Local Church Experiment

Advanced School PSU

December Training School

December, 1971





  1. After setting a broad contextual statement rehearsing the time line (6 years and present year and quarter) of the Local church Experiment, art form quickly the stated yearly contradiction and Strategic Objective of each local congregation. It is critical for each local auxiliary to determine where they now stand by:

1) Is the yearly statement still applicable to the local situation.

2) If applicable, where does it stand relative to the yearly contradiction and strategic objective of the system (3 dynamics, Parish, Cadre, Congregation).

3) If not applicable need to re­work the yearly contradiction and strategic objective to reflect the new local situation.

This enables the local auxiliary to illuminate where they stand in in the journey of accomplishing the yearly strategic objective within the system. With this illumination, and using the experience and wisdom gained from working through the last quarter, the Local Auxiliary is broken loose from becoming entrenched in the immediacy of the local situation.

2. Step two in the contexualizing procedure is to clarify the shifting contradictions (thru workshops) as a galaxy in parish, congregation and cadre for the previous quarter, noting the remaining and newly created contradictions (as a method of gaining objectivity on it), and also to set a basis as to where the three dynamics of parish, congregation and cadre are; the aim being to objectively state the situation at the point of transition, and the point of planning into the next quarter.

3. List the key accomplishment specifically on the tactics.

1. Look at local situation in relationship to the specific tactics actualized over the last quarter.

2. List the key supplementaries which were accomplished.

3. List events in which supplementaries enabled any particular tactic to be turned on.

4. Also list the signal side effects that were manifested from actualizing any given tertiary.

5. The aim of this step is to objectify the key accomplishments and appropriate the signal "spin off's".

4. Step four of contextualizing is a galaxy workshop to see the significance of the quarter's work in relation to the journey of the local church experiment. The workshop has the following format: 1. How has our work this quarter illuminated our insights about the contradiction and strategic objectives? (i.e. what have we learned?) 2. Group, then gestalt the data from (1) into 4 key insights. 3. How has our work on contradictions and strategic objectives last quarter renewed the church?

4. Using data from (3), articulate an image to hold the past quarter.

The aim of the workshop is to pronounce absolution on the quarter and enable the wisdom gleaned during the past quarter's experience to be brought to bear on re­focusing the contradictions and strategic objectives.


l. Read tactics for coming quarter. In a lecturette point out how the tactics show up on the rational and contextual charts in order to see how they relate to the whole system.

2. Study the master index and tactics books. Have an art form conversation on the general thrust of the complexes , sub­complexes and tactics within each system, in order to get the system intent for each level

3. Using the insight gained from the interpretive question of the art form conversation) create broad images for each arena, in order to hold the basic thrust of each for the quarter.

4. Brainstorm local illustrations of each tactic in order to ground the dynamics of each tactic in the local situation and to begin to spin on how the tactic will operate in the coming quarter.


1. The galaxy now divides into local auxiliary units. The next step in the process is to concretize the galactic wisdom at the local church level. Write a sentence that holds both the contradiction and strategic objective of the tactical system at each of the following levels complex' sub­complex, and primary tactic. The strategic objective for the complex and sub­complex can be found in the Master Index. The strategic objective for the primaries are found in the tactic books. The contradictions are implied but not specifically articulated. This step lays the foundation for looking at the way these contradictions and strategic objectives are manifested in the local church.

2. The local auxiliary then brainstorms by complex: subcomplex and primary tactics, manifestations of the system contradictions in their local situation. The aim is to use the insights of the systems major contradiction to push the local situation and keep it from being reduced in its own vision.

3. Step 3 is to locate local manifestations of the systems strategic objective by asking: "Where is this objective manifest concretely in my local church (P,C'C) (for each congregation, sub­complex, and primary tactic). Brainstorm, then write a sentence stating the local manifestation of the strategic objective as It is already going on. The aim is to articulate strategic objective as ahead present in the local church.

4. Steps 2 and 3 have discerned how the contradiction and strategic objective, implicit in the tactical system, are manifest in the congregation, parish and cadre. The next step is to articulate in one sentence how the local manifestation of the contradiction is blocking the local manifestation of the strategic objective at each level (complex' sub­complex, and primary). The aim of this step is to discern the local contradiction in the context of the contradiction in the universal church, for the complex, sub­complex, and primary tactics of the quarter, as the basis for creating the local strategic objectives.


