always been an aggressive evangelistic program. While evangelism has ever been the key to the growth of the church it has undergone a gradual transition that makes today's evangelistic work the most effective ever. . .
A WORKER possessed of an excellent spirit is as unique as a spring in the desert. He is one who drinks daily of the living water and has become a fountain of life. A force of such workers is a great inspiration and a mighty power. Such men constitute a successful conference soul-winning program. . .
During 1977 approximately three persons left the Adventist Church for every ten persons who joined. The solution to such excessive losses, says the author, is to stop trying to determine who is at fault, and develop an attitude of caring for the new convert.
We have no trouble recognizing the impact the pastor has on the organizational life of the church. We don't often realize, however, the
influence the organization has on the attitudes and actions of the pastor. Our church needs to develop a philosophy of pastoral ministry that recognizes the pastor as a true professional and the pastoral ministry as at least equal to other forms of ministry within the church.
Much of our task as pastors and church administrators is to manage volunteer workers. Managing volunteers in the church is quite different from managing employees in a business. The most unique difference is probably the source of authority that undergirds the leadership of those who manage volunteers.