August, 1974







Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Master Flowcharts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

Objective Indicative Screens . . . . . . . . . . . . . . . . . . . . . . . . . . 4,5

21­Point Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6


The Practical Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.8

Contradiction Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Proposals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Resolutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Tactical System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Tactics Intent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12,13

Implementaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Quarterly Battleplan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Weekly Modification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16,17

Warboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Instruments Formats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Page 1


Chicago August, 1974


The concretion of love for the world, moving on many fronts in creating the new forms of humanness, requires a common method of tactical thinking and finesse of practical tools in a form most useable in myriads of situations by local people. The Indicative Battleplanning Method is the edge of this type of tactical care for the world. Its quality is dynamic and its results are determined in the midst of corporate creation. Its combination of practical rationality and intuitive leaps call for risk in deciding the future and break loose humanness at depths not possible by teleological methods or goal centered thinking. Its process of dealing comprehensively with the actual situation gives permission for positive action by any group thus willing to expend themselves.

These tactical thinking and problem­solving methods, birthed in Fifth City as a concrete social sign, stimulated great interest and sparked the formulation of Areas, Metros and Cadres around the globe. Four years of actualization in The Local Church Experiment clarified the use of tactics in a tactical system. Subsequent analysis of the social process in its dynamical interrelatedness and underlying contradictions, along with the means of articulating a practical vision, now prove to be the key to the future.

Thus, this manual outlines procedures which allow a local group to assess its socio­situation, articulate its practical vision, discern the underlying contradictions, and build an effective tactical system. The products of the method ARE:

I. The Tactical System, which includes

A. Title page with the symbol of the Quarter's thrust.

B. The Global and Local 21 Point Plans.

C. The Inclusive Contradictions

D. The Proposal Paragraphs

E. The Tactical System Chart

F. The Tactics with paragraphs of Intent and Implementaries

G. The Quarterly Calendar Timeline of Tactical Actualization

II. The Quarterly Warboard (described in the Appendix)

III. Instruments for Weekly Modification and Actualization of the Tactics


UNIVERSAL ­ The Universal screens hold the primal story of selfhood and the world.

HISTORICAL ­ The Historical screens hold the accumulation of movemental wisdom.

LOCAL ­ The Local screens hold the particularities and uniquenesses of the immediate operating context,

Established ­ Established Directions refers to the articulated consensus

Directions relative to the Movement's thrust in history.

Operating Principles are the foundational presuppositions and definitudes which underlie all missional engagement, for example the 5th City Presuppositions and the social ideology of "All the earth belongs to all the people."

Operating Guidelines give practical direction to the Movement's activity, for example the 9 Pressure Points, the 9 Whistle Points and the Global Program Consensus.

Operating Structures are the concrete forms which give shape to the functioning dynamics of the Movement, for example the Religious House, the Daily Office and the yearly time design.

Current - Current Trends are indicators of changes in the social fabric of the local Trends situation.

Universal Trends are local manifestations of broader global trends, such as the indictment of a city mayor as a manifestation of political corruption.

Local Trends are societal trends unique to the immediate context such as a trend toward storefront rehabilitation in a business district.

Internal Trends are movemental, such as an increase in Phase IV interns.

Present ­ Present Situation is a description of the past year in

Situation light of the present moment and immediate context.

A Progromat is a brief report of last year's activities.

An Accomplomat is an extensive report of the wondrous happenings of the past year.

A Problomat is a brief objective intuitive list of current issues with which we would like to deal.

(continue numbering until there are 21 points)

1. The 21­Point Plan is an articulation of practical vision which serves as a concrete model of operation for the year, Everyone has a practical vision of what is going on in life and how to participate. The Movement's task is to bring objectivity, comprehensiveness and symbolization to that practical vision.

2. The 21­Point Plan is a plan for the globe as visualized and responded to through a specific geographic area. The 21­Point Plan is the first step of the Indicative Battleplanning process. This step is not an iron­clad rational exercise but rather a short and intuitive exercise which articulates and holds the practical vision relative to the tasks of the coming year.

3. In deciding the number of points, such as 21, an arbitrary number is chosen, holding complexity and basic irrationality, In considering all the myriad issues of our time, the 21­Point Plan transforms those issues into one common missional thrust. Finally, any one of 21 specific actions stands on its own and is not necessarily sequentially related to the others.