1. Short course what strategic objective is. Break into local auxiliary groups. Look at system contradictions, system objectives, the local complex contradiction, and the complex itself and then brainstorm the question "What has to happen this quarter in order to deal with this contradiction?" Then ask "In light of this data, what is our strategic objective this quarter?" (The answer is not a gestalt of the data, but rather the key thing needed). State the consensus and write in prose form. Aim is to state the inclusive strategic objective at the complex level.

2. Look at the complex contradiction and complex strategic objective and subcomplex contradiction. REPEAT THE BRAINSTORM AND ETC FROM ABOVE. Aim is to state the strategic objective at the sub complex level.

3. Look at the sub complex contradiction and sub complex strategic objective, REPEAT THE BRAINSTORM AND ETC FROM ABOVE. The aim is to state the strategic objective at the primary level.

4. The above steps need to be repeated for each complex for the quarter. When each congregation has completed the workshop for all complexes, the congregations should exchange their work for critiques and then each should rewrite. The aim is to utilize the corporate wisdom of the total galaxy to produce the best possible inclusive strategic objectives at the complex sub complex and primary levels for the coming quarter.



AIM: The aim of the first step is to act the context that will clarify and universalize for the auxiliary the task of the whole council. 45 minute lecture.

  1. Setting the Overall Context Give a quick review of the quarter's galactic calendar and lay out which tactics have been completed, are being continued and will begin anew.
  2. Identifying Week II Tactical Context

Walk through the specific tactics that are going to be worked on during the week II council by reviewing the intent and the emphasis of each tactic (see Master Index and 4x4 lecturette in operations manual) and by quickly brainstorming images of what each tactic looks like in operation (use congregational analysis from training school and any previous work).

3 Laying Out Week II Council Timeline

Draw an imaginal chart (or hand out a ditto) of the Council time design' explaining the rationale for working as individuals and as groups and identifying the materials each person and group will need.

4. Explaining the Process of Modification

Lay out the general process of modification, describe the final result of each workshop, allow the entire galaxy to walk through the process and ask questions of clarity.


AIM: The aim of the selection of tertiary objectives is to vision and image how these tertiaries relate to the contradictions and objectives of the primary tactic, the system and life itself in order that each tertiary objective shall directly impact the local manifestation of the universal block to humanness.

1. Getting Broad Picture Time: 15 minutes

As a total local auxiliary, with tactical system and Primary tactic. Contradictions and objectives visually available to every member.

A. The galaxy will divide into local auxiliaries to study the assigned primary tactics for this council.

B. Groups of two study a primary in relation to its yearly and quarterly complex and sub­complex and the primary contradictions and strategic objectives.

C. Then review the tactic book by studying the system tertiary objectives (secondaries), the sub­tactics, prose on first three pages of book (back and front) and the procedural steps for the primary tactic (first inside page ) .

  1. Fill out any forms necessary for following steps.

2. Studying Tertiaries Time: 10 minutes Individually study tertiaries, reading the tertiaries sentences, then as a local auxiliary. Reflect on the thrust of particular tertiaries in relation to the total thrust of the tactic on the local congregation's primary contradiction and strategic objective.

3. Deciding the Tertiary Objective Time: ~ minutes Break into smallest working group and moving through secondaries each inclusive tertiary objective by spelling out the local impact and its effect on the primary contradiction.

  1. Evaluating work Time: 10 minutes Each working group will exchange and review the wisdom resulting from the selection of objectives for evaluation., raising questions as to

A. Impact on Contradiction

B. Clarity

C. Feasibility


AIM: The aim of this step is to articulate the procedural form and to select the supplementaries for each of the 16 tertiaries.

1. Studying procedures: In groups of two read and study the procedures on each secondary in tactic book,

2. Articulating procedural form: Articulate procedural forms as they best address the stated inclusive tertiary objective and write it in the procedural form box. ( a descriptive sentence of what this tertiary would look like in actualization). Do all 16 consecutively.

3. Selecting supplementaries: A different group of two from same congregation select three or more supplementaries which would best address the selected procedural form and the inclusive tertiary objective. (move directly to step 4)

4. Making final selection: Write chosen supplementaries in the box on tactic actualization sheet repeat this procedure for

all 16 tertiaries consecutively.

(steps 3 and 4 ­30 min.)


15 min.

45 min.

30 min.


AIM: The aim of this step is to focus the chosen supplementaries on the primary contradiction in order to provide maximum effectiveness.

1. Indicating the chosen supplementaries: Indicate on the Modification I sheet the previously selected supplementaries for each tertiary. (Write in or circle if printed)

2. Reviewing relationship to primary thrust: Review supplementaries and get articulated how in practice this tactic is going to journey through its actualization time. Ask of the chosen supplementaries: Will these particular supplementaries enable the common thrust of this tactic? Make any necessary changes.

3. Refining the Supplementary selection: Look at the interrelationships of chosen supplementaries (i.e. same week, ­ quarter, etc.) and make any place changes, additions or deletions required to focus the thrust.

  1. Reflecting on the focused supplementaries: Look at the entire sheet, relating back to Primary, Sub­complex and complex objectives. Ask:
    1. is each supplementary hitting the contradiction?

b) Where is the excitement?

c) Where are the dangers?

6 min,

19 min

12 min,

15 min.

Local Church PSU

Local/Weekly Tertiary Modification PSU



The Local Church Experiment is creating a New Method of Being the Church,

not creating a more relevant ministry (program, on behalf of the globe, not

a project on behalf of this congregation.


1. is a push into one of 576 arenas of the life of the church.

2. is basically accomplished in an action to be done in next week.

e.g. begin contextualizing songs in cadre meeting, start cadre planning Christmas celebration, call parish clergy to lunch, invite to PLC

3. is planned and executed by the auxiliary.

i.e.; if tertiary leads toward the cadre or Membership ~ Evangelism task force or Ministerial Alliance doing something, the tertiary is what auxiliary must do to get them to act. (spin).

4. may get programs implemented or impacted, but they are not programs themselves .

5. inevitably pushes the spirit button on the people they are aimed at

(cadre, Membership & Evangelism or Ministerial Alliance).


1. Tertiaries may be actualized within several events.

2. No more than six tertiaries to any one event.

3. Extend no more than three tertiaries beyond this week.

4. Those continued beyond designated week should be the responsibility of local church structures wherever possible.

I. The purpose of recreating vision of the Local/T4eekly Tertiary Modification is to hold all pre­planned contradictions and objectives for the System, Complexes' Sub­complexes, Primary tactics' and the objectives of all tertiaries in order to have weekly tertiary actualizations in relation to the comprehensiveness of the total system.

A. Review with corporate auxiliary the quarterly objective of the system, complex, subcomplex, and primary tactic contradictions and objectives and spin on it.

B. Look at tertiary objectives and rearticulate, keeping in mind its particular secondary.

C. Ascertain which supplementaries are chosen, examine (check sub­tactic n tactic book)., spin and review supplementary decisions previously made.

  1. Consider what supplementaries chosen were out to do and consense by whole local auxiliary, on statement of vision needed for each tertiary.

Pre­procedural note:

1. Assign workshop leader prior to sodality meeting.

2. Assign local auxiliary members to hold information on several tertiaries prior to workshop.

3. Do steps B, C, and D in turn for each tertiary within the system for the week and then repeat the whole in turn for each system.

II. Previewing the Week's Opportunities.

The local auxiliary unit turns next to look at the opportunities for tactical actualization present in the congregation, cadre, and parish during the next week considering every dimension of the church and community for formal and informal happenings, evaluates the listed opportunities for their tactical effectiveness, weighing up augmenting and blocking factors. and after reviewing the 12 tertiary objectives selects an adequate number of opportunities to implement the week's tertiaries.

A. List by means of brainstorm all the opportunities in the arenas of Cadre, Congregation, Parish for the assigned week considering all the scheduled happenings, activities and encounters and including committees and task groups of the arenas, noting the program themes and curricula and holding personal appointments, meetings a calls and variables.

B. In order to evaluate the opportunities, each one must be reviewed on the basis of accessibility 3 number affected, depth of impact, as well as positive side effect potential.

C. On the other side of each opportunity are inherent blocks and/or negative feedback which must be considered by examining complexity of access, follow­up demands, roles and relationships of key persons, and negative side effect potential.

D. Finally, it is required to select the key opportunities by raising up the unblocking devices' weighing up the positive and negative factors, considering the likelyhood of tertiary objective realizations, and holding to a small but adequate number (approximately 10).

III. Designing the Stimuli. On the basis of reviewing the vision and previewing the opportunities, the following steps will create a specific design for actualizing the tertiaries of the week.

A. Assign tertiaries to opportunities which are selected or created on the basis of their ability to accomplish the tertiary objective.

B. If possible divide into small groups by opportunities, and re­decide supplementaries by which the tertiaries will be actualized.