CHART GOES HERE not scanned






1. Context Practical Vision as both the rational and intuitive grasp of what is needed for the year ahead. Refer to the two Tactical Systems (Congregational and Parish) as screens to stimulate comprehensive thinking.

2. Briefly review the Universal, Historical and Local poles of the Objective Indicative Screen triangle and ground each in the group's experience. e.g., Universals Sociality ­ the Social Process triangles Anthropology ­ RS­I/LENS; Mythology ­ The Other World.

3. Spend most of the time on the Present Situation pole. Ask each individual to brainstorms

5 Local Happenings ­ (Progromat)

10 Magnificent Accomplishments ­ (Accomplomat)

3 Persistent Issues ­ (Problomat)

Have several people read their list and allow others to make additions. (Keep the movement lively and the mood light.)

4. Relate the brainstormed list to categories on the 5th City Social Model and the Local Church triangles. .






5. Look at the rational charts of the Congregational and Parish Tactical Systems. Artform quickly and note the respective positions of the Cadre, Congregation and Parish on each. Discuss the valences of the tactics.

6. Ground the tactics in the local situation by having the group name activities and events that have happened in each tactic. Keep a running tabulation of the numbers and use to discern the imbalances in effective tactical actualization.

­ Name the most "turned on" tactics.

­ Name the least "turned on" tactics.

7. Shade in the imbalances on the charts.






8. Brainstorm the Local 21 Point Plan. Allow the group 10 minutes for making lists of 21 points based on what is seen as necessary to rebalance the Local Church dynamic.

9. Break into sub­groups of 5 to 7 for 20 minutes to pull together results of individual work into 21 points for the sub-groups. Record on newsprint or butcher paper for reporting.

10. Re­gather the sub­groups and post the gestalted lists before the whole group. Do an intuitive gestalt of all the data into a 21 point Plan.

11. Compare the Local 21 Point Plan with the Global 21 Point Plan, noting similarities and differences and making any additions or revisions necessary.

12. Cluster the 21 Points into 4 to 7 Missional Arenas. Give each arena a title, write a sentence and create a poetic image for it.




13. Celebrate the newly created Practical Vision with a song, ritual or other symbolic act.

14. Brainstorm the visual images inherent in the 21 points and assign 3 to 5 persons to design a Practical Vision symbol for the Warboard and front cover of the Tactical System. Assign another 3 to 5 persons to write a song for the quarter. Assign others to make necessary preparations for the next session, including printing or duplicating the 21 Point Plan and other forms needed for Contradiction Analysis and workshopping Proposals and Tactics.

(Note: When printing, sufficient copies need to be done for compilation into the Local Tactical System.)

15. Conclude the session with the whole group gathered to see the symbol, sing the song and be sent out.







1. Individually brainstorm at least 3 blocks for each arena of the 21 Point Plan. Move quickly on this.

2. Have each participant star the most critical block in each arena. List the starred blocks on the chalkboard. Ask the group to scan the list and add blocks previously omitted.

3. Cross­gestalt to about 20 pre­contradictions and discern intuitively the 3 ­ 5 pre­contradiction arenas.

4. Introduce a "discontinuous moment" into the group, like a song.





5. Draw a large swirl chart with four concentric circles. Divide it into as many sections as there are pre­contradiction arenas and write the title of each around the outer circle periphery.

6. Plot all the pre­contradictions on the swirl in two word holding phrases, locating each in the appropriate section with the more critical ones near the center and to one side or another as the group intuits,



7. Artform the plotted data, looking for relationships and patterns. Discern and encircle 5 ­ 11 contradiction clusters.


8. Individually name the contradiction underlying each cluster.



9. Corporately gestalt the contradictions named above into 4 ­ 7 inclusive contradictions.

10. Insert a "change of pace" such as singing a song.






11. Individually brainstorm at least three proposed actions relative to each contradiction. Move quickly on this.

12. Ask each participant to star the most significant item in each column. List the starred items on the board. Ask the group to scan the list and add their previously omitted data or new insights,

13. Divide into subgroups of 3 or more and assign the lists of proposed actions. Instruct the subgroups to gestalt the lists to titles which represent the proposals and expand each proposal to four points. Re­title the column and put the data on the board.