C. For each opportunity, create a 4 X 4 battle plan to actualize all tertiaries assigned to that opportunity.

D. Reconvene as a whole local auxiliary and evaluate the battle plans according to accomplishment of objectives.

IV. Implementing the Design The above designed battleplans are converted to practical steps enabling the total implementation of the stated objectives.

A. Looking at the 4 X 4 battleplan, list all procedures and steps to be initiated and all instruments needed (whether available or to be created or procured) and create a timeline of all practical actions necessary for actualization.

B. Working as a total group, create a common timeline for the week by meshing the several timelines.

C. Make and record assignments by objectifying individual timelines, special opportunities, and local auxiliary training needs.

D. Symbolize the coming week's activity, e.g., art form story, litany, ritual, etc. (see attached symbolic aids re: tertiaries.)

  1. Opening Prayer

Oh, thou great and almighty Creator and Sustainer of all men, all thoughts and all deeds, who gives us visions of great things yet throws contradictions into our objectives, We confess that we are greatly tempted by the devices of men and lured by the great programs created by other people. Our spirits are willing but the flesh is weak and we sometimes quickly renounce our gift of creativity and our wisdom of men's needs for the easy path.. Oh God, keep our hearts pure and chaste and our bodies and minds in the straight and narrow way of creating the new methods and procedures to renew the world. Yet give us the courage and insights to use the situations you have prepared for our use, We stand before you and this task tonight as the Church and expend our lives on behalf of this congregation and all men. In the name of thy son who died that we may live and lived to show us how to die. Amen.

II. 1st liturgist (Beat out Rhythm)

Where is the arena? In cadre?

In congregation?

Yet the Church acts already.

Yet churchmen act already.





(eg church calendar)

(eg personal timeline)


III. I am a Tertiary. . . you are an Auxiliary. .

I become the Auxiliary when I am emploded in people to deal with contradictions. I was born with 575 others, yet I stand alone as the one sent into all of history to die my death in this week' in this place . . . My eleven other colleagues are contentless cohorts who are bound with me in my death. . . Our crucifixion is one happening, though we may die on different hills. One thing I despise more than all else, is being turned into a program. . . I am sent to shock into self­consciousness the spirit of man . . . People are prior to program. After I die my dead body may look like a program, but verily it is not I. . . I, the tertiary, have died. You the auxiliary have died, verily you are not you, you are living tertiary.

IV. Song to tune Aluetta.

Contradiction, I say our contradiction. Obligation, I say our ob

Contradiction, what happened to it now? Obligation, is where our

Now we have our 4 X 4s Now we take our 4 X 4s

Now we have our Battle plans Now we take our battle

4 X 4s, Battle Plans, OHhhh Die our death.

Die our deaths

That's our cross, OHhhhh

(Now make assignments)

V. Closing Ritual (Start with Psalm 136: 1­4. End with last verse)

It is good to give thanks to the Lord for his love endures forever

Give thanks to the God of God, for his love endures forever.

Give thanks to the Lord of lords, for his love endures forever

Alone he works great marvels; for his love endures forever.

That (name) is assigned to_________ for his love endures forever.

(Repeat until all assignments are out)




1. A key problem in the local church experiment is developing images that allow the auxiliary to operate through the tactical system in caring for the congregation. Tactical care is dynamic and thus releases the congregation from static images of authority such as pillar of the church in bringing about comprehensive love of the church

2. Congregational events, planned and unplanned, present the auxiliary with the imaginal problem of holding the events in the context of the assigned tertiary. In building the battleplan for an event, the auxiliary primarily uses the objectives named in the tactics and thereby clarifies and intensifies the context of traditional events. When tactical schemes are appropriated unexpected events become the occasion for accelerated implementation. The congregation discerns the signs of church renewal through experiencing the tactics pulled through a church event. The cadre expands the effect of tactical events by rehearsing these events in conversation and by telling contexualizing stories.

3. Tertiary implementation is a dynamical process which raises the issue of how do we intensify and focus human dynamics in the congregation through tertiary actualization. The first key is to identify where the seminary, sodality and college dynamics are authentically going on in the congregation. Tactics are not added to improve situations' rather they are done from the center in order to transform them. Spinning of tactics creates a new climate which will sustain its continuation and intensification. Tactical implementation is a reality when the congregation has a concrete vision of new possibility.

4. The auxiliary must create operating images for the sake or the relationship the cadre must to the various structures it is related to in tactical implementation. Structures contain the continuity in history, and therefore the auxiliary must enable support of congregational structures. Structures give force to dynamics to humanness, and therefore in relating to structures the auxiliary functionally delimits its arena of engagement. Structure focus human passion' and therefore congregational structures are the vehicle through which the auxiliary catalyzes human creativity, it therefore relates the cadre to congregational structures. Structures allow external symbolizing of a stance, and therefore galactic structures are the vehicle through which the auxiliary releases its passion.

5. he issue at stake in operational images in the area of the dynamic congregation is what story does the cadre tell itself and then project to the congregation and what story does the congregation tell itself. The congregation operates out of the story that every man is on a unique journey as a solitary human being and that the congregation is on c­; corporate journey both of which are honored and given the possibility of continual growth. The congregation in the midst of the Local Church Project sees itself as coming off and rehearses story of successes) as congregational dynamics. The cadre honors present structures and p0ors life into those very structures and brings into power this congregation ­ the objective being to ''bring off elected leadership. Those who decide to assume responsibility to bring ·o life the local congregation are radically obedient to the local congregation and self­conscious cadremen wear many hats to spritize congregation and enable its expenditure in the parish.

6. These clarified operational images distinguish tactical implementation from just plain busyness and spirit­less doing. They allow men to stand as men of faith in the midst of the experiment. They release human creativity and focus it into a single thrust. They explode mundane doing into spirit.


7. What are the dynamical relations which emerge in the process of implementation?

8. First, the relation of the auxiliary to the cadre and cadre dynamic is as an assignment in and of the cadre. Its function is to maintain the comprehensive picture to stay on top of the tactical system; and by doing so to enable the cadre to care for and train the congregation. The cadre's task is to enable the congregation to implement its vision and to enable the congregation's vision to be enlarged through the tactical systems. The auxiliary does not exist other than as a relationship to the cadre

9. Secondly, tactical implementation in relation to the local situation entails grasping the tactical system as method rather than as content. The congregation in response, creates the necessary structures to meet its enlarging vision. This also means that the key is working within the existing structures of the congregation. The selection of supplementaries is in direct relation to addressing the heart of the contradiction and finally only through honoring the congregation as it is ­ as an unrepeatable gift to history and the experiment ­ can the depth of the response as a renewal dynamic be authentically grounded in history

10. The systems flexibility in relation to continental commonness is a third engagement relation which you must stand present to because it emerges in the process of implementation. The basic issue present is to decide to honor the weekly continental demands by moving on all 12 tertiaries. This requires that the auxiliary be primarily concerned with the intent of the actualized tertiaries rather than their manifest content. [For example, when tertiaries for parish tactics are assigned on a particular week during the first year, the intent of that tertiary can be implemented if the auxiliary sees the suggested supplementaries as supplying the vision for. That that tertiary might look like in full implementation when the actual parish situation makes it tactically viable]. This is accomplished by dealing honestly and obediently with the relativity and ambiguity of the particular situation, remembering that the local contradiction defines that very ambiguity. This presupposition allows you to trust the system's capability of producing achievable battleplans relative to the number of troops you have in your particular local situation.

11. The practical task in implementation is to train the auxiliary to think in terms of contradictions spirit problems and to deal tactically with these. Further it is to provide an image of the week's thrust that enables the cadre to he comprehensive and chaste in the task of caring for the local congregation. This image can be developed by raising the question to each local auxiliary unit at the end of every sodality­ That is the one thrust we are about this coming week?" Moreover, the practical task is to "hold the spin by evaluating the cumulative effect of the current tactics being implemented by raising the question: What has been the journey of the congregation this week in relationship to where they were last week and where they are going in the next?.'

12 The above refining of the engagement relations is intended to clarify the ways in which tactical implementation may most effectively take place. The transformation of the internal imagination of the church's self­image as mission to civilization is the key to its renewal. Spirit renewal is what we are finally after.


13. Implementation design focuses upon the problem of blurring of strategic objectives. so that people in the auxiliary are operating out of strategic objectives other than those previously consensed upon. The basic problem is a lack of objective structures to pull the data through the strategic objective. contradiction' complex, and sub­complex screens of the experiment. This leads to substitution, modification, or the complete loss of the consensed objectives when seen only in the context in the immediate situation.