14. Reconvene for brief reports and reflection. Consense on the Proposals and re­assign them to the groups for writing paragraphs.

15. Arrange to have the paragraphs duplicated before the next cession












1. Reed the proposa1 paragraphs from the last session and do a brief artform on the data behind them,

2. Individually brainstorm at least three resolutions that will actualize each proposal. List these on the board and look across the whole for relationships and insights previously unseen.

3. Erase the column titles and scan the whole to discern the 4 to 6 tactical arenas. Cross gestalt the data into the arenas and give each arena a title.

4. Divide into subgroups of 3 or more and assign the tactical arenas.

5. In subgroups, gestalt each tactical arena list into 2 to 7 tactics. Give each tactic a concrete three word title.

6. Reconvene for reports and reflection. Create a Tactical System chart on the board out of the work of the subgroups.

7. Study the chart carefully and compare it with the imbalances done on the Rational Charts in Session 1. Revise and polish the tactics as necessary.

8. Celebrate the work of Council I.

9. Make assignments necessary for printing and preparation for Council II.





1. Distribute the Tactical System created at Council I and give a brief overview of the arenas and tactics.

2. Display and call attention to the new Warboard. Note the calendar, tactical system and quarterly symbol on it and context the task of this Council to create Implementaries and fill in the tactical activities of the 13 weeks.





3. Walk through each tactic of the system, recovering common memory of the data from which they were created. Advise everyone to take careful notes for use in further work on the tactics.

4. For each tactic, brainstorm the "What's" that will accomplish its thrust. Try for four or more.

­ Ask, "Where do you see this tactic already going on ?"

­ Check the Congregational and Parish Tactical Systems for effective resource data and comprehensiveness.

5. Divide into subgroups and assign the tactics.




6. In subgroups discern 4 to 6 What's for each tactic. Resources of the Congregational and Parish Tactical Systems are crucial.

7. For each What, clearly state Why it is needed globally/locally.

8. For each tactic, write a paragraph of about 50 words stating the tactical intent by defining the What's and delineating the Why's in relation to the local situation and global context.

9. Create charts of the What's and Why's to post before the whole group

during the reporting session.





10. Reconvene for reports, reflection and consensus. As reports are given, ask the group to look for clarity, consistency and effectiveness. Allow for discussion, if needed.

11. In reflection on the tactics as a whole, asks

­ Will our tactical system actualize the Local Church Tactics ?

­ What tactics deal with internal discipline ? external mission ?

­ What are the emphases of the tactics relative to life phases ?

­ There do you see contextual re­education called for ? structural reformulation ? spirit remotivation ?

­ Have we omitted Local Church Tactics ? What is our rationale ?

12. After consensus, assign forces necessary to prepare a ditto master for each tactic, as illustrated on the Preparation for Council II page of this manual. Record the consensed on paragraphs and the What's and Why's. Duplicate just enough copies for those present or expected in the next session. Save the carbon sheets and the remainder of the ditto master for completing other categories in Session 5.




1. Context effectiveness in parish renewal as the power of a common thrust, The project is about the task of empowering the total Local Church dynamic in the community, It is one mission in multiple locations, effected by creating and actualizing corporate tactics.

2. Divide into subgroups of 3 or more and assign the tactics. Distribute the partially complete dittoed tactics to be used as worksheets.

3. In subgroups, briefly brainstorm a list of "How's" for each What. Select two or three most effective or suitable and record.

4. Do the same procedure for "Structures." Structures indicate the social arena in which the tactic is to be actualized.

5. Do the same procedure for "Forces." Strategic and helpful use of forges includes, in addition to the present body, all colleagues such as other guildsmen, historical churchmen, metro movement, religious house, etc.

6. After finishing each tactic, review the whole and decide on the tentative week actualization would be best for each of the 4 or more What's.

7. Exchange tactics with another subgroup to check for clear wording and effective implementation.





8. After completing the tactics, check the suggested weeks of implementation against the common calendar of­societal, movemental, community and congregational events. Make changes as required by the calendar. If the calendar reveals additional possibilities, modify the tactics with other What's.