14. The weekly timeline must reflect the quarterly thrust in tertiary actualization within the local situation. The holding instrument for the weekly timeline would be a 4x4 which gestalts the procedural steps into 4 thrusts (with one common image) and names the week according to that image, as the week of _______. From this image can the 4x4 of the week be checked over­against the strategic objective for the quarter as well as building the weekly timeline. The weekly timeline reflects events and preparation from which assignments can be made to both the local auxiliary and cadre. Individual timelines are then created which are a form of accountability done at least 2 weeks in advance and which can at the end of the week of actualization become the check as to one's dying in his tactics .

15. Implementing a tactic ,means that the contradiction to which a tactic is addressed is actually removed by the implementation of that tactic. This might mean that a continuing or on­going model is called for instead of a one­shot thrust. For instance if the contradiction is that there is no solitary office in the congregation, the tactic implementation must be more than having a solitary office in the woman's meeting. It must be an introduction and a model for the continuing of that solitary office. This is sometimes known as spinning a tactic. A helpful instrument would be a chart holding all 36 tactics for the year ­ showing 4 levels of intensification that might be required for certain contradictions to be removed. A weekly spinning check list would name the 36 tactics and the local auxiliary would name how during the week each tactic would be kept spinning. If a tactic is not yet actualized then it's left blank. If a tactic has stopped spinning during the week then the tactic can be incorporated into the weekly timeline to reactivate it.

16. The implementation design needs to hold in view missed tertiaries of preceding weeks. This provides possibility of the reappropriation of still helpful and timely tactical attacks on important contradictions. Also enabled is necessary intensification of present tactics to cover dropped opportunities. Finally, it keeps the cadre self­consciously pushier at isolating those blocks that disable tactic implementation.

17. Projecting ahead in order to inform where the cadre and congregation need to move this week involves looking at the system s contradictions and strategic objectives for the year and the quarter. Gestalting quarterly events according to complex and subcomplex enables the objective to be comprehensive but at the same time holds the tension of relating to the particular local situation. How does the cadre (auxiliary) art form (put imaginally) the quarterly and weekly thrust in order to inform the present.

18. The implementation design holds before the auxiliary the particular weeks tertiaries, the spinning of all 36 tactics) the thrust of missed tertiaries and the weekly rehearsal of strategic objectives.


19. Evaluation of tactical implementation deals with the crucial issue of training, the galaxy and each local auxiliary, the cadre and the congregation is a process of dynamical thinking and develops self­consciousness in these groups for the sake of continuing the vital thrust of the project.

20. It is essential that all groups that is the galaxy and the auxiliary, the cadre and the congregation need to be aware of and participate in an evaluation process going on at regular intervals. The individual daily carries on this evaluation process through his timeline, while the galaxy and each auxiliary unit does this evaluation at weekly meetings. A Local Church cadre reviews and projects on a monthly basis. Congregations evaluate by reporting at yearly church meetings. These participants in the project perform a continual dynamic process called evaluation.

21. Evaluation functions to enable a process of self­consciousness to emerge at every level of the project in regard to basic tactical operating images and values. Rather than promoting fixation on static program success or failure, effectiveness of given sets of actuated tertiaries can be measured by obtaining an objective picture of qualitative changes in the life of the church over the actualization period. The dynamical nature of the tactical process thus gains operational clarity.

  1. The form of evaluation is a series of questions which evoke self­consciousness by enabling the galaxy and each auxiliary the cadre and the congregation and individuals to reflect on external happenings and shifts in the interior deeps of all engaged in the project. The following, questions are necessary:
    1. Did you implement the battleplan?
    2. was the strategic objective achieved?
    3. How was the contradiction effected
    4. What were the internal shifts of the cadre, and congregation?
    5. What images was each cadre (congregation) operating out of? Quarterly?) What style shift is needed in the next quarter.

g) What symbol will best enable that style shift to occur?

23. Dynamically., evaluation plays the role of absolution spirit by the following a) allowing the solitary auxiliary individual to rebuild his shattered timeline B) by enabling the auxiliary unit to reforge the primary contradiction and the strategic objective, c) by giving permission to the galaxy to continue the project, d) by giving the congregation the possibility of redirecting and broadening their life thrust. which recreates human

24. A regular self­conscious process of evaluation is recommended for the galaxy the auxiliary the cadre the congregation and the individual in order that they be trained and released to objectify where they are in tertiary actualization, to discern the impact that has been made on resolving the contradiction to determine where spirit shifts have occurred during actualization. process and to redirect any future planning. Consistent evaluation methodologies are crucial in maintaining both local and continental commonness and in insuring the future vitality of the Local Church Experiment