9. Assign someone from the subgroup to complete the partially used ditto master with the data from this session and duplicate the completed tactics for the whole group. (At this point, these editions of the tactics are "worksheets" for reporting to the whole group.)

10. Assign others from the subgroup to make small, moveable tabs of each. What and place them on the common flow chart for final tactical timelining by the whole group.




11. Reconvene with a spiritizer such as a song, ritual or reading.

12. Distribute the completed tactics worksheets to all and allow each subgroup to report on its tactics. As reports are given, instruct the group to listen for key insights, highly imaginal implementaries and structures to be effected.

13. Quickly walk through the tactics and briefly discusses

­ clarity, practicality and feasibility.

­ the relationship of the tactics to the Practical Vision.

­ how the tactics embody the 21 Point Plan.

­ how the tactics effectively deal with the Contradictions.

­ any necessary changes.




14. Direct attention to the quarterly flowchart and discuss:

­ what do you note about the flow ? sequence ?

­ where are weeks heavy ? light ? empty 7

­ are there shifts to be made ?

15. Adjust the what tabs on the flowchart and note changes on the tactics worksheets.




16. Artform the corporate thrust of the coming quarters

­ what are to be the quarter's gifts ?

­ what dangers do we need to watch for ?

­ what insights do we need to remember ?

­ what are some implications about forces ?

­ what do you see that you didn't know you knew before ?

17. Consense and celebrate the common direction and new battleplan.

18. Make assignments necessary to print corrected tactics and the

Quarterly Calendar and to complete the Warboard.





Weekly modification in Indicative Battleplanning continues to emphasize the power of the corporate thrust. These procedures are therefore intended to be followed by the total group except in certain exceptional cases as noted below.

1. Display the Warboard where the whole group can see it and give a brief context on the Quarter's Battleplan, Rehearse the tactics for the past week and call for reports on actualization.

2. Quickly art form the results of the past week's activity.

­ What were the gifts ?

­ Where were the tactics blocked ?

­ What are the implications for the future ?

2. What revisions of the tactical system are necessary ?

3. Pronounce absolution on the past week's work.





4. Rehearse the tactics for the coming week. (Weekly Modification Sheets as illustrated on the Instruments pages serve as a helpful tool.)

5. Briefly share corporate insights of possibilities for actualization,

6. Cluster the tactics for battleplanning in sub­groups. Divide the group into sub­groups of two or more for building battleplans and assign the tactics,





7. Disperse into sub-groups and do the following for each tactic.

­ Review the Intent Paragraph and Implementaries Chart.

­ Brainstorm and consense on the particular What, Why, How, who, Where, and When

­ Be prepared to state briefly the focus of the battleplan and how It will actualize the intent of the tactic.




8. Reconvene as a total group and report on the plans for actualizing the tactics.

9. Use the Weekly Battleplan Calendar (illustrated on the Instruments page) to coordinate and revise the Timeline and Assignments

Note: Some Auxiliaries, Cores and Metro Cadres may need addition time in this session or another occasion for implementing tactics in particular congregations or situations.





10. Rehearse the Actualization Visions

­ Artform the coming week's activity.

- Select an image or story to hold the tactical thrust. -

- Identify the focus of the week.

- Ritualize the consensus for action.


The Warboard is an essential means of symbolizing the context and thrust of the Quarterly Battleplan. Holding the Global and Local, the theoretical and practical, the artistic and the actual, the rational and sequential, it sets forth the strategies and tactics by which the decision to win is held before the group. As a practical tool, it serves as both reminder of accountability and key to envisioning the concrete steps to be taken in the future.

The Calendar is composed of societal, community, movemental and congregationa1 events crucial to the missional thrust. Care needs to be exercised especially at the point of including the locally modified 26/52 Week Timelines and the other movemental events scheduled during the quarter. Preparation of the Calendar must be done before the Council for building the :Implementaries of the Tactical System.

With emphasis on the corporate thrust, only one warboard is necessary for the whole body, Cards for weekly Implementaries may be used or they may be printed directly on the board itself. Use of color coding for the tactics is a further means of dramatizing weekly and quarterly actualization.

To make the Warboard an adequate visual tool requires it to be large enough to be seen by the total group and displayed at the weekly meetings. To make it portable requires collapsible sections of lightweight material.